PEOPLE
Leadership
Establishes vision and sets direction. Demonstrates personal character, builds organisational capability and mobilises individual commitment
OPERATIONS
Organisation and Planning
Through applying systematic methods and working to clear logical plans, is able to organise, prioritise and successfully complete workloads and goals/objectives within set/agreed timescales
Analytical Skills
Can reason with complex information, a critical thinker who will probe and question the options. Thinks logically and objectively and has the ability to evaluate alternatives effectively.
Problem Solving and Decision Making
The ability to identify and analyse problems effectively to generate options and implement effective solutions – draw accurate conclusions reacting sensibly and taking appropriate actions
BUSINESS
Organisational Awareness
Demonstrates an awareness and understanding of what is going on within the organisation and uses industry and market knowledge to support the business
Commercial/Financial Awareness
Has a concern for the bottom line with the ability to understand & produce financial effectiveness which will enhance the overall profitability of the business
Change Management
Has the ability to drive through change and adapt to new situations. Gains commitment and understanding to changes incorporating them positively within the work environment. Demonstrates adaptability and flexibility as the requirements of a situation necessitate.
INTERPERSONAL
Communication
Selects the most appropriate medium with which to communicate. Communication is clear, timely unambiguous and to the point. Has the versatility to adapt communication style to suit audience.
Persuading & Influencing
The ability to achieve win/win scenario, gaining compliance and co-operation using a range of strategies to agree favourable and mutually acceptable outcomes
Networking & Relationship Building
Able to establish and maintain working relationships at all levels. Builds networks both internal and external in order to benefit the business.
29.04.14

People - Leadership
Establishes vision and sets direction. Demonstrates personal character, builds organisational capability and mobilises individual commitment.
Level 3 - Expert
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Identifies ways to shape business thinking and achieve real transformation
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Creates and conceptualises the vision
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Is perceived throughout the business as a role model
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Role models behaviours, values and attitudes - has self-mastery
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Understands the capabilities and skills needed to deliver future business needs
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Creates an environment that stimulates creativity and innovation
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Creates change agents, individuals who embrace, adapt to and create change
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Has high self awareness
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Is aware of emotional intelligence & demonstrates individual consideration
Level 2 - Professional
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Focus is on the future as well as the present
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Conveys a compelling vision that generates energy and commitment to goals
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Is principled (committed, courageous, demanding of self & others, confident, has a strong set of values)
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Lives the company mission, vision and goals
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Lives the company Values
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Inspires the trust of others
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Encourages and acknowledges the appropriate behaviours in others
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Achieves unity
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Is adept at drawing on experience outside their own sector and taking a broader view than the norm
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Provides motivational leadership to the team
Level 1 – Competent
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Works to unite others towards a common goal
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Communicates the vision to others
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Has and creates a positive self-image
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Adapts leadership style to team and individual
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Creates an environment where people are empowered
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Actively champions and sponsors own area of business
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Leverages diversity
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Shares power and authority
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Leads by example
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Demonstrates accountability
29.04.14

Negative Indicators
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Fails to lead
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Fails to inspire others
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Fails to unite others toward a common goal
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Does not understand the need for a clear people strategy
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Takes no action to make people feel recognised or valued
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Has a single leadership style for all occasions
 Demonstrates a reluctance to put own head on the block or express own/own area’s interests
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Remains distant
 Works from a “knowledge is power” base
29.04.14

Operations - Organisation and Planning
Through applying systematic methods and working to clear and logical plans, is able to organise, prioritise and successfully complete workloads and goals/objectives within set/agreed timescales
Level 3 - Expert
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Consistently achieves objectives and deadlines with high quality results
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Continually reviews and re-plans to ensure any change is effectively dealt with
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Builds in contingencies or other preventative actions in relation to identified risks
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Sets priorities which take into account short & long term business needs
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Considers medium and longer term resource requirements
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Confidently manages ambiguity & open-ended plans
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Adopts a proactive rather than reactive style
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Predicts/identifies future opportunities and plans to meet these
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Takes into consideration the likely impact on other internal customers
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Is viewed by the business as a role model in both time and self management
Level 2 - Professional
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Works out resource & time requirements to ensure plans are realistic
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Consults others in the planning process to get best workable plan
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Draws up clear milestones & measures in order to monitor achievement against plans
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Effectively uses all available planning tools
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Any plan reflects clear objectives and outcomes
 Able to both say and accept “No”
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Organises own and others work to achieve maximum output
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Considers and evaluates a range of options before choosing appropriate course of action
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Anticipates possible problems/risks and communicates this appropriately
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Encourages team members to effectively manage “time and self”
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Ability to develop and use accurate time plans to achieve goals and objectives
Level 1 - Competent
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Makes best use of available resources
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Endeavours to prioritise key tasks & gets important work done first
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Plans how to deal with peaks & troughs in own work load
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Does not forget or ignore the less important or less urgent tasks
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Demonstrates a structured, methodical approach to work
 Respects other people’s time
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Understands and applies basic time management techniques
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Recognises where help is needed, and seeks help where appropriate
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Is organised and tidy
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Arrives on time for meetings
29.04.14

Negative Indicators
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Misuse of time and resource
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Expects others to respond to their last minute requests
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Consistently fails to achieve deadlines
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Does not plan or prioritise
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Does not delegate
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Does not set or monitor standards or targets
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Is consistently late for meetings
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Draws up unrealistic time plans
29.04.14

Operations - Analytical Skills
Can reason with complex information, a critical thinker who will probe and question the options.
Thinks logically and objectively and has the ability to evaluate alternatives effectively.
Level 3 - Expert
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Can reason with complex information
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Can evaluate both verbal and numerical alternatives effectively
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A critical thinker who will probe and question the options
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Understands numerical data, identifies trends and anomalies and draws appropriate conclusions
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Balances accuracy/quality, with achieving results and meeting targets
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In complex situations identifies & focuses only on the critical criteria
Level 2 - Professional
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Analyses logical and obvious relationships between several consequences of action
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Considers a range of complex and inter-related variables
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Understands both explicit and implicit interdependencies upon which success is reliant and takes these into account
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Recognises interdependencies between data in separate sources
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Discovers the general pattern, issues and themes and underlying disparate data
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Takes responsibility for decisions where appropriate and refers to others where necessary
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Understands the wider implications behind a situation or set of facts
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Maintains an overview of complicated situations rather than get bogged down
Level 1 - Competent
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Analyses and makes sense of a considerable amount of information
 Able to ‘see the wood for the trees’ and think logically
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When faced with a complex issue ensures that fully understands it before progressing
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Analyses straightforward problems logically
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Identifies consequences of actions and can determine priorities
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Makes sound judgements based on experience and knowledge
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Identifies critical components of a problem
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Evaluates alternatives and draws logical conclusions
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Identifies key trends/themes in data or situations
Negative Indicators

Demonstrates little ability for logical reasoning. Responds to immediate needs or requests without consideration of longer-term plans.
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Approaches problems in a muddled and illogical way
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Is daunted by volume of information
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Jumps to conclusions without seeing the key points
 Can’t ‘see the wood for the trees’
 Evaluates subjectively & allows own emotions to ‘get in the way’
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Only sees immediate problems
29.04.14

Operations - Problem Solving & Decision Making
The ability to identify and analyse problems effectively to generate options and implement, effective solutions – drawing accurate conclusions reacting sensibly and taking appropriate actions.
Level 3 - Expert
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Willing to make firm and speedy decisions and commit to definite courses of action, on the basis of limited information if necessary
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Measures the effectiveness of the techniques used and the impact on the business
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Consistently achieves high quality results from using problem solving techniques
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Encourages others to apply creativity and innovation methods in solving problems
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Has confidence in own judgement, produces well-founded decisions
Level 2 - Professional
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Actively uses the tools and techniques of problem solving
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Is capable of facilitating problem solving techniques, i.e. six thinking hats, lateral thinking
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Makes rational, realistic and sound decisions based on consideration of all the facts and alternatives available
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Can facilitate the team to reach consensus
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Uses creativity tools to aid problem solving
Level 1 - Competent
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Involves appropriate people to identify issues and generate solutions
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Identifies solutions to problems
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Challenged assumptions, asks questions in order to explore and clarify
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Breaks problems into constituent parts and differentiates key elements from the irrelevant or trivia
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Effective use of logic
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Considers consequences of decisions/actions
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Considers other peoples views and ideas
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Involves the team in decisions that affect them
Negative Indicators

Makes a decision before obtaining sufficient facts. Makes decisions based on time available rather than on quality of the result
 Allocates tasks on the basis of liking for the individual rather than on the basis of that person’s skills
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Fails to recognise and to utilise fully the team resources that are available
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Assigns resources to tackling the wrong problem
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Shows lack of awareness of or sensitivity to environmental factors which are likely to have an impact upon the business
29.04.14

Business - Organisational Awareness
Demonstrates an awareness and understanding of what is going on within the organisation and uses industry and market knowledge to support the business.
Level 3 - Expert
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Demonstrates a good knowledge & understanding of the market place/issues related to the business
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Works to understand and analyse the market place and competitor activity, taking note of developments which impact the business
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Identifies areas for gaining significant and sustainable competitive advantage over competitors
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Keeps abreast of political, economic, technological and environmental factors which impact on the organisation and its customers
 Understands the organisation’s long-term goals and strategies
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Identifies market opportunities & develops a strategy to support business growth
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Updates others with industry information which is relevant to their role by sharing knowledge
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Develops networks within relevant industry sectors to keep up to date with leading edge initiatives
Level 2 - Professional
 Understands the organisation’s market and competitors
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Demonstrates an understanding of the division/department and its relationships with other areas
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Knows who to go to for certain types of information within Vida Healthcare
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Understands the division’s objectives and how the division is performing against them
 Interprets figures, trends and business information relative to the division’s activities
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Understands how the division fits into the business and prioritises relative to business needs
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Maintains an awareness of the internal and external factors, which may impact their division.
Makes adjustments to the operation as required
 Has a sound knowledge of the Company’s products and services
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Is aware of industry/organisational constraints and how this impacts own business area
Level 1 - Competent
 Understands the organisation’s short-term goals
 Understands the organisation’s customers, systems and processes
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Understands the formal structures and processes of the business
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Understands where and how their team fits into the business and prioritises accordingly
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Understands the key links and interdependencies throughout the business and uses this understanding to identify and assess opportunities to improve standards and/or performance
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Passes on information to others who may have an interest in improving/updating their business knowledge
 Shows an understanding of the company’s products and services
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Shows an interest in reading Company/Industry information
29.04.14

Negative Indicators

Neither commits to nor communicates the change agenda
 Does not communicate downwards the organisation’s short-term goals
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Works in a vacuum
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Makes little effort to find out about anything beyond own job
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Does not know what is going on in the business or what the main competitors are offering
 Doesn’t know what other departments do
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Never seeks out industry information
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Does not communicate relevant industry information to other stakeholders
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Does not understand the main products and services offered by Vida Healthcare
29.04.14

Business - Commercial/Financial Awareness
Has a concern for the bottom line with the ability to understand & produce financial effectiveness which will enhance the overall profitability of the business.
Level 3 - Expert
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Secures optimal return on investment to achieve strategic plan/business case
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Focuses on main levers for improving profitability
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Consistently exceeds expected return on investment
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Ability to implement effective decisions relating to the Capex process
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Consistently considers longer term market influences when creating strategic budgets
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Demonstrates cross functional awareness of the implications on the rest of the business in striving for financial measures
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Demonstrates a Company financial awareness
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Act upon financial trends to deliver business growth and maximise revenues
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Ensures that new investments are accompanied by a NPV (Net Present Value) calculation
Level 2 - Professional
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Involves relevant parties in preparing and setting budgets
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Applies financial principles relating to estimating, phasing and monitoring budgets
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Demonstrates full understanding of committed, actual and accrued spend
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Has a sound working knowledge of Vida Healthcare accounting & budgeting principles & aligns budgets to company goals
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Able to produce, analyse and use accurate forecasting information
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Employs sound business planning before committing capital, including ROI metrics
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Weighs up cost vs. quality implications both from a short term & long term perspective
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Understands that negotiation of good Payment terms on quotations is essential
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Understands that credit worthiness on new customers is essential
Level 1 - Competent
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Demonstrates the ability to forecast and control a budget
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Able to use and produce accurate budgeting documentation
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Applies structured approach to budget preparation
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Ability to establish actual vs. budget spend and take remedial action where necessary
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Ensures signed quotes are received prior to commencement of work
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Demonstrates the ability to produce a sound business case for all capital expenditure
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Controls costs in own area
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Looks for & implements cost savings and/or productivity improvements
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Understands the importance of revenue recognition & that revenues must be taken when work is completed
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Reviews operating statements monthly and discusses anomalies with product line accountant
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Understands key financial indicators such as revenues per FTE, margins, profitability
29.04.14

Negative Indicators

Budget preparation is unstructured, not thought through or aligned to company goals

Ignores or fails to see budget overspend
 Doesn’t consult with product line accountants regarding discrepancies
 Doesn’t produce a business case for capital expenditure
 Doesn’t review budget to establish actual vs. budget spend
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Lack of understanding of operating statements
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Starts work without the existence of a signed quote
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Recognises revenues when work has not been started and milestones have not been reached
 Doesn’t understand the importance of key financial indicators i.e. Revenues per FTE, Margins,
Profitability
 Doesn’t understand the importance of monthly forecasting i.e. revenues and costs
29.04.14

Business - Change Management
Has the ability to drive through change and adapt to new situations. Gains commitment and understanding to changes incorporating them positively within the work environment.
Demonstrates adaptability and flexibility as the requirements of a situation necessitate.
Level 3 - Expert

Adapts the strategy as required by the business
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Sees flexibility as a lever for generating competitive advantage
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Helps others to understand and embrace change
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Shows a range of styles with which to overcome objections and obstacles
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Communicates and sells changes making clear the benefits to the business and the individual
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Makes sure that changes are paced and achievable and that momentum is sustained
Level 2 - Professional
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Proactively seeks to change tack to create a positive impact
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Alters own behaviours to achieve desired outcome
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Whilst maintaining the same overall strategy and plan can adapt the method/process in order to achieve the end result
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Adjusts the style of operation to the needs of the situation
 Explains the ‘why’ as well as the ‘what’ to others
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Involves staff in changes that affect them
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Recognises impact of change initiatives on workload and takes appropriate action
Level 1 - Competent
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Is aware that different circumstances call for different behaviours
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Keeps working effectively if targets/goals/resources alter
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Responds positively when asked to change plans/goals
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Is very open minded about change

Alters normal approach/procedures to fit a specific situation to get a job done and/or meet company goals

Seeks out information to understand the need for change
Negative Indicators

Resists or reacts negatively to change

Uses the same approach regardless of circumstances

Deliberately puts obstacles in the way of any change initiative

Work performance/output is unduly negatively affected by change

Wants to adhere to original plans, targets etc even when the reason for change is explained

Prefers to work on similar tasks or projects in the same way

Is not willing to explore new ways of working
29.04.14

Interpersonal - Communication
Selects the most appropriate medium with which to communicate. Communication is clear, timely, unambiguous and to the point. Has the versatility to adapt communication style to suit audience.
Level 3 - Expert

Conveys high impact messages to influence actions and behaviours
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Uses advanced techniques in business report writing
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Understands alignment of message and communications link with overall business strategy

Recognised by the business as being a consistently articulate and effective communicator
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Adapts social style to that of the individuals they are communicating with
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Able to persuade and influence through effective communication techniques
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Captivates and engages the audience throughout
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Handles difficult questions or situations arising from the communication
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Level 2 - Professional

Conveys complex information in an easily understandable way
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Endeavours to establish appropriate social style and is prepared to adapt style to suit audience
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Ability to discuss/produce effective communication medium to inform complex issues
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Through thorough planning, is able to pre-empt and prepare for audience reaction and questions
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Ability to build rapport to influence message, acceptance and understanding

Uses appropriate body language, eye contact and behaviours - speed, pauses, pitch, emphasis, volume, dialect, vocabulary etc
Level 1 - Competent

Conveys basic information

Able to communicate using a method appropriate for specific recipient understanding
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Recognises correct method of communication to suit message impact

Selects the most appropriate time for effective communication

Awareness of and use of appropriate lines of communication

Communication is clear and concise

Understands the importance of appropriate body language, eye contact & behaviours in verbal communication

Ability to produce legible written work taking into account semantics, grammar, spelling, vocabulary, punctuation, structure, fonts, layout and style

Takes into account sensitivities and uses appropriate terms and language
29.04.14

Negative Indicators

Communications lack clarity through brevity or being over-long

Uses vocabulary or abbreviations with which the audience is unfamiliar

Rambling or off-topic communications causes confusion

Fails to identify correct target audience

Timing of communication is inappropriate – too early, too late, or unintentional

Fails to identify the most appropriate method of communication

Written communication is illegible or littered with mistakes

Does not take surroundings into account when communicating – fails to recognise personal space, other people listening, formality of situations etc

A technophobe who fails to utilise technology for communication – even the telephone is scary

Inappropriate use of humour

Causes offence through lack of sensitivity
29.04.14

Interpersonal - Persuading & Influencing
The ability to achieve a win/win scenario, gaining compliance and co-operation using a range of strategies to agree favourable and mutually acceptable outcomes
Level 3 - Expert

Consistently demonstrates the use of advanced negotiation techniques in high impact issues

Is recognised by the business as a top influencer

Applies influencing techniques with natural ability

Leads the way in complex negotiations

Gains willing acceptance of ideas and messages

Understands the needs of all parties when negotiating

Effectively counters the arguments of others
Level 2 - Professional

Effectively uses a variety of complex structured negotiation techniques and methods

Creates a credible impact on others

Delivers win/win solutions

Is able to identify and realise opportunities

Actively seeks opportunities that will benefit both parties

Follow structured process to influence others

Provides suggestions that facilitate the negotiation process

Knows who the decision makers/influencers are
Level 1 - Competent

Is able to influence others

Speaks up & argues the case

Listens and questions effectively to understand the issues, or viewpoints

Uses facts and benefits to influence others views and opinions

Accepts when others will not be influenced

Adopts a win/win approach

Stays clear, calm & coherent despite pressure

Understands business goals and objectives when negotiating
Negative Indicators

When negotiating or influencing there is always a winner and a loser

Fails to see the bigger picture

Bullies, blusters, blackmails and threatens

Obsequious

Fails to make their needs understood

Has an inability to influence others

Dismisses the views and opinions of others

Uses position to force through negotiations
 ‘Why?…because I’m telling you to’
29.04.14

Interpersonal - Networking & Relationship Building
Able to establish and maintain working relationships at all levels. Builds networks both internal and external in order to benefit the business.
Level 3 - Expert

A knowledge of current issues affecting the industry

Developed contacts in the media or government that can benefit the company and industry

Developed business relationships at a senior level across the business community

Established international business relationships

A member of industry working parties or contributing to industry projects
Level 2 - Professional

A knowledge of current issues affecting the company

Developed working relationships with individuals from a wide range of organisations within the domestic industry

Beneficial contacts in the local community

Contributes to projects spanning several departments or multiple sites

Develops external relationships whilst attending scientific or industry related meetings
Level 1 - Competent

Has an understanding of the operations of departments or sections with which they regularly interact

Sufficient knowledge of current issues of immediate colleagues

Actively involved in several co-operative projects

Has developed inter site relationships

Works at various levels with different teams

Has made useful across the organisation introductions recently

Duplication of effort does not exist or has been addressed

Makes the effort to meet face to face

Has a knowledge of current issues affecting own department

Attends scientific or industry related meetings
Negative Indicators

Insular, reticent about meeting new people

Avoids or wastes opportunities to network

Hides behind emails rarely talking to people outside of immediate requirements

Focus is exclusively on own job role – fails to see bigger picture

Focus is only on own section/department/site

Duplicates effort or fails to learn from developments in others areas of the organisation

Avoids working with people on joint projects

Antagonises people hindering positive networking

Fails to take account or ignores the needs of others
29.04.14