Commerciality How we ensure a business focussed approach that delivers sustainable success for learners, the College and all its stakeholders, including our approach to managing risk and ensuring compliance against key requirements. Level 4 Level 3 Level 2 Level 1 Is customer (including internal customer) focussed and understands their needs. with internal and external stakeholders to improve service delivery. Understands the strategic plan, and appreciates that a business approach is essential for success. Continually looks for ways to reduce costs within their area and makes appropriate recommendations. Focuses efforts on achieving their KPI’s and objectives. Demonstrates an interest in the performance of the College and KPI’s outside of their own area (e.g. learner success rates, financial performance etc.) Complies with College processes (performance management, Thinks beyond functional interests and considers the wider implications across the College Promotes College services to initiate potential business opportunities Communicates the KPI’s of individuals and department, monitors progress and reports on outcomes. Understands and supports the departmental budget and business planning process - communicates to team members as needed Demonstrates the basics of the college’s funding and costs Tracks expenditure and cost and manages issues Gathers and uses evidence to analyse benefits and risks when making commercial decisions in a timely way. Communicates the bigger picture and ensures that all staff have appropriate levels of commercial awareness. Sets KPIs, budgets and objectives within their area of responsibility and monitors progress. Contributes to the business planning and budgetary process through valuable inputs. Understands the college’s funding and costs model and uses it to make effective commercial decisions. Negotiates effectively on behalf of the College/Dept. Develops a compliance culture. Takes action when needed. Manages strategic commercial relationships and delivery arrangements to ensure value for money and quality. Considers and understands PEST factors, to support sound commercial decision making, KPI’s and recommendations. Recognises and understands the key business metrics and levers. Uses this knowledge to make effective decisions. Leads on the business planning and budgetary process and takes a College, not functional perspective. Inputs into business decisions outside of functional area. Creates and embeds a culture of commerciality – uses commercial language and concepts with colleagues and their team.
Challenges the status quo in a constructive way. Positively embraces new ways of doing things. Demonstrates willingness to implement and new approaches suggested by others. Displays personal flexibility in the face of change. Makes suggestions for improvement. Willing to learn new things. Participates actively in change programmes. Looks for ways to overcome obstacles by leading and supporting staff through change processes. Displays an understanding of fears and resistance to change and gives reassurance to build confidence. Recognises and can respond to how people during change. Understands change management methodologies and processes and can demonstrate them Maintains positive communication throughout change. Is an effective project team member. Recognises and deals positively to problems/barriers to change. Adapts their own plans in response to changing priorities. Takes the initiative to shape the business by managing and contributing to its development. Builds a case for change and communicates effectively. Understands and can apply change management principles and processes. Is an effective project leader. Understands and can the service improvement methodology. Creates a common vision. Leads through change, demonstrating an understanding of the impact of change. Clearly communicates the reasons for change and considers feedback to inform decisions. Balances the requirements of strategic and operational need. Is open to and applies good practice and fresh ideas from inside and outside of the College. Exercises judgement in line with the College’s strategic plan. Develops strategic priorities to meet the need of customers and changing requirements. Examples of behaviours that may indicate a need for further development Unable to move beyond negative reaction to uncertainty. Consistently blocking change and failing to build on others’ ideas for change. Changing things for own personal agenda. Complaining instead of something about it. Sabotaging change (actively or passively).
Understands their objectives and KPIs and those of the wider team/dept. Manages performance issues effectively to avoid adverse impact on team morale and performance. Encourages and supports staff to develop and improve. Proactively seeks feedback from others to assist in developing team members. Actively develops team performance through coaching methods and using SMART objectives. Inspires and motivates team to deliver high performance. Utilises performance management tools effectively - PIPs, Aspire, Disciplinary. Agrees and monitors challenging, achievable performance objectives in line with College priorities. Examples of behaviours that may indicate a need for further development Delivers work inconsistently. Tolerates behaviour which negatively impacts the performance, development and morale of others. Avoids tackling performance issues. Accepts poor performance levels in self and others. Sets standards and objectives that are unclear, unrealistic or too challenging, jeopardising the delivery of good work. Lacks interest and enthusiasm.
Examples of behaviours that may indicate a need for further development Feels threatened by developing others. Holds onto knowledge. Does not know the development of their people/themselves. Does not support development activity. Is unable to identify career aspirations of their people. Does not use development tools at their disposal. Thinks development is just a training course. on to interesting work. Leadership How we create a high performing environment for the benefit of all our stakeholders. Level 4 Level 3 Level 2 1 Understands the organisation’s long term strategy. Recognises that everyone can lead and has responsibility for Understands and supports the organisation’s long term strategy. Supports the College’s vision and values. Inputs into the organisation’s long term strategy. Translates the strategy into team and individual objectives. Shapes the organisation’s long term strategy.
identifying and solving problems/addressing issues. Leads by example, and contributes to creating a sense of common purpose. Willing to make decisions within their area of authority to achieve objectives. Acts professionally at all times and role models the behaviour framework. Speaks up when others are not behaving appropriately. Actively seeks and welcomes feedback. Empowers team members to make decisions. Inspires others to achieve goals. Uses a range of leadership styles appropriate to different people and situations. Ensures team members understand what is expected of them by setting SMART objectives and KPI’s in support of the strategy. Takes accountability for team members’ output. Leads by example and role models the values and behaviour framework. Tracks performance and improvement feedback. Is positive and “On message”. Understands conflict and can identify when interventions are required. Supports an environment that celebrates equality, diversity and inclusion. Takes accountability for team performance and results. Collaborates across all functions of the College, and works actively to create synergies. Is visible to staff and stakeholders. Is open and inviting of the of others. Is not afraid to challenge the status quo when appropriate. Demonstrates high level leadership skills and behaviours. Works effectively across functions and is seen as a role model leader. Manages conflict effectively. Creates a diverse, equal and inclusive working environment. Tracks the external environment and both internal and external data to inform the strategy. Develops an exciting and clearly defined vision for the future and communicates this clearly and consistently. Set strategy and organisational objectives – helps people understand their role in achieving the strategy. Displays and promotes flexibility and can adapt their leadership approach to any situation. Leads from the front, communicating and motivating people towards stretching goals. Inspires staff and partners to engage fully with the long term vision and purpose of the College. Shapes, promotes and instills the desired College values and culture. Sets pace and high standards. Is prepared to make and see through unpopular decisions for
Thinks through the implications of their own decisions before confirming how to approach. Takes personal responsibility for getting things done. Plans and co-ordinates own work to meet objectives and development plans. Maintains a high standard of work even when under pressure. Goes the extra mile to ensure team objectives are met. Shows willingness to work flexibly across teams to get things done. Understands and supports individual and team KPI’s. Prioritises effectively. Asks for help when needed. Communicates when things are off track or people need to be informed. Demonstrates good time management. Sets SMART targets and uses the performance tracker to monitor progress of the team and provides regular feedback. Tackles difficult problems, and takes prompt decisions to resolve them. Explains clearly, verbally and/or in writing, how and why a decision has been reached. Develops practical and realistic plans that ensure efficient use of resources. Consistently delivers on targets, to time, quality and budget. Demonstrates a sense of pace and energy to delivering goals. Is able to replan to deal with change. Uses the performance tracker to manage objectives, progress and results of individuals and team. Sets expectations and communicates priorities effectively. Invites challenge and where appropriate involve others in decision making to help build engagement and present robust recommendations. Fully integrates and prioritises plans in line with the goals and objectives of the College. Monitors impact of workload and dependencies – takes action as needed. Demonstrates personal accountability for the delivery of results. Understands and utilises data and the views of others in the process. collaboratively and understands and supports the wider results of other teams. Gathers information and ideas and logically evaluates options using a range of techniques. Considers all options and makes sound, even unpopular business decisions. Prepares plans which considers the whole supply chain and how the function relates to the operation of the College as a whole. Delivers successful strategic outcomes on projects and programmes. Ensure risk and legal implications are fully considered during the decision making process. Identifies the main issues in complex problems and sets strategies to improve. Develops and drives a continuous improvement culture - is not content with average performance. Encourages transparency of intent and collaborative working.
Identifies and tries out new ideas with a balanced approach Demonstrates willingness to try unfamiliar tasks with a positive approach. Keeps abreast of new developments and initiatives outside of the College. Voluntarily puts forwards ideas for improvements with systems and practices, ensuring they are current and fit for purpose. Recognises when something is not working and acts to fix it. Develops innovative techniques within own field. Implements creative solutions and positive changes within the remit of role. Supports and encourages others to find own solutions. Reviews what organisations are doing and considers improvements where appropriate. Consistently thinks an approach, process or service with the view to making improvements. Is able to generate a range of solutions to problems. Suggests and new ideas for the College. Continually looks at ways to improve – not satisfied with the status quo. Looks at how we can learn from other parts of the College. Identifies and pursues opportunities to develop external partnerships to generate and develop ideas and learn from others. Shares learning and experience to support innovation and creative thinking across College. Identifies funding/revenue opportunities to action ideas. Obtains and provides resources to enable implementation of new where appropriate. Tackles strategic challenges with innovative and creative solutions. Exercises judgement in line with the College strategic plan and priorities. Promotes and embeds a culture of innovation and creative thinking across College. Examples of behaviours that may indicate a need for further development Waits for things to happen, only acting when prompted. Stifles creativity.