Behavioural framework Guidance
What we expect
of each other
Introduction from
The Chief Executive
we are an ambitious council with
a vision to make South kesteven
a place where people want to
live, work, visit and invest where
everyone has a good quality of
life. To achieve our vision we
have clear priorities and we
recognise that we can only
achieve our ambitions through
the hard work of all our staff. we
have embarked an on ambitious programme
called “unlocking our Potential” which is built
around our set of values.
The behavioural frameworks are a really
important part of unlocking our potential as they
make it clear what living the values really looks
and feels like. They will be used in day to day
work and in your regular meetings with your
manager. i am sure you will find them a helpful
framework in which you can develop and help us
deliver our priorities.
Beverly
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What is a behavioural framework?
in the summer of 2011 all staff were involved in
developing the councils values and behaviours.
one element of the feedback on the values was
that we needed to make it clear what living the
values would look like. The framework makes it
clear how we should behave toward each other
and look after our customers and it also describes
behaviours that are not helpful. if those
behaviours persist then it will hold the council
back in delivering its priorities and projects
for the customer.
Why do managers have a
different framework?
The manager’s behavioural framework has the
same elements as the staff framework.
in addition there are extra elements specific
to being a manager. managers were
consulted about this and are already
working with their framework.
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Why do we need a behavioural
framework?
The aims of the framework are:
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To provide a clear and explicit benchmark of the
behaviours that are essential to to deliver our
priorities
To ensure consistency of behaviour at work
across the whole organisation. if we are all living
these values we will be an exceptional council
To allow for the identification of potential talent
in the organisation
To underpin the development of staff and the
corporate learning plan
To support recruitment of new employees
who are keen to live the values and
work in a council that is clear
about what it needs.
When will it be used?
The behavioural framework for staff is not
intended to be a formal rated system. it will be
used in everyday work as a development tool and
be used in your regular 1 to 1 meetings with your
line manager and in your annual performance and
development review. The Pdr process will be
updated to incorporate the relevant framework.
anyone living the values will see it recognised,
areas for development can be identified and plans
put in place to help individuals to develop.
in 1 to 1 meetings the framework will help to
improve self awareness and recognise behaviours in
everyday work. You may wish to note examples to
discuss with your line managers; however this
should not be a bureaucratic process. living the
values should become a part of a normal work
conversation with your manager and your
colleagues and you should be able to challenge
others if they are not living the values.
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using the frameworks as a development tool will
also mean learning and development will be
targeted more closely to meet individual and
organisational needs.
The behavioural frameworks will also underpin the
staff awards so that individuals who live the values
can be widely recognised.
The behavioural frameworks will also be used in
recruitment so that we can attract and identify
individuals who can live the values.
What do the behavioural
frameworks look like?
The behavioural framework for staff and for
managers is available on the intranet as well as set
out in this booklet.
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What happens when I have had my PDR
and my 1:1 meetings with my line
manager and we have looked at the
extent to which I live the values?
it is your and your line managers responsibility to
follow through on feedback and you may have to
do things differently, learn from others, make
positive choices.
What if I am mostly Successful?
That is really good and should be appreciated and
recognised by your manager. it is also the basis
from which you can work toward demonstrating
exceptional behaviours and the framework helps
you to identify those that will be the most helpful
for you to work on. it will allow you to recognise
your strengths and to build on them as well as
address any areas for development.
What if I am mostly Exceptional?
This is fantastic and it is great that you have been
recognised as really living the values. we would
hope you can share that with others through
involvement in wider council projects as well as
supporting and mentoring others.
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What if I am mostly
Development needed?
You and your manager will need to have some
open and honest conversations so that you can
fully understand where you are not hitting the
mark and what you need to do to improve. if you
try to improve the council will support you. in the
event you cannot improve and the help given has
been rejected or has not worked, you will have to
work with your manager to accept and resolve the
issue. as is the case at present there is always the
option to consider capability or disciplinary
procedures. The part the framework plays is
helping issues to be explicit, clearly understood
and not hidden so that solutions can be found.
What if I am a mix of exceptional,
successful and development needed?
realistically this is what we expect many staff to
be when they first start using the framework. over
time we would expect a shift away from
development needed to more successful and
exceptional. it is why the frameworks should be
used and on an ongoing basis in 1:1 meetings as
well as the annual Performance and development
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review. You and your manager need to agree what
you are going to work on to better live the values
and for your own personal growth and
development.
What if I don’t agree with my Manager?
an honest conversation is required to separate out
that which you can both agree on and that which
you hold different views. it is best that such
conversations are based on facts and the wording
in the frameworks is action based. it is vital that
through dialogue you and your manager try to
reach an agreement and it may be that some
compromise is required. if you are unable to reach
agreement you have the right to ask the head of
Service for your area to intervene and a joint
meeting should be held to resolve outstanding
concerns.
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Behavioural
Framework
For everyone
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We deliver on the Council’s goals and priorities
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we are crystal clear about our goals
we are clear about our priority actions to deliver our goals
we stick to our priorities and goals
we consistently deliver what we have agreed
FOR ALL STAFF
Exceptional
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consistently delivers what has been agreed
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ensures non priority work does not impact on high
priority work
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anticipates change and uncertainty and does not
let it affect service delivery
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Thinks ahead and plans in readiness
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Plans for the long term and for contingencies
n
frequently completes tasks early with higher than
expected quality
n
Takes responsibility for solving unusual problems to get the
required outcome
n
once objectives set rarely requires guidance
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Successful
n
has clear goals and priorities for own work and understands
how they relate to those of the team and the council’s overall
goals and priorities
n
follows a work plan to deliver their priorities
n
manages time effectively to deliver what has been agreed
n
makes time to help colleagues deliver on other corporate goals
and priorities where needed
n
works around typical problems and obstacles to get results
Development Needed
n
needs to focus more on deadlines, managing budgets or other
targets
n
needs to ensure delivery on priorities
n
Should not wait to be chased to respond or to complete jobs
n
Should spend less energy on activity which is not in line with
our priorities
n
needs to help others more in the team or elsewhere in the
organisation to deliver on corporate goals and priorities
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We communicate to build the team
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n
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we pick up the phone or go to see colleagues whenever possible
we value each other
we spend less time in formal meetings, the meetings we attend
will be structured and have actions resulting from the
conversations we have.
we will endeavour to make decisions more quickly and be more
responsive
we use straight forward language and are clear in our
communications
we say “we” rather than “they” when talking about council issues
we build strong relationships with whoever we need to, to get
the job done
FOR ALL STAFF
Exceptional
n
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ensures their contribution to meetings are focused and deliver
outcomes
is complimented on the clarity of their communication
delivers tough messages clearly, sensitively and constructively
obtains and uses feedback as a matter of routine in everyday
work
challenges others to communicate effectively and supports
and helps others to improve
celebrates the contribution made by others
encourages an open exchange of views so that the most
reluctant/ least confident person can express their views
remains positive even when others are negative or hostile
is recognized as someone who communicates with openness
and integrity
apologises when gets it wrong
Successful
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listens carefully and checks understanding before reaching
conclusions and making decisions
remains courteous, empathetic and constructive in all
exchanges, even the most challenging
decides which method of communication is the most effective
in which situation.
works with colleagues and people in other teams to get the job
done well
regularly talks to other officers who might be impacted by their
work.
Shares relevant information with those who might need it
Takes time to understand council wide issues outside of own
team
understands, uses and promotes the council’s brand identity
Speaks positively about the council at all times
actively promotes and builds the reputation of the council
considers others’ viewpoints respectfully
Development Needed
n
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needs to avoid overuse of email for communication when a
conversation would be better
needs to share useful information with others more
Should be more consistent in what they say to different people
Should listen and respond to genuine concerns that people raise
needs to take ownership of difficult decisions rather than
distance themselves
Should use “plain english” more rather than jargon and technical
terms
needs to actively build strong and trusting relationships with
colleagues
Should act as an advocate for the council by seeking to
understand its decisions
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We challenge to improve
n
n
n
n
n
we challenge the way we do things in order to make things
better
we have the confidence to make changes to improve our work
we set clear expectations for performance and hold people to
account
we address poor performance where we need to within our
framework
we are a learning council and go out of our way to seek out
best practice
FOR ALL STAFF
Exceptional
n
Supports other teams members’ ideas for improvements
n
Brings potential opportunities for improvement to manager’s
attention
n
challenges the status quo constructively and follows through
to ensure improved delivery
n
learns from other organisations and authorities and shares
learning across the organisation
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inspires others to go the extra mile
n
develops innovative and creative solutions to achieve the right
result
n
consistently reflects on what works and what doesn’t and
builds that learning into future work plans
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Successful
n
challenges bureaucracy and changes it where it doesn’t help
deliver our goals
n
understands that improvement is an integral part of what we do
n
demonstrates a positive and proactive attitude to improvement
n
raises concerns and challenges performance and procedures
in a positive and constructive way
n
acts as a respected critical friend
n
encourages others to bring forward new ideas
n
lives the council’s values in everyday work, interactions and
outcomes
n
looks to drive up standards within resources and capacity
Development Needed
n
Should not accept low standards in self and others
n
needs to be more open to new ideas for improvement
n
needs to view challenge more positively and not react
defensively
n
Should be more willing to admit to or learn from mistakes
n
Should adopt more constructive approach to challenging others
n
needs to challenge processes that are inefficient and not
working well
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Sometimes uses procedures and other people to block genuine
challenges to performance
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We take action and are accountable
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we have an agreed framework of policies and processes
we take action to deliver our priorities, working how we want
within the agreed framework
we take responsibility for driving delivery of agreed plans
without referring upwards or waiting to be chased
we err on the side of action, we get on with things until
someone says “no” rather than waiting for someone to say “yes”
FOR ALL STAFF
Exceptional
n
Proactively takes responsibility for driving forward plans
without referring upwards
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Shows initiative, seizes opportunities
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can be relied on to deliver own responsibilities and willingly
helps others without being asked
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Shows enthusiasm when things are tough to make sure
services are delivered
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is tireless in efforts to achieve a positive outcome
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confidently works with the unfamiliar to deliver outcomes
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often goes the extra mile to help the council deliver outcomes
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Successful
n
is clear about what they are empowered to do and which areas
they must refer upwards or to other colleagues
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Gets on with things until someone says “no” rather than waiting
for someone to say “yes”
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walks towards problems to see if they can help
n
addresses problems with a can do attitude and a willingness to
help
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works within the agreed corporate framework, policies and
procedures
n
Takes responsibility for their own work and personally delivers
what is required
n
Perseveres when the going gets tough and makes sure they
deliver what is needed
n
Shows persistence in the face of setbacks
n
focuses on solutions not problems
Development Needed
n
Sometimes passes the buck
n
Should use own initiative more
n
Should not put risk, bureaucracy and process ahead of getting
results and avoiding action
n
needs to walk past problems less and help resolve them more
n
Sometimes ignores corporate policies and procedures where
they apply
n
Should accept responsibility when things go wrong
n
does not always support colleagues who are struggling
n
needs to moan and criticise other’s actions less
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We respond to our customers
n
n
n
n
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we know who our customers are both external and internal
we listen to our customers and make decisions based on their
needs
we put ourselves in our customers’ shoes
we do not pass the buck when something goes wrong for
customers
we are honest when we get things wrong and learn from the
feedback people give us.
FOR ALL STAFF
Exceptional
n
notices when something is not working for the customer and
proactively tries to solve problems
n
consistently delivers excellent services to customers
n
receives positive feedback from customers (internal and
external) and shares with colleagues
n
ensure discriminatory behaviours, conversations or actions are
challenged to ensure that the council treats others fairly and
with equality of outcome
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Successful
n
listens to what customers have to say and responds to what is
important to them
n
actively helps the customer, recognising when to involve others
to reach the right outcome
n
when things have gone wrong, works hard to resolve the issue
and shares learning to prevent the problem recurring
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responds to consultation by demonstrating views gathered
have been used
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endeavours to see things from the customer’s viewpoint
n
Treats all individuals with respect and dignity, regardless of
cultural, socioeconomic or personal circumstances
Development Needed
n
needs to focus on resolving customers’ needs rather than
passing on to other colleagues
n
Should seek out information about what is important to our
customers
n
Pay more attention to customer concerns and complaints
n
needs to be more sensitive to the views of customers’ and their
feedback
n
needs to be more respectful or tolerant towards customers and
colleagues
n
avoid acting as a “jobsworth” at the expense of the customer
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Behavioural
Framework
For Managers only
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Leadership – leading and managing
n
n
n
inspires and leads teams by providing clear direction to
achieve excellence
champions change and improvement focused on the council’s
priorities
manages work to make the best use of resources to deliver the
council’s priorities
FOR ALL MANAGERS
Exceptional
n
Presents a compelling vision of how things can be better in
times of change
n
is calm, objective and professional in all situations
n
responds positively to the greatest challenges without qualms
n
is prepared to offer up own resources/budgets to the overall
benefit of council
n
is flexible about what services are within their portfolio or how
those services are delivered
n
focuses their efforts on ensuring overall success of council
rather than team
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Politically astute
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adept negotiator able to resolve the most challenging
situations
n
is a consistent role model for the values and challenges
others to be
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respected by peers and direct reports alike
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Successful
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lives the council’s values in all they do.
adapts leadership style to fit the situation and people
manages conflict and achieves win/win situations whenever
possible
recognises achievement and praises whenever possible
comfortable working in a political environment
decisive, making timely and sound decisions and judgements
Puts personal views aside in interests of the council
is aware of impact of own behaviour on others and is able to
influence them to behave differently
can present arguments and gain acceptance
Gains commitment to high standards and the trust of others
through leading by example
encourages and challenges in equal measure
Development Needed
n
n
n
n
n
n
n
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needs to motivate team members more
Should develop greater political sensitivity
needs to demonstrate more drive and enthusiasm for delivering
the council’s priorities
Should not avoid decisions that are difficult or blame more
senior staff for them
needs to develop more respect for others and treat others more
consistently
needs to build trusting relationships with other teams and
reduce silo thinking
Should develop more awareness of impact on others
Should seek out more opportunities to recognise and praise
good performance
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Leadership - developing
n
demonstrates a commitment to their own and others’
development to promote a learning organisation
FOR ALL MANAGERS
Exceptional
n
Builds long term trust to gain others commitment to being
challenged
n
Provides balanced feedback to ensure that praise and critique
lead to behavioral change
n
role models the need for continuous development, learning
and improvement
n
actively identifies our “rising stars” and ensures that their
development is maximized within Sk
n
is open about their own commitment to learning and willingly
accepts genuine feedback from staff at all levels
n
inspires others to take risks in order to grow but ensure they
feel supported
n
identifies key opportunities to coach and mentor staff as a
matter of routine
n
inspires and energises others to try new ways of working in
challenging circumstances
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Successful
n
n
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n
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n
n
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n
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Spends time in developing self and others
listens carefully and uses questions to open up discussions
looks for learning opportunities for others and understands their
learning preference
acts in a sensitive way to support and encourage others
Treats others with respect to make the most effective use of their
interests, motivations and abilities
ensures all in their team have an active development plan
reflects and learns from situations that have not gone as planned
discusses career aspirations with staff in addition to development
in their current role
Seeks out learning interventions in addition to courses including
coaching, mentoring and shadowing
encourages learning that takes people, including self, outside of
“comfort zones”
develop a coaching and mentoring style as part of 1:1’s
feeds back to peers as well as own team to develop them
Development Needed
n
n
n
n
n
n
n
needs to spend more time on self- reflection and improvement
Should take more responsibility for own development rather
than rely on others
endeavours to avoid defaulting to direction and advice rather
than supporting people to find own solutions
Should provide feedback when observing others not meeting
values or agreed standards
needs to notice opportunities to discuss with others how they
can develop
Should identify those team members who require stretching to
maintain their motivation
Should avoid becoming complacent and allowing others to
coast or do so themselves
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South kesteven district council
council offices
St. Peter’s hill
Grantham
lincolnshire
nG31 6PZ
t: 01476 40 60 80
e: [email protected]
w: www.southkesteven.gov.uk