Adobe PDF - Core Values and Behaviours Framework

Core Values and Behaviours

Framework

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Introduction The Core Values and Behaviours have been reviewed and developed to create a new framework that can enable great performance management across the organisation. This document is designed to provide support and guidance when appraising employees and assigning a performance rating or descriptor. It is for directional guidance and to help you plan your reviews, and as such is not intended to be an all-encompassing document. It requires the need to apply sound, objective, evidence based judgement; the context and work carried out by each service area should also be taken into account to bring this to life for employees. In some roles, for example, there will be a light touch when it comes to ‘Political and Commercial Focus’; we all need to understand the environment we work in but do not all need to work with members. Use your judgement accordingly to bring the behaviours and expectations to life. Whilst we are opting for a 5-point performance management approach where all employees are appraised in the same way irrespective of position or grade, the descriptions provided here only give examples of behaviours for low, successful and outstanding performance so that you can see the spread of indicators and assess accordingly. Within the rating scale, you may also determine that someone is developing or just starting to exceed, they do not clearly fall into a single descriptor. You will need to make an assessment of this as an appraising line manager, considering the right elements for your area. In general, it is about evidencing the level of consistency demonstrated throughout the year.

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Examples are provided in the following pages for the core six behaviours and how they link with the values. The examples show descriptions of likely behaviours at the three levels for ‘Low’, ‘Successful’ and ‘Outstanding’ performance. If the person you are appraising does not consistently demonstrate behaviours and objectives consistent with the guidance descriptors in these three categories, there is a judgement to be made around the use of ‘Inconsistent performer’ and ‘Highly Accomplished performer’ . Clear objective evidence should be used to determine this decision.

Low Performer (1)

This describes someone who fails to meet the required standards and behaviours in their role, after additional support. Significant improvement is required within a specified period to maintain employment (a written Performance Improvement Plan is in place)

Inconsistent Performer (2)

This describes someone who may meet the requirements of the role in part but is not consistently delivering to the required standards for tasks and behaviours (a written Development or Performance Improvement Plan is in place)

Successful Performer (3)

This describes consistent performance against objectives and demonstrates the required behaviours. This is the benchmark level of performance for everyone if we are to drive solid performance across the Council

Highly Accomplished Performer (4)

This describes someone who delivers a high level of achievement, demonstrates the required behaviours and is likely to be contributing to additional work or projects

Outstanding Performer (5)

This describes someone who consistently delivers superior performance by exceeding all objectives and job accountabilities and is a role model for the required behaviours

Summary of Rating Scale Descriptors

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Our Values

Professional Let’s: • Be accountable • Be honest • Consider all options

Resourceful Let’s: • Find the best solutions • Show leadership • Work across teams

Respectful Let’s: • Be open-minded • Listen to each other • Consider different

points of view

Reflective Let’s: • Learn from our

mistakes • Question ourselves • Be positive

Why are these important? Our values define how we do things at Lincolnshire County Council. They reflect the important shared attitudes, beliefs and behaviours we value in each other, regardless of our role, the choices and decisions we make and the qualities of how we will work together to deliver the Council’s Vision and Purpose.

At Lincolnshire County Council the following statement is at the heart of our values and behaviour:

“We are proud to work here for the benefit of our customers and communities” To achieve this we will be PROFESSIONAL, RESOURCEFUL, RESPECTFUL AND REFLECTIVE

Demonstrated through: Demonstrated through: Demonstrated through: Demonstrated through:

• Leading and Developing People

• Building Relationships and Influencing Others

• Grow Yourself


• Political and Commercial Astuteness

• Consistently Deliver Results


• Be Future Focused and Drive Positive Change

• Building Relationships and Influencing Others

• Grow Yourself


• Grow Yourself

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Leading and Developing People (only applies to those who manage others)

Why is this important? Managers have a critical role in securing the long-term future of the Council and are required to provide strong, directional leadership to inspire, motivate and deliver the Council’s vision. Managers create and drive a high performance culture and are responsible for ensuring that individuals and teams understand what is required of them and why. To achieve this at your level in the organisation you will need to demonstrate the following values and behaviours: • Know your people, inspire and empower them and invest in their growth and development • Develop a high performing culture where team members challenge and support each other to constantly perform at

their best, actively addressing unsatisfactory performance and behaviour • Build trust and harness the diversity of the team • Proactively encourage all team members to develop to their full potential • Recognise how your style of leadership impacts on the performance of those you manage, the culture of the Council

and the outcomes you deliver • Create a culture of openness and honesty, even during times of ambiguity and uncertainty

Low performer (1 rating)

This could include:

Is not developing their people through on-going coaching, support and development planning

Inconsistently provides feedback to team members; avoids presenting feedback that will not be well received

Sets objectives for the team but does not adequately communicate those objectives to get everyone on board

Is not focussed on building team capability for the future and developing lines of progression

Lacks self awareness and adopts one style of leadership in all situations

Allows bias or personal feelings to cloud professional judgement

Lacks focus in developing team members

Successful performer (3 rating)

This could include:

Outstanding performer (5 rating)

This could include:

Provides meaningful feedback to team members to keep them on track towards common goals

All their team members have a development plan that they support

Sets and communicates clear objectives for the team upfront

Encourages team members to develop and progress to their potential

Is self aware and adapts own style to achieve greater impact

Is fair, consistent, open and honest in all their actions, building trust through desired behaviours

Actively builds a high performing team that demonstrates the Council’s values

Their investment in leading and developing their team is driving excellent individual and team performance

Identifies the most important priorities, creates a compelling vision of both short and long-term objectives

Effectively gives constructive and insightful feedback even when the message is extremely difficult to deliver

Has built strong progression frameworks concentrating on the short and longer term

Uses knowledge of their own style and others to influence, deliver results and engage the team

Makes decisions honestly, fairly and without bias

Is an inclusive leader that brings the best out in people

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Be Future Focussed and Drive Positive Change

Why is this important? We aim to have a workforce that thinks and acts creatively regarding the future service delivery. This is necessary to respond to different and changing demands within local government. Flexibility, anticipating trends and seeking new opportunities is key. To achieve this at your level in the organisation you will nee d to demonstrate the following values and behaviours: • Constructively challenge the status quo to seek better ways of doing things; embrace change • Flexibly adapt to changing situations, circumstances, requirements and priorities • Understand how you can be more creative and innovative in your work ; spot new opportunities • Demonstrate a willingness to work in different ways and across team and organisational boundaries IN ADDITION FOR MANAGERS: • Lead the development of a vision for the future and enable clear strategies to achieve it • Create a culture that encourages creativity and innovation and seek to develop new approaches to service delivery and

new ways of working • Develop services in a way that reflects community and customer needs rather than organisational boundaries • Supporting others through ambiguity and complexity • Inspires people to feel part of the organisation's future growth


This could include:

Is only comfortable with known methods of working

Does not cope well with change or new situation; Is inflexible in mind-sets and action

Does not see it as their job to have ideas

Unwillingness to adopt new ideas and approaches; does not see the value of improvements

Buries head in sand, dismisses change initiatives without consideration

Resists and/or implements new approaches that are ineffective or unreasonable

Blocks new ideas from others by not being receptive, sharing information and/or exploring opportunities


This could include:


This could include:

Understands need for change; demonstrates flexibility in day to day work; Adopts a flexible mind-set

Constructively challenges the status quo by reviewing and questioning work in own area

Keeps up to date with new developments and suggests new ideas

Uses resources and thinks creatively to identify new solutions

Delivers change to successful outcomes, recognising obstacles to change and helping others to adapt to change

Implements new approaches that prove to be effective

Integrates input and ideas from different sources to share information and/or explore opportunities

Constantly seeks opportunities for improvement to processes and procedures

Looks ahead; sees the bigger picture; keeps self up to date with developments in own area and shares that knowledge

Embraces change, encourages colleagues; recognises and deals with the obstacles to change

Consistently creates innovative approaches and new opportunities and acts on these

Creates innovation and supports new opportunities

Able to support and encourage innovative approaches

Actively encourages new ideas and motivates others to be proactive, resourceful

IN ADDITION FOR MANAGERS:

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Political and Commercial Focus

Why is this important? We aim to have a workforce that is aware and understands the political and business environment within which the Council operates. It is important to understand the key issues that affect Council priorities. To achieve this at your level in the organisation you will need to demonstrate the following values and behaviours: • Have an understanding of how the Council’s political framework operates and the role of members in setting direction • Have an awareness of how the Council’s financial and budget process impacts financial decisions on services • Understand who your customers, partners, key stakeholders are

IN ADDITION FOR MANAGERS: • Demonstrate a sound understanding of political drivers and central government procedures and how they relate to

public services • Lead the development of workable strategies to deliver the political objectives; understands members’ roles; know

who the key influencers are, both internally and externally, and how to involve them as required • Engages with integrity and impartiality • Understands, analyses and interprets a wide range of data to inform strategic and operational decisions • Identify ways of adding value to services without increasing overheads


This could include:

Is unaware of the Council’s political framework

Shares confidential information, shows a lack of integrity

Fails to understand the impact of budgets

Fails to identify and evaluate current/future risks and put in place effective mitigations; uses risk as an excuse to avoid action


This could include:


This could include:

Understands the Council’s political framework

Demonstrates integrity and complies with the Council’s policies and procedures

Understands the link between budget decisions and their work/service area priorities

Understands the legal, policy and ethical frameworks for own service area

Operates professionally, impartially and with political neutrality

Is aware of and sensitive to the internal and external political environment

Actively seeks out ways to better utilise resources and budgets

Independently takes the lead on making decisions that have a significant impact on the Council, protecting the organisation and its values

Shows sound judgement in situations of high risk, complexity and uncertainty


Works confidently with data before making decisions; for example interprets trends, issues and risks

Identifies trends from complex or conflicting data taking steps to address the route causes of highly complex problems

Does not use numerical, financial or market data effectively to identify issues or problems and/or plan strategically

Fails to keep up to date with emerging political and Council priorities

Judges and takes appropriate risk, weighing up potential benefits, downsides and implications of potential action/non action

Does not know who customers and/or key stakeholders are; is not aware of customers’ needs

Understands who customers/stakeholders are and knows what they want from the service

Anticipates customer/stakeholder needs and responds before the situation requires action; consistently exceeds customer expectations

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Consistently Deliver Results

Why is this important? We aim to have a workforce that effectively delivers the Council’s objectives and customer expectations by being focussed on outcomes. This requires sustained energy and determination in the face of obstacles caused by conflicting priorities, lack of resources or by change in both the internal or external environment. To achieve this at your level in the organisation you will need to demonstrate the following values and behaviours: • Be focussed on outcomes; it’s the impact of what you deliver not the effort /input that really matters • Consistently demonstrate drive and accountability for great performance and delivery of results and customer service • Respect the involvement and input of others whilst achieving one’s own goals • Measure progress against targets and ensure decisions are sustainable – be pragmatic and avoid overthinking and

bureaucracy IN ADDITION FOR MANAGERS: • Intervenes quickly and consistently when performance is slipping, using the appropriate processes • Is resourceful, finding effective solutions to problems, resource issues and obstacles • Move effectively between strategy and operational detail; maximising results over the short and long term • Understands the impact of business decisions on different services, customers and other stakeholders


This could include:

Stops and gives up at the first obstacle. Rarely meets agreed targets or results. Has to be chased to complete a job

Loses sight of how a task fits into the wider objectives; creates barriers to delivery

Confuses being busy with being productive; does just enough to get by; focuses on process

Sets ambiguous or conflicting objectives

Accepts and does not challenge own and others poor performance

Is indecisive, lacks courage to make the decision, spends too long in thinking and planning


This could include:


This could include:

Seeks innovative solutions to remove barriers to performance

Meets agreed outcomes, demonstrating personal responsibility in doing so

Is focussed on outcomes; manages own workload and time to deliver on objectives

Establishes clear, specific performance objectives/targets, expectations and priorities

Demonstrates strong and consistent performance and encourages others to do the same

Balances thinking and planning with the need to move to action, typically taking a longer term view in making decisions and taking action

Consistently achieves and frequently exceeds targets and inspires others to do the same

Makes an impact on the organisation, and delivers outstanding quality and/or volume of work

Actively removes barriers to performance, tackles difficult problems and take personal responsibility for solutions

Aligns objectives to long-term strategy; champions the ongoing improvements across the Council

Able to demonstrate consistently exceptional performance in self and in own team

Decides quickly and incisively, ensuring sustainable actions are always in line with strategic objectives


Fails to deliver on time; focuses on areas which are less important/unimportant than delivery of objectives and targets

Delivers what is required to meet targets and objectives on time and to the agreed standard

Delivers both, on what is required and additional tasks; encourages others to achieve high standards

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Building Relationships and Influencing Others

Why is this important? We aim to have a workforce that builds good relationships, partnerships and networks to improve productivity, effectiveness and build trust. The ability to positively influence others to create acceptance, support and co-operation involves Identifying key relationships, understanding how to engage with others and building mutually beneficial partnerships. To achieve this at your level in the organisation you will need to demonstrate the following values and behaviours: • Adapts communication style and approach to ensure their message is understood by different audiences; • Builds positive and reciprocal relationships that build trust and respect, both internally and externally, for the benefit

of the Council • Accepts full responsibility for self and contribution as a team member; displays openness, honesty and integrity • Works with others to achieve common goals by sharing information and valuing the expertise and experience of others IN ADDITION FOR MANAGERS : • Is aware of own impact and uses power and position positively; • Negotiates with and influences external partners, stakeholders focussing on win-win solutions • Influences and changes opinions of relevant stakeholders such as colleagues, members, partners and customers; they

are persuasive, convincing and able to negotiate for a win/win outcome • Leads with integrity and role models a positive attitude


This could include:

Does not communicate effectively resulting in misunderstanding and confusion

Fails to treat others in a fair and consistent way; refuses to take responsibility for own actions

Not prepared to compromise when needed

Puts own agenda first and expects others to manoeuvre around them

Abuses position and power to undermine others when influencing

Fails to overcome relationship difficulties that could impact outcomes, avoids conflict and creates barriers to solutions


This could include:


This could include:

Treats others fairly and equitably; accepts responsibility for own action, regardless of outcome

Clarifies important messages and issues using appropriate language; listens and clarifies to check understanding

Looks for compromises and win/win situations

Engages with others to understand needs, aspirations and priorities

Is aware of own impact and uses own power and position positively

Addresses relationship issues through open and candid discussion and positive intent

Listens to and carefully considers others’ ideas even when different to own; ensures all sides are heard before reaching a conclusion

Consistently uses appropriate language and is able to express opinion clearly

Prepared to lose face when necessary; accepts when another argument is more compelling and beneficial to the organisation

Consistently treats others with respect and dignity; openly accepts responsibility for setbacks and adjusts own actions for the future

Negotiates to balance individual competing priorities

Demonstrates effective use of power and recognises when power plays are happening and successfully diffuses them

Always addresses relationship issues to achieve a positive outcome: seeks a win-win

Actively encourages ideas from a wide variety of individuals; lets others know they are heard and valued; ensures all views are heard and considered.

IN ADDITION FOR MANAGERS :

Shows little interest in listening to others’ ideas; has difficulty respecting ideas different to own; tends to reach conclusions before listening to all views

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Grow Yourself

Why is this important? We aim to have a workforce that demonstrates awareness, accurate assessment and control of own emotional state, attitudes, personal impact, effectiveness and emotional stability even in the face of adversity, ambiguity, stress and/or high workload. This involves an understanding of your own areas of personal and professional strength as well as areas for development and demonstrating a commitment to continuous learning. Understanding yourself helps you to perform more effectively in the workplace. To achieve this at your level in the organisation you will need to demonstrate the following values and behaviours: • Have humility, be open to feedback and learning from others • Demonstrate self awareness, know your strengths and weaknesses; own your development • Recognise and understand your own behaviours/feelings and those of others • Actively looks for learning opportunities; uses newly gained knowledge and skills on the job and continues to learn

through their application • Commit to developing yourself against the Core Behaviours and Values of the Council to the benefit of yourself and the

organisation


This could include:

Lacks humility and feels they have little to learn. Fails to recognise own strengths or address development needs

Ignores feedback from others or becomes defensive; does not seek ways to address those needs

Resists opportunities for learning/development: does not value personal development

Allows professional knowledge to become out of date; does not keep up to date with trends in own field of expertise

Does not demonstrate commitment to want to develop themselves against the Core Behaviours and Values


This could include:


This could include:

Actively uses feedback from others to enhance own performance

Accurately identifies own strengths and development needs; takes action to develop areas that can be improved

Seeks out learning and development opportunities

Stays current by updating professional knowledge and skills on a regular basis; applying new trends/best practice where appropriate

Commits to personal development and is actively working on their development plan

Adopts a coaching approach with others to encourage opportunities to maximise strengths and effectively develop where required.

Explores wider opportunities to develop scope of knowledge to benefit the work area

Proactively seeks feedback from others to enhance personal and team performance

Shares new professional knowledge with others to enhance performance

Always creates opportunities for their own and other’s learning and development and is recognised as an advocate for learning across the organisation.

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Balancing Objectives and Behaviours

‘What’ we do (the delivery of our objectives) and ‘how’ we do it (the behaviours and values we demonstrate) are equally important, especially as the Council is a public body and open to scrutiny. Therefore, we need to determine a way to assess both of these elements in equal measure. The tool below can help appraising managers with this and show if there is an imbalance in one area that needs further development. We can all think of people who are superb at getting the job done (the ‘what’) but fail to engage others on that journey (the ‘how’ or behavioural part). This simple diagram is designed to help you look at both of these elements to determine an overall performance rating.

(1) (2) (3) (4) (5) Suggested rating

(1)

(2)

(5)

(4)

(3)

Objectives

Be

hav

iou

rs

2 3 4

2

5 5

3 3 4 5

2 2 3 3 4

1 2 2 3 3

1 1 2 2 2

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Illustration:

Let’s take the example above of the employee who gets the job done but does not demonstrate the right behaviours. You may consider giving them a rating of ‘Highly Accomplished (4)’ for their work. However, this assumes that the behaviours are rated the same when you have evidence that shows this is not the case. You may determine that their behaviours warrant an ‘Inconsistent performer (2)’ rating.

Using the grid above, where the 4 on objectives meets the 2 on behaviours would determine that this individual is rated ‘Successful (3)’ overall in appraisal terms. This individual needs to improve on behaviours to achieve a higher rating and a development plan can be put in place to help to specifically target this.

Familiarise yourself with the descriptors below; the grid is designed to help you balance both sides of the performance equation.

1 = Low performer

2 = Inconsistent performer

3 = Successful performer

4 = Highly Accomplished performer

5 = Outstanding performer

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Documents

Adobe PDF - Core Values and Behaviours Framework