Managing Self

Communication (oral and written)

Conveys information clearly, concisely and fluently in a compelling manner, using
appropriate grammar, style and language for both

Level 1
Capable of clear, concise exchange of information with immediate colleagues. Uses questions to
identify customers needs.
Records data in standard formats. Completes forms, requisitions etc. Has little requirement to
exchange written information with colleagues. Uses correct spelling and grammar in writing.

Level 2
Uses listening skills to elicit information. Effective interchange of information is a key part of the
job. Makes positive contributions to meetings, may make formal or informal presentations to
peers. Keeps to the point when speaking and is effective in oral communications. Contributes
information for inclusion into formal documents as requested. May produce training or guidance
notes for colleagues. Writes clearly and succinctly.

Level 3
Takes account of the audience when making presentations. The position requires verbal
presentation of work, usually to peer groups. It may be necessary to obtain and provide formal
documentation within CAF. Conveys complex and/or technical information in a clear, concise
way. Writes concise, well structured reports, operating procedures etc. Contributes complete
sections of Departmental documents. Job requires provision of written data within the
department.

Level 4
Leads structured meetings to exchange information. Contact with a range of people including
outside CAF. Able to discuss information and ideas knowledgeably and confidently. Prepares in
detail before communicating difficult employee decisions. Provides and presents documents,
reports, ad hoc papers and information as a necessary part of the job, and on request to Director
level. Avoids over-complex language when writing to others.

Level 5
Presents corporate goals or major policies to a wide and mixed audience. Contacts outside of
CAF form an important part of the information network. Argues authoritatively, but can also
accept and critically evaluate other points of view, before reaching a conclusion. Produces policy
statements and strategic plans for dissemination internally and outside the organisation (these
documents may carry legal implications for CAF.

Managing Self
 Decision Making
Sources and assesses relevant information before making sound decisions within
deadlines, takes initiative and originates action

Level 1
Identifies key points and chooses responses from pre-determined guidelines. Performs non-
repetitive tasks requiring straightforward decisions

Level 2
Analyses available information, considers alternatives and reaches decisions within pre-defined
levels of authority, or presents a range of options for decision at higher level. The nature of
decisions made is limited .

Level 3
Rapidly absorbs facts and evidence, makes considered decisions under pressure. Decisions cover
a range of activities, information may not always be available. Types of decision will vary. Aware
of impact of decisions on others and business overall.

Level 4
Produces sound and appropriate business decisions when faced with opposing pressures. Takes
decisions in uncertain situations where weight must be placed on conflicting information.
Clarifies complex problems, grasps essential factors and acts incisively.

Level 5
Seeks out and reviews all relevant information, reaching effective and timely strategic decisions.
Balances current pressures against long-term strategic goals. Decision making at this level will
include assessment of risk where the possible outcomes are uncertain.

Managing Self
Creativity
Analyses situations, creates new and imaginative approaches to issues, identifies
and develops new processes and questions traditional assumptions.

Level 1
Learns from experience, recognises when similar situations are recurring. Follows set problem-
solving procedures. Understands how own tasks relate to the wider framework. Little opportunity
to demonstrate creativity within role .

Level 2
Considers problems in a logical manner. Looks for underlying cause or reason for recurring
problems. Compares present data and events with previously defined frameworks.

Level 3
Applies knowledge and experience of trends or situations to anticipate problems, identify likely
causes and suggest solutions. Makes connections between facts and events that are not readily
obvious. Thinks laterally and suggests new ways of working.

Level 4
Deploys problem-solving techniques to enhance the business. Regularly puts forward new ideas
or approaches that question existing goals and ways of doing things. Builds a total and valid
picture from incomplete data. Associates seemingly unrelated information in order to analyse a
situation.

Level 5
Demonstrates and communicates quality strategic thinking and a ready grasp of complex concepts
and key business issues. Encourages, recognises and rewards new ideas so radical breakthrough
solutions are achieved. Relates the implications of events and trends in the external environment
to CAF. Enables a „blame free‟ culture so that staff are encouraged to take risks and be creative.

Managing Self
Motivation
Demonstrates drive and enthusiasm and willingness to achieve personal, team
and corporate goals

Level 1
Hard-working, energetic and keen to get results. Acknowledges importance of achieving
objectives and produces results within own goals.

Level 2
Adapts approach to meet objectives. Energetically pursues key result areas and looks to recover
from setbacks to regain position. Works with a sense of urgency to ensure targets are met.
Is encouraging to others in the team.

Level 3
Quick to take the initiative displaying a strong sense of urgency. Reviews and evaluates
performance within agreed areas. Identifies the resources required to meet team objectives.
Delegates tasks to ensure work is done on time, whilst retaining accountability.

Level 4
Defines, sets and monitors performance indicators for individual and team goals. Proactively
identifies and pursues new, stretching objectives and opportunities. Secures necessary resources
to allow objectives to be met. Establishes a clear focus and direction for the unit.

Level 5
Embraces business or technology opportunities to achieve corporate objectives. Relates all
activities and decisions to corporate needs and strategy. Highly performance oriented, explains
expectations and encourages people to do their best.
 Managing Self
Sharing Knowledge
Demonstrates a willingness to share knowledge and skills. Understands the
importance of acquiring, applying and sharing all relevant data and information.

Level 1
Applies relevant skills and knowledge within job. Understands the importance of sharing
information for the benefit of CAF as a whole. Asks direct questions and consults all available
resources.

Level 2
Identifies and uses the most relevant and up to date information within job role. Develops own
skills to improve performance within the team, and recognises the value of coaching others to
improve overall performance of department.

Level 3
Establishes procedures that encourage sharing of good practice across CAF. Formally researches
and ensures all information and data is accurate before used by self, team and others.
Probes for additional information on clients and issues.

Level 4
Identifies customer needs and provides the relevant business solutions using both external and
internal contacts. Establishes departmental procedures to retain and maximise use of knowledge
and skills.

Level 5
Works with senior managers at CAF to establish business plans that make full use of all relevant
information.
Establishes policies across CAF that reward and encourage an open and honest culture so that
knowledge and skills are shared and “parochial” behaviour is discouraged.

Integrity
Shows support for CAF values – particularly demonstrating the highest levels of
honesty and integrity

Level 1
Is truthful and honest, keeping information confidential as appropriate. Demonstrates respect for
colleagues and clients. Informs manager of any concerns about bad practice and dishonesty

Level 2
Delivers work priorities in a fair and consistent manner. Makes a reasonable judgement on an
issue and keeps any promises made.

Level 3
Able to give constructive feedback in a difficult situation and resolve minor discrepancies. Areas
of serious concern are relayed to above level

Level 4
Investigates areas of concern and takes action that ensures ethical behaviour is resumed.
Using external and internal information sources, makes recommendations for CAF policy on
ethical behavior.

Level 5
Ensures that CAF policies conform to professional ethical behaviour.
Encourages an open culture that allows challenges of current practice to continually improve
CAF‟s ethical values.

Persuasiveness and Leadership

Sets an example for others to follow and achieves results by influencing the
actions of others.

Level 1
Seeks agreement and co-operation from peers to achieve goals. May be required to obtain
information and/or assistance to complete tasks.

Level 2
Often required to work in collaboration with others in the department to achieve business aims.
Successful completion of tasks needs input from others which may require resource scheduling.
Takes responsibility for effectiveness of own area when requested. Involves others in working out
solutions. Recognises own limitations and seeks help and involvement of others.
Displays tact and sensitivity. May occasionally lead a small group of staff.

Level 3
Displays effective influencing skills to internal and external customers at all levels. Needs to
obtain active support within and outside the department to fulfil role. Occasionally required to
persuade people to accept unwelcome decisions. Manages and motivates others to achieve
specific tasks. Defines and clarifies roles, objectives and outputs. Delegates decision making to
the lowest possible level whilst retaining accountability. Identifies personnel, resources and
information.

Level 4
Able to influence decision-making processes. Obtains co-operation across the organisation to
increase efficiency. Leads a large group, or several smaller groups, of people with inter-related
activities. Secures personnel, resources and information for each team so that its practical needs
are met. Resolves conflicts and does not avoid tough issues or decisions. Clearly communicates
business objectives and long-term goals, gaining commitment by personal enthusiasm.

Level 5
Is a key influencer in CAF. Determines business communication style and policy. Exerts long-
term influence to bring about desired change. May be required to persuade large numbers of staff
to accept and implement unpopular decisions. Leads a major functions through others who have
managerial responsibility. Gives clear and consistent direction on business strategies and goals
whilst retaining ultimate accountability. Promotes and enables a culture of team working

Works effectively with others and contributes to team performance by co-operation and a
commitment to agreed goals

Level 1
Job requires a degree of team-working almost entirely within own working group. Contacts
outside the working group are incidental to the job.

Level 2
Job requires a high level of team-working. Active co-operation is necessary for efficient working.
Involves others in formulating solutions whilst retaining accountability. Has potential to use skills
across other areas of CAF.

Level 3
Able to take different team roles as the situation demands. Establishes constructive contacts
throughout the organisation. Position requires team-working with other departments. Uses team
members to maximise output and share across CAF as required.

Level 4
Continually seeks to develop and identify team‟s strengths and encourage participation.
Establishes a co-operative working environment. Some multi-function project work across CAF.

Level 5
Facilitates inter and intra business teamwork to achieve business goals. Position requires frequent
multi-function project work across CAF. Encourages team working across every area of CAF in
order to continually improve customer service.

Managing Others
Customer Focus

Interprets and responds cost effectively to internal and external customer needs, focusing
on exceeding expectations

Level 1
Ensures that customers‟ needs are met promptly. Keeps customers informed pro-actively, where
appropriate.

Level 2
Continually acts to improve customer service and satisfaction. Takes responsibility for solving
customers‟ problems personally or by reference upwards.
Level 3
Develops action plans involving customers to resolve problems. Adapts the way in which a job is
performed to the circumstances and needs of the client. Monitors customer satisfaction.

Level 4
Focuses effort on discovering and meeting internal and external customers‟ needs. Identifies to
the customer where changes to behaviour or action would optimise the service they receive.
Seeks to exceed customer expectations and resolves complex problems or complaints.
Identifies new ways of working to maximise customer satisfaction.

Level 5
Sets corporate strategy for a customer first approach.
Develops suitable products and services that add value to customer relationships and exceed
expectations.

Managing Others
People Development

Identifies and develops individual skills to improve performance and realise potential

Level 1
Assesses and plans development of own skills, is proactive in discussing plans with appraiser

Level 2
Is able to describe own performance in a constructive way and identify development plans.
Coaches new/junior members of staff in a constructive and effective way.

Level 3
Identifies and addresses below expectation performance promptly and decisively within agreed
guidelines. Sets key result areas for assigned staff, undertakes appraisals and gives feedback on
performance. Assists in the selection process of new recruits. Agrees personal development plans
with team members. Initiates disciplinary action when required.

Level 4
Recognises and rewards good team and individual performance. Ensures that the formal
processes of induction, training and appraisal are always completed on time. Identifies, interviews
and selects suitable employees. Undertakes disciplinary action according to established
procedure. Matches available skills to departmental requirements. Identifies possible career routes
in line with individual‟s capabilities. Looks for development opportunities to maximize potential.

Level 5
Creates and implements a policy for staff development. Establishes a divisional succession plan.
Establishes systems and provides resources which encourage staff to make best use of their
abilities. Provides resources to reward those who continuously set and reach higher levels of
achievement.

Interpersonal Sensitivity

Builds and maintains good relationships with customers and colleagues by adopting the
most appropriate approach to deal with people and situations

Level 1
Listens, observes and picks up explicit or obvious messages.

Level 2
Understands unspoken meanings and reads what is „behind‟ the message.
Understands the reasons behind peoples actions

Level 3
Judges and makes inferences about the concerns of others, predicts likely responses and prepares
accordingly

Level 4
Uses a range of tactics to interact with others based on a recognition and understanding of the
different values, motivations and behaviours of individuals.

Level 5
Recognises the importance of interpersonal sensitivity and ensures CAF policies encourage and
reward intuitive behaviours.

Managing Work
Problem Solving

Analyses issues and makes systematic judgements based on facts in order to establish an
effective solution

Level 1
Solves problems arising from day-to-day activities. Deviations are usually obvious and alternative
courses of action limited and pre-determined. Duties require only minor modifications to known
procedures or practices

Level 2
Comes up with alternatives. Causes of problems are readily identifiable but evaluation of
information is required to determine the best course of action. Most solutions will be based on
precedent.

Level 3
Thinks creatively, introduces fresh insights. Review of information and exercise of judgement is
required when dealing with new or unusual problems. Develops new procedures or systems
which would be introduced only with approval.

Level 4
Uses less conventional methods, generates imaginative alternatives. Analysis and evaluation of
sometimes incomplete information is required to establish problems and identify solutions,
conflicting objectives/priorities may exist.

Level 5
Takes a radical approach, produces imaginative solutions. Widely differing problems calling for
extreme clarity of thought in assessing conflicting information and the balancing of risks
associated with possible solutions.

Managing Work
Quality Focus

Delivers work to required standards and regularly monitors performance to continually

improve quality of outcomes

Level 1
Gets it right first time. Follows appropriate quality control procedures as directed. Works to meet
standards of excellence. Checks own work for completeness and accuracy.

Level 2
Suggests ways of improving delivery of service to customers. Monitors activities and results
against agreed standards. Seeks ways to use time and resources more effectively.

Level 3
Ensures quality by thorough checking of all work before delivery. Suggests ways of improving
delivery of current activities. Seeks ways of improving current procedures. Sets high personal
standards as an example to others in the team. Checks the work of others and takes action to
correct errors.

Level 4
Targets below standard performance and reduces defects as a priority. Introduces and continually
upgrades quality processes, targets and measures. Establishes plans to reduce inefficiency. Takes
firm action on, and explicitly defines consequences of, sub-standard performance. Develops
procedures that maximise customer service.

Level 5
Creates a total quality service culture (others‟ performance) by communicating and instilling a
conviction of excellent service. Includes efficiency and quality provision as a standard in the
performance plans of others.

Managing Work
Planning and Organising
Organises and schedules events, activities and resources to meet objectives and
monitors timescales and plans

Level 1
Sets personal objectives on well defined tasks. Will report on delays and recognises importance
of time management.

Level 2
Breaks down activities into clear tasks. Identifies key points. Ensures that tasks are addressed on
a daily basis.

Level 3
Schedules activities and resources to meet specified objectives and tasks, monitors progress. Is
aware of time and budget constraints. Looks to complete on schedule and recover slippage. Sets
time scales for others and gives feed back on planning skills.

Level 4
Establishes objectives and identifies resources needed to achieve plans. Converts broad concepts
or policies into key results. Translates corporate goals into departmental objectives. Contributes
to divisional business plan. Cascades process to team leaders and staff.

Level 5
Assimilates operational plans and draws together divisional or corporate budget. Prepares
corporate strategic plan. Identifies and removes blocks to the achievement of organisational goals

Managing Work
Business Awareness

Demonstrates a clear understanding of CAF’s mission and business plans, understands

importance of cost effectiveness, efficiency and added value

Level 1
Cost conscious. Knowledge of own working area in relation to CAF‟s mission and recognises the
advantage of efficiency.
Demonstrates loyalty and respects wishes of those in authority.

Level 2
Identifies opportunities to reduce costs. Understands the business significance of their own work,
and links between individual and departmental goals and the need for co-operation to achieve
larger organisational objectives

Level 3
Contributes to the preparation of, and works within, budgets, forecasts and business plans.
Develops and implements (with agreement) initiatives to reduce costs. Understands the relevance
and impact of the department‟s work on achieving CAF‟s business plans.

Level 4
Interprets corporate strategy, goals and issues for team members. Prepares budgets, forecasts and
business plans. Is aware of competitor activity. Evaluates and prioritises business opportunities.
Stands by decisions that benefit CAF, even if unpopular or controversial. Puts organisational
needs before needs of own area

Level 5
Understands and examines the marketplace to prepare new business strategies. Ensures sufficient
and applicable systems and resources are available to facilitate agreed business plans. Constantly
reviews key elements of business plan. Focuses on long term benefits of change even if it
involves short term discomfort. Acts as an ambassador for CAF.

Managing Work
Adaptability
Identifies, initiates and embraces change in order to continually improve
performance and business growth

Level 1
Makes agreed changes in own job. Learns and applies new work methods, processes and
technology.

Level 2
Recognises need for, and suggests changes in own job. Keeps abreast of and considers
implications of changes within the organisation. Modifies behaviour in response to situations.

Level 3
Constantly challenges current practice or methods, looks for improvements to potential needs of
customers. Takes steps to ensure that processes are amended or adapted to meet needs. Fully
explains and supports rationale behind proposed changes.

Level 4
Ensures that changes are planned and paced over time, thereby remaining achievable and
sustaining momentum. Recognises need for, and benefits of, change. Secures adequate resources
to achieve change goals. Sees the merits of differing positions or opposing viewpoints and
changes behaviour and management accordingly.

Level 5
Encourages a culture where change is seen as an opportunity not a threat. Ensures that strategic
plans are in place to facilitate long-term change. Adjusts strategies to changes in the environment,
and according to customer and business needs.