The Sheffield Employee
Competency Framework
Corporate Learning & Development Service
The Sheffield Employee Competency Framework
Contents
Page
Introduction .......................................................................................................................................
3
Communication .................................................................................................................................
5
Collaborative Working .......................................................................................................................
7
Customer Focus and Service Delivery ..............................................................................................
9
People Skills .....................................................................................................................................
11
Continuous Improvement and Change..............................................................................................
13
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http://sheffield.net/employment/training-and-development/competency-framework
The Sheffield Employee Competency Framework
Introduction
The Sheffield Employee – Competency Framework
This framework is relevant for all employees of Sheffield City Council; in particular those who do not have line management
responsibilities. It is designed to complement the existing frameworks for all supervisors and managers of the Council.
The framework defines the 5 core competencies for every employee of Sheffield City Council.
The competency framework is designed to be used in a number of ways:

To recruit the right people to Sheffield City Council

To clearly state expected standards of performance

To help to identify areas of strength and development

As a basis for Appraisal discussions

To embed the Core Values and give examples of how to demonstrate them
Due to the differing development needs of employees across the Council, it is appropriate to use a competency framework that has
various levels within the competency. This means it is relevant and can be used by all grades of employee throughout the Council.
The line manager will decide, in consultation with the employee, which is the minimum level of competency most appropriate for them to
operate at.
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The Sheffield Employee Competency Framework
There are 3 levels within this framework:
Level 1 – Core Behaviours: States behaviours, which are the minimum standards required as an employee of Sheffield City Council.
Level 2 – Progressive Behaviours: Has behaviours, which are further developed and demonstrate an enhancement of personal skills and
behaviours.
Level 3 – Advanced Behaviours: This level has behaviours which are more developed and strategic.
The behavioural levels are cumulative, i.e. in order to successfully use behaviour at level 3 it is necessary to have learnt and
demonstrated the behaviours at levels 1 and 2.
It is also relevant to highlight that an individual does not need to operate at the same level for each competency, i.e. you could operate at
Level 2 in Customer Focus and Service Delivery and Level 1 in Collaborative Working, depending on the job role and responsibilities.
Unacceptable behaviours help to identify, for the individual and their line manager, any immediate training or learning needs. Including
these behaviours in the framework also helps to set clear expectations and provide a consistent employee experience for everyone who
works for Sheffield City Council.
This framework is one of a number of tools to support and achieve a positive employee experience within Sheffield City Council and is
designed to complement existing development tools and frameworks including Investors in People, Charter Mark, The Sheffield Manager
Competency Framework and Service Planning.
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The Sheffield Employee Competency Framework
Communication
Definition
Communicates clearly and concisely, tailoring content and style to suit audience and promote free-flowing communication.
Level 1
Level 2
Level 3
Communicates clearly
Enhances Communication
Maximises Communication
Is clear and concise, using language relevant
to the customer to aid understanding and
incorporating plain language guidelines
Varies tone, pace and volume to
enhance communication
Chooses the most appropriate means
and style of communication, taking into
account different needs and
preferences of individuals and groups
Uses logical order and structure when
planning communication
Enhances communication through the
use of visual aids and technology when
appropriate
Uses appropriate communication
channels to keep people informed and
promote understanding
Presents information and ideas in an easy to
understand format
Tailors content of the communication to
meet the needs and interests of the
customer
Encourages enquiry and tests what has
been communicated
Listens actively and asks questions when
unsure
Shares information with others
Adapts the method and style of
communications to changing
circumstances and needs
Is aware of all available communication
methods and channels
Provides active support to enable
individuals to communicate and
participate in communication
Identifies and overcomes barriers to
communication
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The Sheffield Employee Competency Framework
Communication
Unacceptable behaviours –

Difficult to understand meaning of message, lacks clarity and purpose

Message is impaired through distractions

Uses jargon

Fails to communicate in a timely manner

Withholds information
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The Sheffield Employee Competency Framework
Collaborative Working (working with others)
Definition
Working successfully with people inside and outside the organisation; create and maintain effective working relationships.
Level 1
Level 2
Level 3
Works collaboratively
Builds involvement and participation
Facilitates collaboration
Works collaboratively with people from other
teams and departments across the
organisation to provide the best service for
the customer
Seeks views and opinions from
colleagues and stakeholders and
considers them when making decisions
Seeks agreement on work issues
resulting in a win/win situation
Cooperates with others to achieve success
Recognises and values different
contributions from colleagues
Establishes effective methods and
monitors and reviews the progress of
collaborative working and identifies
ways in which arrangements could be
improved
Works sensitively with others, taking their
needs into consideration
Ensures that people from other teams,
departments, and outside organisations
are involved with issues affecting them
Looks for ways to improve the
effectiveness of their working
environment to the benefit of all
Responds positively to requests for help and
support
Establishes effective working
relationships with others
Proactively develops relationships with
customers, colleagues and outside
organisations ensuring clear
accountabilities and decision-making
frameworks are in place to achieve
outcomes
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The Sheffield Employee Competency Framework
Collaborative Working
Unacceptable behaviours –

Is deliberately insensitive to the thoughts and feelings of colleagues

Knowingly fails to involve people where appropriate

Closes down opportunities for teamwork

Devalues diversity within a team

Stifles participation of others

Deliberately creates barriers and boundaries between people and teams
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The Sheffield Employee Competency Framework
Customer Focus and Service Delivery
Definition
Develop a customer centred culture by continually delivering, measuring and improving an excellent service to internal and external
customers.
Level 1
Level 2
Level 3
Gets the job done to a high standard
Proactively improves customer
experience
Drives excellence in customer
service
Understands what good customer service
is and consistently provides an excellent
service to customers
Develops internal relationships to improve
service delivery
Uses internal and external measures to
identify shortfalls in customer service
and quality and then acts on the
information
Displays sensitivity and tolerance to
individual and cultural differences, diverse
opinions and recognises the barriers they
might face
Promotes diversity within the team and
customer service. Seeks information to
keep up to date with diverse service user’s
needs and uses it to improve service
Ensures that quality improvements meet
the needs and expectations of a diverse
customer base
Takes personal responsibility for own work
and considers the customer when
prioritising tasks
Takes personal responsibility for own work,
monitors progress and prioritises work to
the benefit of the customer
Monitors and measures own progress
against accountabilities, targets and
deadlines
Uses systems for recording and feeding
back customer experience and views
Introduces improvements to the way things
are done to maximise the customers’
experience
Develops innovative practices and
services that ensure a customer driven
service
Recognises customer dissatisfaction and
responds positively to address it and
prevent it
Acts quickly to resolve problems and issues Anticipates potential problems and
and gives priority to maintaining service to
takes pre-emptive action
the customer
Works in a safe way for self, customers and Actively seeks to promote Health & Safety
colleagues and reports any Health & Safety improvements for self, customers and
issues noticed
colleagues
Considers Health & Safety implications
for self, customers and colleagues when
making and implementing decisions
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The Sheffield Employee Competency Framework
Customer Focus and Service Delivery
Unacceptable behaviours –

Shows a lack of concern for customer service standards and quality improvement

Is intolerant to individual and cultural differences and shows little regard for the need for the service to be delivered in different
ways

Ignores standards and quality improvement in plans and decisions

Does not encourage or listen to customer feedback

Is not willing to do what is necessary to meet the unexpected needs of customers
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The Sheffield Employee Competency Framework
People Skills
Definition
The skills and behaviours underpinning the relationship between self and others, including colleagues, customers and outside
organisations.
Level 1
Level 2
Level 3
Creates a positive impression
Promotes self and others
Leads by example
Displays openness, attentiveness and
enthusiasm through verbal and non-verbal
behaviour
Seeks feedback on how own behaviour
affects others. Reflects on feedback and
adapts appropriately
Is fully aware of the impact of their
behaviour and adapts to successfully
deal with a variety of situations
States own position and views clearly whilst Takes control of situations in a confident
respecting the views of others
manner resulting in a positive outcome
Uses a range of approaches to win
active support and commitment to a
desired course of action
Recognises inappropriate behaviour in self
and changes behaviour accordingly
Recognises and challenges inappropriate
behaviour constructively
Ensures that issues, conflicts and
disagreements are brought out into the
open and resolved
Treats all customers and colleagues with
dignity and respect according to their
diverse needs
Promotes the culture and value of diversity
within the team
Acts from an awareness of the diversity
of the needs and preferences of other
customers and stakeholders
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The Sheffield Employee Competency Framework
People Skills
Unacceptable behaviours –

Is not receptive to feedback

Is unaware of the effect of their behaviour on others

Is disrespectful of the views of others

Lacks sensitivity and is intolerant to cultural differences
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The Sheffield Employee Competency Framework
Continuous Improvement and Change
Definition
Contribute to and support change to improve and develop services
Level 1
Level 2
Level 3
Deals with change positively
Proactively looks for opportunities to
improve
Encourages a climate of change
Looks for ways to ensure best value is
obtained from working practices
Looks for efficiency gains in own work and
implements them
Identifies, implements and measures
efficiency gains in all work undertaken
Identifies ways in which the service could
be improved and changes working
practices with support
Encourages a culture of continuous
improvement
Removes barriers that constrain
performance excellence
Recognises the need to be developed and
asks for feedback to improve
Seeks self development and implements
any feedback to improve
Evaluates own and others performance,
giving and implementing feedback to
improve
Proposes a timely solution/way forward to
issues, problems and situations
Compares and contrasts alternative options Encourages others to look at issues,
against different scenarios
problems and situations from different
perspectives
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The Sheffield Employee Competency Framework
Continuous Improvement and Change
Unacceptable behaviours –

Does not consider the effectiveness and efficiencies of working practices

Is unwilling to accept agreed change

Does not recognise a need to be developed in the role

Unwilling to engage in continuous performance improvement
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