Level 3 competencies for team manager or specialist jobs
Core competencies
The core competencies for jobs at this level must be reflected in your written application.
- Making effective decisions
- Conducts thorough analysis - makes decisions based on well supported facts and input from relevant experts.
- Considers the longer term impact of decisions.
- Recommends difficult decisions between competing objectives and needs of the team.
- Makes decisions when they are needed.
- Empowers team members to make decisions.
- Making things happen
- Takes accountability for delivery of own and team's work.
- Makes effective use of project management skills.
- Sets challenging yet realistic objectives and milestones.
- Ensures complete clarity of objectives and responsibilities at team and individual level.
- Tracks progress and consistently delivers high quality on time.
- Navigating change
- Ensures teams are fully up to speed with systems for handling emergencies.
- Regularly reviews approaches - works with teams to identify improvements, simplify and speed up processes.
- Maintains momentum and focus within their teams to implement changes.
- Supports their team and colleagues through changes - explains rationale for change and benefits.
- Proactively tests effectiveness of new processes - ensures feedback is addressed.
- Collaboration
- Initiates cross-project working parties to address issues that impact across projects.
- Has a range of contacts within the organisation and the delivery network that can be called upon as required.
- Invests time to generate a common focus and genuine team spirit - appreciates the diversity of team members.
- Readily gives resources and support to higher priority when requested.
- Relates to people from diverse backgrounds and geographies - appreciates their perspectives.
- Keeps knowledge base up to date and available to others.
- Leading and influencing
- Inspires the team to engage with project objectives and ensures effective two-way communication.
- Demonstrates enthusiasm, commitment and energy to projects and to the organisation generally.
- Written and verbal communication is clear, structured and tailored for the relevant audience.
- Demonstrates confidence influencing upwards to senior managers.
- Demonstrates and instills pride in the organisation and what it stands for.
Role specific competencies
- Developing high performance
- Considers team's capability to deliver current and future work - takes action to address any gaps.
- Identifies and develops talented team members to support succession planning.
- Monitors performance against clear objectives - addresses poor performance promptly.
- Devotes time to coaching and developing colleagues - provides ongoing feedback.
- Continually seeks opportunities to learn and develop - regularly seeks and acts on feedback.
- Thinking with vision
- Thinks about how the work of their team fits into overall organisational picture.
- Brings in new ideas and offers best practice.
- Understands our priorities and what it is trying to achieve.
- Makes changes in work processes and programme outcomes that are clearly linked to our strategic direction.
- Keeps abreast of changes in the external environment that have implications for the organisation.
- Delivering in partnership
- Proactive about building and maintaining networks with delivery partners.
- Ensures mutual understanding of priorities, perspectives and pressures.
- Consults and negotiates with delivery partners early in our policy cycle.
- Ensures delivery partners are clear on what is expected of them and how they fit into the achievement of the shared goal.
- Acknowledges the contribution of delivery partners.
- Delivering value for money
- Creates a robust case to justify requests for funding.
- Ensures all submissions contain appropriate financial information.
- Recommends actions to achieve value for money and efficiency.
- Plans and forecasts against budgets, reviews and monitors progress.
- Supports and challenges others to improve inefficiencies.