Effective Behaviour People who are effective are Ineffective Behaviour People who are less effective likely to… are likely to… Level 3 Make decisions when they are needed, even if Miss opportunities or deadlines by delaying they prove difficult or unpopular decisions Identify a range of relevant and credible Only use evidence sources that support information sources and recognise the need to arguments or are easily accessible collect new data when necessary from internal and Come to conclusions that are not supported by external sources evidence Recognise patterns and trends in a wide range of Give little consideration to the people and evidence/data and draw key conclusions resources impacted by decisions Explore different options outlining benefits, Create confusion by omitting to inform relevant risks and potential responses to each people of amendments or decisions causing Recognise scope of own authority for decision delays in implementation making and empower team members to make Consistently make decisions in isolation or with decisions a select group Invite challenge and where appropriate involve others in decision making to help build engagement and present robust recommendations Collaborating and Partnering Description People skilled in this area create and maintain positive, professional and trusting working relationships with a wide range of people within and outside the Civil Service to help get business done. At all levels, it requires working collaboratively, sharing information and building supportive, responsive relationships with colleagues and stakeholders, whilst having the confidence to challenge assumptions. At senior levels, it’s about delivering business objectives through creating an inclusive environment, encouraging collaboration and building effective partnerships including relationships with Ministers.
Effective Behaviour People who are effective are likely to… Ineffective Behaviour People who are less effective are likely to… Level 3 Make decisions when they are needed, even if they prove difficult or unpopular Identify a range of relevant and credible information sources and recognise the need to collect new data when necessary from internal and external sources Recognise patterns and trends in a wide range of evidence/data and draw key conclusions Explore different options outlining benefits, risks and potential responses to each Recognise scope of own authority for decision making and empower team members to make decisions Invite challenge and where appropriate involve others in decision making to help build engagement and present robust recommendations Miss opportunities or deadlines by delaying decisions Only use evidence sources that support arguments or are easily accessible Come to conclusions that are not supported by evidence Give little consideration to the people and resources impacted by decisions Create confusion by omitting to inform relevant people of amendments or decisions causing delays in implementation Consistently make decisions in isolation or with a select group Collaborating and Partnering Description People skilled in this area create and maintain positive, professional and trusting working relationships with a wide range of people within and outside the Civil Service to help get business done. At all levels, it requires working collaboratively, sharing information and building supportive, responsive relationships with colleagues and stakeholders, whilst having the confidence to challenge assumptions. At senior levels, it’s about delivering business objectives through creating an inclusive environment, encouraging collaboration and building effective partnerships including relationships with Ministers.
HR%20MI%20Band%20D%20Manager.docx