EMPLOYEE COMPETENCIES

2014

WHAT THE COUNCIL EXPECTS

OF YOU

HR & Learning March 2014

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January 2014
WHAT THE COUNCIL EXPECTS OF YOU THE COMPETENCY
FRAMEWORK
This framework has been developed to provide all employees with clear
guidance about what the council expects of them with respect to their
performance standards and behaviours whilst employed by Norwich city council.
The organisational values (PACE) were developed in 2011 in consultation with
employees and this competency framework reflects organisational values and
employee policies such as Code of Conduct.
The competency framework has four competency areas based on the four
values:
1. Pride (We will take pride in what we do and demonstrate integrity in how we
do things)
2. Accountability (We will take responsibility, do what we say we will and see
things through)
3. Collaborative (We will work with others and help people to succeed)
4. Excellence (We will strive to do things well and look for ways to improve and
learn)
Each competency has performance standards along with examples of expected
behaviour (positive indicators) and negative behaviour (contra-indicators).

The purpose of the competency framework

The competency framework will support employees and the council in the
following ways:
It helps to clarify and communicate clear expectations to all employees
It provides a benchmark for employees to assess how well they are
performing
It helps employees identify areas for further development
It assists employees to plan for progression into other job roles
It clarifies the behaviours of an effective manager
It assists the council with induction, reviewing performance and
developing employees
It helps the council to manage and improve performance

How will the competency framework be used?

Each year, as part of the Performance review (PR) process (also know as an
appraisal), an assessment of an employees performance against the
competency framework will be carried out.
The purpose of assessing competence as part of the PR process is to ensure
that all employees understand clearly what is expected of them and that they are
supported to perform well at work. In addition, it will be used as a tool to identify
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and prioritise learning and development needs and where appropriate identify
employees who are strong in particular areas that could mentor and support
others to further develop.
Assessing competencies
A discussion will take place at the PR meeting between the manager and the
employee to agree a joint rating for each of the four competency areas. This will
aid understanding between the manager and employee of their strengths and
potential areas for further development. The following table details the ratings
and their meanings.
Level Rating
4
Very good

Assessment
The employee exceeds the expected level of behaviours
detailed in the competency framework i.e. does what is
expected and more
Employees may be asked if they would be willing to
support/mentor other colleagues.
Good
The employee consistently demonstrates the expected
level of behaviours detailed in the competency
framework. i.e. does what is expected
An employee who only meets the required level
some of the time should be rated at 2
Area for
The employee demonstrates some of the expected
development
levels of behaviours detailed in the competency
framework i.e. does some of the things expected but
there are gaps and some things that could be done
better.
Some training/development is needed for the
employee to address the gaps or shortfalls
identified.
Unsatisfactory The employee consistently fails to demonstrate the
expected level of behaviours detailed in the competency
framework i.e. often doesnt do things that are expected
or there are lots of things that could be done be better.
The manager and employee should, if not already, be
regularly meeting to discuss expectations and an
improvement plan.

It is expected that the employee and manager will make every effort to reach a
joint decision on the ratings. However, if a joint decision cannot be reached, the
manager will arrange a follow up meeting with the employee which will also be
attended by a more senior manager to help both reach a consensus decision.
The second meeting will be held within one month of the initial PR meeting taking
place.

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PRIDE we will take pride in what we do and demonstrate

integrity in how we do the following things
COMPETENCIES
1. You are positive to customers and colleagues about services the
council provides
2. You know and understand what the council expects of you as an
employee, how your job helps the council deliver its vision,
priorities and values
EXAMPLES OF BEHAVIOUR

Examples of types of behaviour

we want to see
You understand the councils
vision, priorities and values and
how that fits with your job and the
work of your colleagues, holding
an awareness of the political
environment you work in

Examples of types of behaviour

we dont want to see
You dont know or understand the
councils vision, priorities and
values or how its fits with your job
and the work of your team and are
openly critical about the work of
councillors to others

You are polite, patient and helpful

to all customers listening to their
needs and wants and taking time
to explain things clearly to
customers using simple and
straightforward language so that
they understand

You dont listen carefully to what a

customer wants or needs jumping
to conclusions, using words or
jargon that the customer doesnt
understand

You always do your best to sort

out a customers problem or
complaint when you are able or
make sure it is passed to
someone else if you cant help
them

You regularly pass customer

problems onto someone else
when you could have dealt with it
yourself and if you do talk to
customers you offer a negative
solution

You are positive about the council

and the services it delivers
handling customer complaints or
issues in a positive manner

You criticise the council and the

services it delivers when speaking
to customers about problems or
complaints

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ACCOUNTABILITY we will take responsibility, do what we

say we will and see things through.
COMPETENCIES
1. You know and are clear about what jobs and tasks you have to do
and when these are to be completed
2. You take full responsibility for your own performance
EXAMPLES OF BEHAVIOUR

Examples of types of behaviour

we want to see
You know, understand and make
sure you follow correctly all
policies and procedures that are
relevant to you and your job

Examples of types of behaviour

we dont want to see
You do not adhere to council
policies and procedures that are
relevant to you

You always work in a safe manner

ensuring a healthy and safe
workplace for all highlighting any
issues you think could be
improved

You never consider or

demonstrate interest with health
and safety implications for yourself
or others and ignore opportunities
for improvements

You proactively sort out your work

so the priorities and urgent things
get done first enabling you and
your colleagues to work in an
efficient and effective way

You only do the tasks you enjoy or

find easy ignoring priorities to the
detriment of your colleagues and
customers

You always check your work to

make sure that it has been done
properly, correcting things that
arent right and dealing with
problems immediately

You miss details and keep making

the same mistakes over again
complaining about problems and
blaming others for this

You make balanced and

considered decisions having full
knowledge of all facts and
potential implications

You just decide what is best for

you rather than considering the
potential implications

You ask for help by talking to your

manager as soon as you think
there may be a problem with
getting a job done or completed

You dont keep your manager

informed at the earliest
opportunity if you think there may
be a problem with getting a job
done

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COLLABORATE we will work with others and help people to

succeed.
COMPETENCIES
1. You build good working relationships with others inside and
outside the Council
2. You work effectively with customers, councillors, partner
organisations and colleagues to get the job done as well as you can
EXAMPLES OF BEHAVIOUR
Examples of types of behaviour
we want to see

Examples of types of behaviour

we dont want to see

You present a professional image

respecting individual differences
treating all customers, councillors,
partner organisations and colleagues
with dignity and respect at all times
You always try to help and work well
with other people in other services or
with our partner organisations
building effective relationships

You come across as unprofessional at

times treating our customers and
partner organisations in a disrespectful
manner

You invite feedback from our

customers, enabling opportunities to
make improvements thereby
strengthening working relationships

You ignore feedback from all sources

dismissing this in a negative and
complacent way thereby missing the
opportunity to make positive
contributions to working relationships
resulting in beneficial changes
You keep knowledge about your role
and service area to yourself never
sharing information with other
colleagues

You willingly help your team and

colleagues in other services by
sharing your own knowledge and any
relevant information which can help
others
You are interested in opportunities to
get involved in things outside of your
usual job so that you can learn more
enabling cross service working

You do not demonstrate any

willingness or interest in working with
other people preferring to operate on
your own

You are only interested in doing your

usual job and duties, ignoring
opportunities to get involved with any
other service or team

You help and look after new people in

the team and are helpful to
colleagues when theyre busy so that
work and deadlines are met

Youre not willing to help new people in

the team and ask people to help you
when youre busy but dont offer to help
them

You constructively challenge all forms

of prejudice and discrimination taking
steps to understand different cultures,
beliefs and behaviours

You ignore colleagues when they say or

display discriminatory behaviours or join
in with unacceptable behaviours

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EXCELLENCE we will strive to do things well and look for

ways to improve and learn
COMPETENCIES
1. You regularly talk with your manager and colleagues about how
you and your team can learn new things and improve the way you
do things at work
2. If you dont know how to do something you find out how e.g. by
asking someone else to show you how so you will know how to
do it next time
EXAMPLES OF BEHAVIOUR

Examples of types of behaviour

we want to see
You attend and get fully involved with
your 1:1s and performance review
(PR) meetings seeing this as an
opportunity to understand fully how
your contribution meets your own and
team objectives

Examples of types of behaviour

we dont want to see
You fail to attend or get fully involved
with your 1:1s or performance review
(PR) meetings seeing this activity as
a chore or an opportunity to moan
about others in the team

You take opportunities to seek,

identify and suggest improvements,
efficiencies and ways to generate
income that your team or other teams
could make

You take no interest in suggesting

improvements to areas of poor
practice or are negative about areas
which could be improved seeing this
as not your job.

Youre happy to take on board

changes and new ways of working
learning from feedback admitting
when you get things wrong and try to
make sure you get it right next time

You are resistant to change and wont

embrace new ways of working
dismissing constructive feedback,
blaming others for your mistakes and
go on to continue to repeat mistakes

You always utilise resources in the

You are wasteful of the organisational
most efficient way to ensure value for resources and do not consider value
money in the provision of our services for money

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