Competency model - Legal Ombudsman

Legal OmbudsmanCompetencymodel

Competency modelIntroduction to the modelThe model contains generic core competencies i.e. those competencies that are relevant to everyone across the organisation.Some competencies, which have a similar purpose, are grouped into ‘clusters’. For example, Communication, Team working and Influenceare grouped in the cluster Interpersonal skillsEach competency is described across a number of levels.Level 1 represents the entry level of the organisationAt each level there are a number of indicators/descriptors which represent how that competency may be demonstrated within the LegalOmbudsmanSome competencies do not feature until higher levels on the model (e.g. Leadership). This is to reflect that certain competencies gainincreased importance at different levels in the organisationsHow to read the modelThe model is designed to be cumulative.For example, a role at level 3 suggests that individuals at this level are comfortable demonstrating levels 1 & 2 as wellThe model is designed to be used as a supportive tool, not as prescriptive instructions.The competencies in the model will not represent all the competencies required for each role in the organisation, but should include allthose shared with others in the businessCompetency model: March 2010 2

DefinitionsCluster Competency DefinitionManaging resourcesOrganises and utilises people, information and financial resources effectively to achieve results.Driving Organisation SuccessPlanning and organisingGoal orientationDisplays good time management, planning and prioritisation of tasks.Demonstrates tenacity, drive and energy directed to the achievement of personal and organisation goals.Customer focusCommitment to high quality service and delivering to service expectations.JudgementDecisivenessInvestigating and analysing issuesDemonstrates confidence and ownership of decisions, ensuring judgement is sound, timely and objective.Shows intellect, inquisitiveness and a critical eye in developing solutions to situations or problems.People developmentDeveloping selfDeveloping othersActively identifies own development areas and seeks to address them.Supports other team members' development through knowledge sharing, mentoring and coaching.CommunicationActively listens and ensures that written and verbal interaction is accurate, clear, concise, and tailored tosuit the recipient.Interpersonal skillsInfluenceQuickly builds rapport and credibility, persuading and influencing others to gain agreement andcommitment in an appropriate manner whilst remaining open to alternative views.Team workingInteracts with internal and external stakeholders co-operatively and with respect, working well as part of ateam.Adaptability Adaptability Is flexible & creative to changing working practices and situations.Resilience Resilience Displays confidence and composure when faced with challenging situations and/or customers.LeadershipLeadershipStrategic planning and implementationSets an example, upholding the organisation’s values and engaging others with vision and direction.Generates and drives the strategy of the Legal Ombudsman.Competency model: March 2010 3

Behavioural indicatorsBehavioural IndicatorsCluster Competency 1 2 3 4Managing resourcesTakes ownership of teamresources identifying andreacting when additionalresources are requiredSupports wider business bysharing information and/ortangible resources whenneededPresents self as point ofescalation for challengingcustomers, cases or issuesAnticipates and acts uponfuture resource needs todeliver against newopportunities and/or initiativesWorks to minimise costconsequences of unforeseenset backsAssesses costs and benefits ofactivities and businessprocesses seeking tomaximise efficiencyNegotiates for resources onbehalf of the LegalOmbudsmanMonitors the use of theorganisation’s assets ensuringmaximised efficienciesDrivingOrganisationSuccessTakes responsibility for assetswithin own control ensuringbudgets are managedeffectively to achieveobjectivesPresents a clear & persuasivebusiness case for resourceswhen requiredPlanning and organisingOrganises own workload withminimal supervisionSystematically monitors ownprogress against plans andobjectivesManages expectations ofothers, identifying andcommunicating whendeadlines are at riskCoordinates a variety ofdemandsOrganises team workload anddemonstrates a flexibleapproach to meeting teamobjectivesKeeps others focused onand motivated towardsmeeting deadlinesDelegates effectively,communicating clearly definedobjectivesCreates clear plans for thecompletion of complexactivitiesWorks collaborativelyconsidering activities of thewider business in plansDemonstrates vigilance forpotential risks makingprovision to minimise theimpact of disruptionReviews and monitorstimelines for majororganisationalchange/initiativesIdentifies and communicateskey priorities for the LegalOmbudsmanCompetency model: March 2010 4

Behavioural IndicatorsCluster Competency 1 2 3 4DrivingOrganisationSuccessGoal orientationShows determination inachieving individual objectivesand goalsDisplays focus and drive inpersisting through difficulties toachieve objectivesTakes initiative in achievingand improving outputsSets high personal standardsfor achievement, consistentlybalancing output with qualityEnsures that meetings and/orcustomer dialogue have aclear purpose and result inactions that are documentedand pursuedTakes ownership for thecompletion of delegatedresponsibilitiesClearly agrees what isexpected of others and holdsthem to accountDrives activity of team towardskey performance indicatorsRecognises threats to theachievement of teamobjectives and takesappropriate actionLead by example modellinghigh energy and drive requiredto achieve resultsEstablishes and monitors keyperformance indicatorsReflects on organisationdesign seeking to optimise theperformance of theorganisationProactively monitors industrynews pre-empting any spikesor lulls in demandBenchmarks teamperformance to set standardsand drive results whilstmaintaining a collaborativeworking ethos.Drives forward improvementswithin own area ofresponsibilityMonitors progression towardsorganisational objectives andtargetsSets clear priorities for theorganisation ensuring thateffort is focused on the correctactivitiesCompetency model: March 2010 5

Behavioural IndicatorsCluster Competency 1 2 3 4DrivingOrganisationSuccessCustomer focusDemonstrates drive to deliveron promises to both internaland external customersDemonstrates attention todetail reviewing the accuracyand quality of outputsDeals courteously andprofessionally with customersRemains objective whendealing with complaints andissuesStrives to consistently meetcustomer expectationsAdvocate stakeholder interestswithin the organisationSeeks to identify problems withsystems and processes beforethey begin to impact customerexperienceChampions and communicatesthe target tone of theorganisationDefines customer interactionand service that the LegalOmbudsman should strive forEncourages upward feedback& suggestions forimprovements to systems andprocessesDirects culture that facilitatesexceptional customer serviceTakes opportunities to providecomplaints handling guidanceand feedback to the professionSeizes opportunities to raiseprofile of the service providedby the Legal OmbudsmanexternallyManages internal/externalcustomer expectations early byoffering a clear explanation ofprocess, timings & remitPromote a positive customerexperience by sign-postingqueries that fall out of ownremitCompetency model: March 2010 6

Behavioural IndicatorsCluster Competency 1 2 3 4DecisivenessDemonstrates confidence tomake and take ownership ofdecisionsDemonstrates awareness ofinformation necessary to makegiven decision and seeks it outDemonstrates awareness ofwider impact of decisionsUnderstands when to escalatedecisions and issuesRemains objective in decisionmakingProvides options to others whohave greater decision makingpowerSupports colleagues decisionmaking by acting as asounding board for queries andstanding by others’ decisionsMakes prompt decisions evenin ambiguous situationsActively empowers decisionmaking throughout theorganisationBalances conflicting agendasto come to sound businessdecisionsTakes and implements difficultand/or unpopular decisions, ifnecessaryTakes decisions that are in linewith organisation objectivesand valuesIntegrates information andideas from differentperspectives to make roundeddecisionsMobilise team ofindividuals to come tosound businessdecisionsDraws on experience andexpertise of others to takeprompt business criticaldecisionsStrikes balance betweencollaborative and directivedecision making as requiredJudgementPrepared to challenge and bechallengedInvestigating and analysingissuesAccurately interpretsinstructions and carries outrequired actionsTakes a pragmatic approach toinvestigations balancingthoroughness with expediencyProactively pursues pertinentinformation to support efficientdecision makingQuickly identifies salient issuesin body of informationCarries out detailed researchsystematically probing toresolve complex situationsBalances a focus on detail witha broader perspectiveCritically analyses complexinformation from a range ofsourcesTakes ownership for problemsand is able to action solutionsin a timely mannerDemonstrates taking a widerperspective on issues showingawareness of the broaderenvironmentDemonstrates ability to quicklyunderstand the internal andexternal political environmentQuickly cuts through disparateinformation to get to key issuesDemonstrates ability to quicklyassimilate information anddiligently document factsProactively seeks outinformation to clarify issuesCompetency model: March 2010 7

Behavioural IndicatorsCluster Competency 1 2 3 4Seeks out constructivefeedback and acts upon itIdentifies and communicates tomanager own developmentareasand seeks to address themUnderstands team goalsand applies them to owndevelopment planKeeps abreast of issuesaffecting the widerOmbudsman and legal industryEncourages upward feedbackand acts on it.Remains receptive to ideasand proposals fromcolleaguesUnderstands when to engageexpertise of team to support orchallenge own activityDeveloping selfShows initiative in developingknowledgeDemonstrates enthusiasm tolearn new skills and/orapproachesKeeps abreast of issuesrelevant to own role and thework of the Legal OmbudsmanDemonstrates continuousprofessional development andundertakes further relevantinternal/external learning toincrease knowledgePeopleDevelopmentDeveloping othersSets clear objectives andproviding necessary support toachieve themBalances monitoring of workwith enabling appropriatelevels of autonomyReviews staff performanceregularly providing timelyfeedback and recognisingindividual achievementWorks to secure resources tofacilitate employeedevelopmentRecognises talent in theorganisation and understandsexceptional performance,seeking to develop, supportand grow itCreates developmentopportunities for othersMentors a number ofemployees at a senior levelEncourages a learning anddevelopment culture thatvalues knowledge andprofessional developmentRecognises and acts upondifferent needs and effectiveapproaches with staffDemonstrates confidence intackling poor performanceReflects on the achievementsand development needs ofothers seeking to delegateresponsibility at theappropriate timeEmpowers others to takecontrol of their owndevelopment and progressionCompetency model: March 2010 8

Behavioural IndicatorsCluster Competency 1 2 3 4CommunicationWritten and verbalcommunication is clear andaccurateDevelops and alters approachto meet the style/needs ofdifferent individualsInteracts confidently with bothconsumers and the professionActively listens to othersGuides others in mostappropriate style and contentof communicationDelivers difficult messageswith tact and sensitivitySpeaks with authority onown areaCommunicates andexplains complex issuesclearlySets parameters for others toensure consistency ofapproach and style ofcommunicationsEnsures information iscommunicated to and fromsenior leadership and filteredthrough the appropriatechannelsPresents information withimpactInteracts in a way that inspiresenthusiasm about the LegalOmbudsman culture andvaluesRepresents the LegalOmbudsman externally settingand promoting the tone of theorganisationInterpersonalSkillsInfluenceQuickly builds credibility andrapport with othersConfidently articulates pointsof viewExpresses views in a positive,persuasive manner whilstremaining receptive to theviews of othersDemonstrates an ability tonegotiate with and influenceinternal and externalstakeholdersUnderstands the motivationsandobjectives of differing groupsand tailors approachaccordinglyDemonstrates an ability tonegotiate with and influencesenior colleagues and contactsUses personal influence toestablish compromise andagreement in the face ofconflictPersonifies the values of theLegal Ombudsman shapinginternal and externalperceptions of the organisationCarries out effective complexnegotiations on behalf of theLegal OmbudsmanAnticipates customerobjections inresolutions/negotiations andprepares effective responsesDemonstrates balancebetween directness anddiplomacy in pursuingresolutions/negotiationsCompetency model: March 2010 9

Behavioural IndicatorsCluster Competency 1 2 3 4InterpersonalSkillsTeam workingMaintains a positive andprofessional approach toothersBuilds collaborative workingrelationships with othersacross the organisationShows commitment topromises made to colleaguesSupports others with workcoveragePromotes team working andrecognises individualcontributionFacilitates productive workingenvironment by easingtensions and reconcilingdifferencesSeeks to build relationshipsbeyond own area of theorganisationEncourages and facilitatecross departmentalcollaboration andcommunicationAdopts an open style wherecolleagues feel able toapproach and confide in themCreates culture whereknowledge is shared andcollaboration isencouragedEngages senior colleagues inbusiness decisionsSupports team membersthrough informal/formalmentoring and coachingRecognises the opportunitiespresented by the diversity ofpeople and shows respect forall employeesCompetency model: March 2010 10

Behavioural IndicatorsCluster Competency 1 2 3 4AdaptabilityAdaptabilityAdapts to changingcircumstances and workdemandsShows a willingness toproactively take on newchallenges and responsibilitiesConsiders ways of doing ownjob betterQuickly grasps new conceptsand how to apply themFinds practical ways toovercome barriersEncourages others todemonstrate flexibility toensure that objectives areachievedRecognises changes incircumstances promptly andeffectively reorganisesactivities accordinglyTakes time to support othersthrough changeRemains receptive to newideas and/or approachesChampions changeencouraging and inspiringothers to buy into newinitiativesKeeps abreast of opportunitiesto update and improve workingpracticesEffectively adapts plans andtargets to meet changingprioritiesDemonstrates lateral thinkingand creativity in identifying newprocesses and proceduresProjects a culture wherechange is accepted and dealtwith effectivelyRecognises whencircumstances requireorganisational change andprovides clear directionRecognises when to adaptpersonal style to meet theneeds of othersImplements structures,processes and approachesthat enable changeImplements effective changemanagement interventions atan organisational levelResilienceResilienceDisplay self control in the faceof pressured/challengingsituationsDemonstrates tenacity whenfaced with obstaclesRemains calm, positive andoptimistic when under pressureTactfully deals with difficultpeople remaining professionaland ensuring the position ofthe Legal Ombudsman is clearIdentifies when colleaguesneed support and provides itTakes responsibility for setbacks and is able to findsolutions in a timely andprofessional mannerEffectively mobilises necessaryresources in order to overcomesetbacksActs as a buffer ensuringothers are protected frominhibitive pressureModels a composed responseto pressure and setbacksRepresents position of expertadvisor and consults on theresolution of a wide range ofsetbacks and issuesWorks to maintain thereputation of the LegalOmbudsman by promptlydealing with and diffusing highprofile issuesCompetency model: March 2010 11

Behavioural IndicatorsCluster Competency 1 2 3 4LeadershipLeadershipUses a range of leadershipstyles appropriate to differentpeople and situationsActs as a role model to othersin the organisationdemonstrating the core valuesof the Legal OmbudsmanTranslates high level strategicdecisions into clear andachievable goals and targetsfor teamsOffers sound guidance anddirection on complex andcritical issuesModels behaviour that showsrespect, helpfulness and cooperationIn collaboration with othersdemonstrate leadership in bestpractice complaints handling toboth the Legal andOmbudsman industryCreates an environment whereemployees are motivated andengaged in efforts to realisethe objectives of the LegalOmbudsmanPromotes the values andimpact of the LegalOmbudsman to internal andexternal stakeholders takingopportunities to increase theprofile of the organisationReflect on the internal andexternal environment as wellas your own and othersexperience in setting thedirection of the LegalOmbudsmanStrategic planning andimplementationWork to ensure vision is clear,compelling and embedded inthe organisationIdentify and prioritise strategicobjectives that areconsistent with the vision of theLegal OmbudsmanWorks with senior stakeholdersto design future direction of thebusinessCompetency model: March 2010 12