9. Managing a Quality Service Exemplify positive customer service behaviours and promote a culture focused on Take little action when customer needs are not being met ensuring customer needs are met Establish how the business area compares to customer service expectations and Ignore external trends that impact on the business area industry best practice and identify necessary improvements in plans Make clear, pragmatic and manageable plans for service delivery using Allow programmes or service delivery to lose momentum and focus and have no programme and project management disciplines contingencies in place Create regular opportunities for staff and customers to help improve service Make changes to service delivery with minimal involvement from others quality and demonstrate a visible involvement Ensure the service offer needs and a broad Maintain a limited or out-dated view of how to respond to needs thoroughly considers customers’ customers’ range of available methods to meet this, including new technology where relevant Ensure adherence to legal and regulatory requirements in service delivery and Disregard non–compliance with policies, rules and legal requirements and allow build diversity and equality considerations into plans unfair or discriminatory practices 10. Delivering at Pace Get the best out of people by giving enthusiastic and encouraging messages Lose focus, giving a confusing sense of what is important about priorities, objectives and expectations Clarify business priorities, roles and responsibilities and secure individual and Take the credit for delivery of outcomes without acknowledging the contribution team ownership of their teams Adopt clear processes and standards for managing performance at all levels Fail to set standards for timeliness and quality of monitoring in their own area of responsibility Act as a role model in supporting and energising teams to build confidence in their Overly focus on task delivery at expense of motivating and building capability to ability to deliver outcomes perform Maintain effective performance in difficult and challenging circumstances, Fail to take a constructive approach to adversity, resorting quickly to blaming encouraging others to do the same others for shortcomings Review, challenge and adjust performance levels to ensure quality outcomes are Allow performance to drop without challenging quickly and responsively - delivered on time, rewarding success continually focus on the negatives
9. Managing a Quality Service Exemplify positive customer service behaviours and promote a culture focused on ensuring customer needs are met Take little action when customer needs are not being met Establish how the business area compares to customer service expectations and industry best practice and identify necessary improvements in plans Ignore external trends that impact on the business area Make clear, pragmatic and manageable plans for service delivery using programme and project management disciplines Allow programmes or service delivery to lose momentum and focus and have no contingencies in place Create regular opportunities for staff and customers to help improve service quality and demonstrate a visible involvement Make changes to service delivery with minimal involvement from others Ensure the service offer thoroughly considers customers’ needs and a broad range of available methods to meet this, including new technology where relevant Maintain a limited or out-dated view of how to respond to customers’ needs Ensure adherence to legal and regulatory requirements in service delivery and build diversity and equality considerations into plans Disregard non–compliance with policies, rules and legal requirements and allow unfair or discriminatory practices 10. Delivering at Pace Get the best out of people by giving enthusiastic and encouraging messages about priorities, objectives and expectations Lose focus, giving a confusing sense of what is important Clarify business priorities, roles and responsibilities and secure individual and team ownership Take the credit for delivery of outcomes without acknowledging the contribution of their teams Adopt clear processes and standards for managing performance at all levels Fail to set standards for timeliness and quality of monitoring in their own area of responsibility Act as a role model in supporting and energising teams to build confidence in their ability to deliver outcomes Overly focus on task delivery at expense of motivating and building capability to perform Maintain effective performance in difficult and challenging circumstances, encouraging others to do the same Fail to take a constructive approach to adversity, resorting quickly to blaming others for shortcomings Review, challenge and adjust performance levels to ensure quality outcomes are delivered on time, rewarding success Allow performance to drop without challenging quickly and responsively - continually focus on the negatives
3_Competences_D6L__LE1_S_.docx