Competency Framework Booklet

8/3/2019 Competency Framework Booklet

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Competency Framework





1

Operating Style.........................................................................................................................................2

Overview of Competency Framework .....................................................................................................3

1. KEY COMPETENCIES.........................................................................................................................4

1.1 Planning and Organising......................................................................................................................4

1.2 Continuous Improvement ..................................................................................................................5

1.3 Communication .................................................................................................................................6

1.4 Customer Focus.................................................................................................................................7

2. INTELLECTUAL COMPETENCIES .....................................................................................................9

2.1 Financial and commercial awareness ...................................................................................................9

2.2 Strategic Thinking .............................................................................................................................10

2.3 Information Collection and Management ..........................................................................................11

2.4 Judgement and Decision Making.......................................................................................................11

2.5 Problem Solving ...............................................................................................................................13

2.6 Contract Management......................................................................................................................13

3. INTERPERSONAL COMPETENCIES ................................................................................................15

3.1 Achievement and Results Orientation ...............................................................................................15

3.2 Confidence, Resilience and Self Awareness.......................................................................................16

3.3 Negotiating, Influencing, Persuading, .................................................................................................16

3.4 Teamwork........................................................................................................................................18

Contents



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The Hagemeyer Operating Style is how we should live our Values. Partner Values are the cornerstone of

our culture, and each one represents a core characteristic that unites the Hagemeyer organisation, defining

the kind of business we aspire to.

Partner Values guide the way in which we all conduct ourselves, as individuals, as teams and as an

organisation. They provide a snapshot of how we work both individually and together. We strongly believe

that Partner people with these characteristics will deliver successful results and give us competitive

advantage.

Operating Style

PARTNER values describe the shared beliefs and thoughts that guide our behaviour. The Operating Style

described below is a guide to enable you to translate these beliefs into actions.

Premier: To be premier we’ve got to act with integrity in a professional manner in everything we do.

Achieving: To achieve, we need to encourage an enthusiastic ‘can do’ attitude, with determined teams

focused on specific and realistic goals.

Responsive: We need to respond to the needs of our business ‘Partners’, becoming faster and more

efficient.

Teamwork: We can become more efficient through teamwork, working together. Communicating,

participating and collaborating towards successes that will be shared amongst us.

Novel: We must develop ‘novel’ solutions as pioneers and innovators, and stimulate the growth of

the company through creative thinking.

Expert: We must show ‘expert’ knowledge in whatever we do, and become renowned for being

specialist in our field.

Reliable: By becoming reliable, we are demonstrating responsibility and a commitment to delivering

our promises.

Operating Style



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What are Competencies?

“Competencies” describe all work-related personal attributes, knowledge, experience, skills and values thata person draws on to perform their work well. For the purpose of role profiles the Hagemeyer

Competency Framework describes competencies in terms of behaviours and patterns of work which

contribute to effective and superior performance.

The framework is divided into three sections:

1. Key Competencies: The four key competencies are a mixture of intellectual and interpersonal

competencies that are essential for effective performance in every job in Hagemeyer. These

competencies are included in every role profile generated, although the level will depend on the role

being profiled.

Competencies included in Section 2 (Intellectual Competencies), and Section 3 (Interpersonal

Competencies), are only relevant to some roles in Hagemeyer.

2. Intellectual Competencies: These competencies are generally acquired through study or work.

3. Interpersonal Competencies: These competencies describe how people interact with each other.

They generally develop when people adapt to different working cultures and environments.

Selecting Competencies

Each role profile should have a minimum of four key competencies, and a maximum of eight competencies

altogether. The number of competencies included will depend on the complexity of the role.

In order to select up to four competencies to supplement the key competencies:

Ask what personal qualities and attributes are necessary for successful fulfilment of the role. For example

is the person dealing with difficult customers, do they need to be resilient, do they need to be ‘good

with people’?

Focus on those competencies which are key aspects of the role and differentiate between averageand good performance.

Keep in mind that the role is not isolated, and the intellectual and interpersonal competencies for the

team should complement each other.

Selecting Levels

To select the right level of competency read through the indicators from the lowest level, until you come to

behaviours which reflect what a successful performer in the role would do.

If you find that you have selected a competency level that is mostly correct, and there are only one or two

statements within that level that do not fit the particular role, do not include these statements.

It is important that you get the level of competency correct. The competencies in the role profile are used

for a number of purposes, e.g. the performance management process.

If you select a level which is too high, this will result in unrealistic expectations, which the individual may

have difficulty in meeting. This is very de-motivating.

If you select a level which is too low the individual will constantly surpass expectations, and will have

nothing to work towards, resulting in a lack of challenge and interest.

Overview of Competency Framework



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1.1 Planning and Organising

Establishes future priorities and visualises all foreseeable changes required to meet future requirements.Identifies appropriate resource requirements, including staff, to achieve long-term objectives.

Level A

Works at a steady rate to meet day-to-day schedules. Organises time productively, meeting all timescales

and has a structured approach to activity.

Works precisely and accurately and is methodical - ensures detail is not overlooked.

Level B

Prioritises non-routine tasks to meet customer requirement. Able to cope with unexpected changes in

routine. Takes action to meet plans.

Able to plan implementation of a project. Is punctual and prepared for meetings.

Plans ahead, breaks down agreed objectives into manageable tasks and sets timescales, uses tools tohelp planning/organising.

Remains calm and thinks clearly under pressure. Monitors and adjusts priorities.

Adopts a methodical approach to work, and delivers on time without being chased.

Level C

Organises and reviews workload of others on a regular basis.

Thinks through activities, allowing time for completion. Plans well in advance, sets realistic targets, builds

in review, monitors progress. Identifies critical milestones, potential risks and considers options within

operational plan.

Able to organise a number of major projects or activities running concurrently. Ensures others are clear

about their roles and objectives.

Juggles different demands and switches between them as appropriate.

Estimates resources required accurately, identifies availability and uses time, money and people

effectively. Develops business plans that take into account other activities across the business and the

risks of non-delivery.

Constantly monitors, analyses and reports progress - identifies measurable outputs.

Sets clear agenda and objectives for meetings and sticks to time.

Level D

Develops strategic plans to integrate operational requirements with longer-term goals. Forecasts long-

term implications of change.

Regularly reviews structure, systems and planning processes. Develops annual operating plans including

resourcing for a number of teams or a department. Schedules people, equipment and budgets across a

number of teams.

Draws up contingency plans; maintains focus on key objectives for self and team. Monitors trends and

variances against plan.

Negative Indicators

Frequently fails to complete work within agreed deadlines/milestones. Difficulties and problems are

identified too late to be overcome.

Not responsive to signals that priorities need to be changed. Lack of preparation, plans are usually left

to the last minute leading to increased pressure on others.

Little or no monitoring of progress against plan.

1. Key Competencies



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1.2 Continuous Improvement

Reviews own performance and actively identifies own learning needs and opportunities. Is effective inapplying new learning in a work context. Looks for opportunities and better ways of doing things.

Level A

Develops appropriate skills and technical knowledge and applies these to meet customer requirements;

accepts responsibility for own development and develops skills/knowledge to ensure the job gets done.

Seeks and accepts constructive feedback from colleagues. Learns from mistakes. Reflects on own

performance, identifies opportunities to improve and actions.

Makes agreed changes in own area as instructed.

Level B

Has a range of job-related skills or technical knowledge which are regularly called on.

Seeks out better ways of doing things - recommends improvements in team operations. Evaluates andseeks agreement for cross-functional improvements.

Takes heed of customer and wider feedback to review working practices. Efficient and effective in dealing

with customer queries.

Level C

Keeps fully abreast with industry developments. Able to coach others in the team. Actively encourages

others to improve performance and develop.

Ensures performance and quality monitoring are in place. Monitors and evaluates the effectiveness of

systems/processes/procedures.

Prioritises areas for improvements in line with goals and focuses on those that will give significant

impact/difference.

Encourages innovation and creativity in others. Actively supports staff in achieving/learning/developmentobjectives through coaching and mentoring.

Level D

Actively promotes a learning culture which supports organisational objectives and service plans. Ensures

organisational development and adapts policy/procedures and plans in the light of learning.

Balances technical considerations with business requirements.

Demonstrates full understanding of own field or specialism, and is aware of competitive products.

Maintains relationships and networks with innovative suppliers/market leaders, seeks out new

opportunities for use of technology. Active member of relevant professional institute; subscribes to trade

papers. Prepares technical specifications.

Level ETakes a strategic approach with regard to specialist skills, reflects and evaluates effectiveness of current

corporate initiatives to drive further progress. Ensures the organisation continues to move forward by

benchmarking progress. Creates a culture of continuous improvement and performance.

Recognised externally as an industry expert or leading authority in the field. Develops new and profound

thinking, design or concepts which give significant commercial advantage for Hagemeyer.



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Negative Indicators

Lacks the motivation to improve. Fails to take advantage of development opportunities.Puts up hurdles to change and fails to see the need for improvement. Leaves it to others to identify and

recommend changes.

Slow to react, unwilling, resistant. Fails to see that improvement entails change and unwilling to accept

change in working practices or tasks.

Mistakes tend to be repeated time and again. Hides behind rules and procedures.

Focuses only on the design stage, proposals are not matched by implementation. Forces through change

at impractical speed.

1.3 Communication

Conveys information clearly, accurately and convincingly both orally and in writing. Recognises the

importance of listening to and understanding needs of others.

Level A

Communication is mainly with people in own team/section to receive instructions and exchange

straightforward information.

Listens carefully and asks appropriate questions to check understanding. Can pass on messages

accurately to others, and keeps team/section leader informed about any difficulties.

Level B

Communicates mainly at own level but both inside and outside own team/section, and is concerned

with gaining, providing or exchanging straightforward information.

Written communication is clear and concise. Able to liaise effectively with other staff to resolve non-

complex queries.

Display courtesy and tact with both colleagues and customers.

Level C

Listens to requests and can explain technical points on his/her position clearly and effectively to others.

Maintains accurate notes. Can prepare short written reports summarising action needed on progress.

May need to obtain the co-operation of others to get the outcome required. Contributes effectively at

a meeting by making relevant suggestions and asking questions.

Level D

Disseminates information across organisation. Actively listens and pays attention. Is approachable. Puts

forward well reasoned case for action persuasively verbally and in writing. Able to explain and justify a

point of view and objectively discuss options.

Effectively handles discussions on difficult issues. Questions, clarifies and explains as necessary. Backs up

statements or arguments with reliable evidence.

Level E

Able to effectively use a full range of communication tools and techniques.

Creates empathy with individuals and is able to build rapport. Uses active listening skills to encourage

two-way communication.

Combines use of presentation media effectively. Ensures quality by thorough checking of documents and

presentations before delivery.

Has the ability to communicate with people at all levels clearly and precisely. Clarifies when necessary -

checks understanding is accurate.



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Level F

Communication often involves difficult or sensitive matters with a range of people in order to pursueobjectives, and progress plans and projects to satisfactory and timely outcomes.

Conveys complex or technical information in a straightforward manner. Undertakes structured

interviews/questioning to gain consistent, detailed information.

Switches communication style and content according to audience. Uses influencing skills to explain

complex issues to persuade a more senior manager or customer to accept a proposal.

Displays tact and sensitivity. Negotiates working compromises to the benefit of all parties.

Able to persuade others through logical argument. Able to present detailed proposals to clients or give

training to a mixed audience.

Level G

Communication is often at a senior level with both internal and external people and is concerned with

developing the interests of the company.Establishes and maintains important new contacts and relationships. Uses negotiating skills regularly to

resolve important issues and reach agreement on the way forward. Briefs and gives advice to senior

people outside own department on key issues.

Understand the attitudes, needs and interests of key people both inside and outside the company, uses

this to gain support for important changes or new initiatives.

Level H

Communications are often at Director level and are concerned with developing and progressing

strategic issues and changes.

Is able to create and implement a communication strategy to promote a particular course of action. Puts

forward convincing presentation at Board level on complex issues and responds effectively to questions.

Gives advice at Director level on issues which may have a significant effect on the performance,profitability or reputation of the company. Uses diplomacy and advocacy to explain, convince and get

agreement to major plans, changes and new ventures which affect the company as a whole.

Pro-actively seeks opportunities to share information. Is prepared to confront and challenge in a

proactive way.

Negative Indicators

Fails to qualify enquiry. Muddled or long-winded explanations. Statistics generated with little analysis or

commentary. Poor use of graphics, slides or overhead acetates.

Talks in jargon. “Tells” customers what to do without sufficient investigation or understanding of customer

needs. Lacks confidence in explaining corporate position.

Poor diplomacy; insensitive to others in meetings. Rude, arrogant or complacent. Slow to respond; fails

to get back or keep customer informed. Lacks credibility or impact.

1.4 Customer Focus

Customer Focus is the desire and willingness to address the needs of others. Close attention provided to

internal and external customers needs with the aim to establish long term relationships, striving for

‘partnerships’ rather than traditional customer-supplier interface. Makes customer care the priority.

Customer Service is viewed as vital to the future growth of the business and thereby integral to all activities.



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Level A

Demonstrates an eagerness to serve, courtesy, politeness and good listening skills. Ensures customer needs are met promptly.

Responds to customer instructions in a timely and correct manner.

Understands customer requirements - listens and asks probing questions, gets it right first time.

Awareness and understanding of who internal customers are. Focuses on needs of the customer and

puts these first. Thinks from the customer’s perspective, shows empathy to customer’s situation.

Takes ownership of customer problems, manages expectations, and knows when to escalate a problem.

Level B

Regularly adapts the way in which a job is performed to the circumstances and needs of the client. Digs

below the surface to find out what the real needs of the customer are.

Views everything we do through the eyes of the customer, seeks feedback and makes changes based

on customer input and perception.Continually acts to improve customer service and satisfaction, and give consistent service.

Level C

Accurately reports to customers/management groups and sets agreed service standards and measures

of delivery.

Anticipates and pre-empts requests from customers.

Leads and manages others in a customer first approach, acting as a role model in demonstrating

customer care principles.

Fully accepts legitimacy of customer needs and expectations. Focuses on delighting the customer with

the service provided within the confines of profitability and capability.

Looks to develop long-term relationships by developing or recommending novel solutions. In

partnership with their customers, becomes closely involved in the decision-making process.

Level D

Is keenly attuned to the changing nature of the client’s business and its future needs. Brings new

opportunities to the client’s attention and ensures customer is ahead of market demands. Understand

client business/tactical goals.

Is able to give informed advice on the services provided by other departments/areas of the business.

Provides solutions to client’s problems which are considered as best solution in a commercial

environment.

Negative Indicators

Makes negative comments and expresses negative expectations of customers. Quick to blame

customers for negative outcomes.Focuses on own or company’s abilities rather than on customer needs. Blinkered approach; looks

inwardly i.e. ‘what’s best for me/us’.

Gives ‘off-the-cuff’ responses to customer’s questions without probing underlying needs or problem

resulting in a lack of understanding of customer need and ultimately an inappropriate solution.

Fails to meet expectations, delivers unwanted services and misses agreed service standards.

Disinterested/fails to pass on information, is kept in the dark, does not keep others informed.

Delivers bare minimum and fails to explore additional need/potential.

Builds barriers between departments and teams (turf wars) and is seen as unhelpful by internal

colleagues.



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2.1 Financial and commercial awareness

Focuses on knowledge and understanding of the business inside and outside own area, its products,processes and goals. Awareness of external commercial or competitive issues, seeks best practice. Takes a

keen interest in learning about the marketplace. Exploits all financial and commercial situations to the benefit

of the business, its suppliers and customers.

Level A

Good knowledge of own area, with broad understanding of corporate products and services.

Shows interest in financial and business results. Follows up customer information. Updates self on

company and industry issues and initiatives. Shares knowledge/experience to the benefit Hagemeyer, its

suppliers and customers.

Has a high level of numeracy and accuracy, and protects Hagemeyer assets. Avoids risk of loss, by careful

handling of financial transactions.

Conforms to financial procedures, completes processes, produces figures to deadlines. Observesconfidentiality at all times.

Level B

Aware of relevant budget heads and figures and operates within budget limits. Has overview level of

Hagemeyer’s financial position, and seeks to improve budget information available. Looks for cost

savings/revenue-generation opportunities.

Full understanding of links between individual, departmental and corporate goals. Aware of marketplace

and changing commercial or competitive pressures.

Considers costs/benefits when making operational decisions.

Level C

Acts in the best interests of the organisation rather than the department and successfully uses cross-departmental working. Develops and maintains a broad network of contacts.

Sets out marketing or business plans; takes tactical action to maintain commercial or competitive

presence.

Manages budgets effectively, and makes decisions based on good quality cost/benefit analysis. Aware of

income and profit implications, and can use financial implications to assist in prioritisation/resource

allocation decisions.

Improves budget processes by extending input information and ongoing dialogue with financial

controller. Accurately forecasts costs and builds in contingencies. Understands implications of plan on

other areas of the business.

Level D

Liaises with external professional advisers and contacts and maintains an overview of Hagemeyer financial integrity and security. Provides financial analysis to support strategic decision-making. Uses

knowledge of external environment to assess impact on our market and educates others on new market

possibilities. Understands the perspective of different stakeholders.

Produces accurate and timely accounts, and is aware of financial aspects of external environment.

Uses broad knowledge of external economic and social trends to prepare new business strategies.

2. Intellectual Competencies



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Negative Indicators

Little interest in other areas of the business or the overall performance of the company. Discountsproducts and services without due regard to business returns. Fails to consider impact of actions on

other areas of the business.

Does not consider budget implications, or cost/benefit in making decisions. Makes mistakes/produces

inaccurate figures. Does not produce figures on time.

Is unaware of Hagemeyer general financial position, and is indiscreet - does not preserve confidentiality.

Commits organisation to services beyond agreed contractual levels. Unaware of scope of organisation

and its operation in the marketplace.

Lack of market investigation and feedback from customers.

2.2 Strategic Thinking

Strategic thinking demonstrated by ability to maintain a broad overview of business challenges. Drives the

business forward to achieve long-term goals while realising short-term goals. Can recognise new patterns

and creates new concepts or models to explain situations. Identifies, develops and communicates new ideas

or processes which challenge established methods and prompt new opportunities for the business. Identifies

key or underlying issues in complex situations.

Level A

Tries to take corporate directives into account in managing job responsibilities. Consistently reviews

established methods in order to seek out and implement more effective solutions.

Applies knowledge and experience of past trends or situations to review present.

Pulls together ideas, issues and observations to present solution. Demonstrates awareness of the overall

goals and constraints of the business.

Ensures that operational activities are conducted in a way that is consistent with long-term objectives.

Level B

Develops new concepts or plans that challenge established views.

Identifies new product specifications, work processes or information flows and integrates these into

existing methods.

Selects the most appropriate options for “staying the course”. Prepared to take radical action to

safeguard longer-term strategy. Helps formulate business strategy through knowledge of marketplace

and feedback from customers.

Level C

Has conviction and skill to communicate new ideas so radical breakthrough solutions are achieved. Sets

out compelling vision of future scenarios.

Constantly reviews the key elements of current strategy undertaking reality tests monitoring

performance against goals.

Negative Indicators

Closed mind; thinks purely operationally rather than strategically.

Concentrates on detail and is unable to review process from a critical viewpoint.

Set in traditional ways and lacks conviction to promote new ideas.

Has difficulty seeing beyond immediate pressures and concerns.

Not committed to wider business goals; has difficulty translating relevance of current role to corporate

objectives.



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Presents future plans without detailed cost or people information. Plans remain conceptual without

sufficient recognition or impact across organisation.

2.3 Information Collection and Management

Ability to identify sources and retrieve relevant information quickly, efficiently and systematically. Once

collected, ability to collate, arrange and organise data for analysis to show business trends, identify

opportunities or threats.

Level A

Sorts information by category. Counts and totals units, recording information on summary sheets e.g.

production totals, goods inwards supplied, number of customer calls.

Accesses data and supplies in order required by internal/external customer.

Able to classify different sorts of data and arrange appropriately for customer. Able to locate and retrieve

data from information storage systems, and use computerised databases.

Level B

Able to sort and assess relevance of data and statistics in a systematic manner. Uses information in order

to make recommendations or advise appropriate course of action to end-user or customer.

Able to identify sources of complex data. Uses statistical controls, Hagemeyer procedures, to monitor

and determine cause and effect.

Converts data into tools such as spreadsheets for detailed analysis e.g. monitoring budgets, variance.

Uses graphics packages to present data concisely and meaningfully. Tabulates data, generates information

into summary tables; produces graphs for easy interpretation.

Level C

Uses data for trend analysis or forecasting and is able to discriminate between fact and projections. Applies risk analysis, and is able to use data to anticipate longer-term business impact. Uses information

to generate innovative or practical insights into operation.

Able to discriminate and provide commentary on figures presented; indicates trends and variance,

highlighting areas of concern or requiring improvement.

Able to use data selectively to reinforce arguments without prejudice or lack of objectivity.

Negative Indicators

Information provided is inaccurate, incomplete or irrelevant. Reports are generated without regard for

end user needs.

Suffers from data overload, lack of meaningful analysis and tries to swamp others by figures. Information

is poorly presented, difficult to read or unclear.

2.4 Judgement and Decision Making

The ability to seek out and sift relevant information, assess the issues. Makes rapid decisions that respond to

the short-term pressures yet do not compromise company’s long-term strategies. Identifies and evaluates

relevant information, draws logical conclusions based on objective evidence.

Level A

Follows well defined procedures, using established practices/precedents to prioritise work.

Makes decisions which impact on own job.



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Level B

Is able to identify key issues/sorts out ‘red herrings’ within the context of normal job environment.Questions critically to establish all the facts and information to inform judgements. Generates workable

options/solutions using judgement to decide on the best course of action.

Identifies implications and consequences of decisions. Accepts accountability for actions. Changes in

plans which may affect overall outcomes and departures from accepted practice referred to

management for approval.

Handles job with minimum supervision, but knows when to refer to others for decision making.

Level C

Seeks out relevant and sometimes conflicting information in order to make a timely and appropriate

decision within own area of expertise. Considers broader business issues.

Active and willing contributor to the decision making process. Works within department/activity based

objectives and targets and makes a valuable contribution to objective setting process with wide discretionin day-to day operation of the department /activity.

Confident in deciding which option to take in a number of situations.

Makes effective decisions to meet client needs and business development.

Level D

Systematically reconciles conflicting pressures into consistent and intelligent business decisions affecting

both own job and related business areas. Deals with crises calmly and efficiently. Capable of thinking on

feet.

Works with general policies and functional goals under top management guidance with wide day-to-day

discretion in implementing policies and plans across a major function or division.

Accepts the need to make unpopular decisions in certain situations. Takes responsibility and is prepared

to fight for decision.Shapes and determines content of own business operations.

Able to advise customer on contentious issues. Can conduct internal investigations and recommend

solutions.

Level E

Able to balance pressures of the current situation against longer-term strategic goals. Produces logical,

practical solutions.

Sharp analysis of issues - able to identify cause and effect. Able to identify key skills/individuals for

resolution in crisis.

Considers wider implications - seeks evaluation and feedback for business-wide decisions, which impact

on performance, control and strategic development of the company. Recognises the difference between

tactical v strategic issues.

Negative Indicators

Makes snap judgements and often relies solely on gut feel. Decisions are made before all information is

collated. Fails to take account of impact on other business units and considers only cost elements in

decision criteria - short-term view.

Decisions are often based on solely theory - analyses problems but fails to follow through with

implementation and practical implications.

Makes decision but does not accept accountability or passes blame onto others.

Indecisive, procrastinates. Finds it difficult to prioritise and see issues clearly. “Soft” - shrinks from taking

tough, unpleasant decisions.



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2.5 Problem Solving

Ability to identify a problem and break it down into its constituent parts. Linking together and evaluatinginformation from different sources, and identifying possible causes of the problem.

Level A

Contributes to problem resolution, deals effectively with after effects.

Recognises when a problem exists, and considers it in a logical manner. Looks for underlying cause or

reason for occurrence, utilising information from other sources/databases to help solve the problem.

Applies a structured, logical approach to problem solving and is prepared to ask advice from those who

may be able to help.

When job does not go according to plan, is able to look from a different angle to try and solve it. Has

the ability to understand operational problems and is able to put together an action plan as a means of

solving it.

Level B

Evaluates situations quickly, foresees problems and selects effective solutions, modifies procedure if

appropriate.

Agrees action plan to resolve problem with customer. Delegates decision making to lowest appropriate

level.

Able to resolve problems that may have serious legal or commercial implications or high impact on

customers. Trouble shoots - has an expert understanding of the issues and finds the most efficient way

to use new technology to address the problems.

Level C

Thinks analytically and proactively. Evaluates situations quickly, foresees problems and selects effective

solutions. Shows a sense of urgency. Demonstrates awareness of risks and consequences in reachingdecisions.

Solves complex problems for which there are no precedents. Enjoys challenges. Forms part of ‘think

tank’ on significant business issues. Uses creative thinking to solve problems, which involve entering into

novel and un-chartered territories where the solution may involve consideration of intangible factors and

uncertainty.

Ensures review or investigation, identifies cause and takes measures to avoid repeat. Handles crises

calmly and efficiently.

Negative Indicators

Gives up easily and is defeatist. Makes superficial assessments, is easily side-tracked and gives instant

solutions without full considerations of facts or evidence - solutions presented without consideration of

costs or risk to business.Panics under pressure, becomes emotional about problems.

2.6 Contract Management

Able to prepare contracts which reflect the needs of Hagemeyer. Includes well-defined performance criteria;

undertakes evaluation of competitive contracts against consistent objective criteria; able to recommend best

value for money solution for organisation.

Level A

Works with outside contractors to agreed/set service delivery standards. Obtains customer feedback.

Fully understands contractual obligation.



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Ensures duties are appropriately carried out and all information is appropriately recorded and analysed.

Acts to help or serve clients, focusing effort on discovering and meeting their needs.

Level B

Manages contract efficiently and effectively. Ensures customer feedback is fed into service delivery

agreement.

Develops and monitors appropriate working relationships with contractors. Uses monitoring systems to

identify variance in service level and takes appropriate corrective action.

Undertakes comprehensive tendering process before awarding contract.

Level C

Negotiates effectively both inside and outside the organisation. Draws up implementation plans with

contractors.

Maintains research into competitive suppliers. Periodically reviews existing contracts to ensure value for

money criteria is maintained.

Anticipates, delivers and evolves. Maintains contacts even when no projects are on the go, to develop

long-term relationship.

Works well with other operating companies of Hagemeyer as appropriate on common clients.

Gives appropriate level of service to the value of the account, makes the client feel valued.

Ensures smooth running of client accounts, keeping abreast of any work commissioned by clients and of

any changes/movements in client company.

Level D

Develops and recommends policy on contract management. Recognises/identifies strategic use of

external contracts, ensures that arrangements are consistent with longer-term corporate goals.

Recognised as the expert on contract management. Analyses the value of client account and the pro’s and con’s of the relationship.

Keeps a watching eye on the progress of client accounts and co-ordinates, ensuring that clients given the

appropriate account handling team, resourcing client needs as appropriate.

Negative Indicators

Has few or poor monitoring systems in place. Contracts fail to meet required standards.

Fails to take corrective action as standard slip below required level.

Negotiates weak deals or conversely negotiates too hard resulting in service levels either below client

expectations or impossible for suppliers to deliver.

Little or no feedback from customers as to whether contract is meeting requirements.



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3.1 Achievement and Results Orientation

Displaying a strong desire to achieve results, and has strong sense of urgency, setting stretching targets and working hard to achieve challenging goals. Makes best use of own and others skills.

Level A

Carries out role to standard as directed. Agrees stretching targets and works consistently to achieve

them. Responds to requests rapidly and follows up.

Remains focused, provides a thorough, comprehensive, credible service.

Consistently meets targets/objectives, is proactive and motivated; works hard and takes pride in work.

Level B

Perseveres to overcome obstacles and look to recover from setbacks.

Accepts the need to review performance against business objectives to improve results/services. Takes

responsibility for own actions and willing to be judged on results.Provides accurate, quality results first time. Seeks clarification of targets to achieve results, is able to co-

ordinate activities and resolve problems. Copes well with the unexpected.

Seeks and acts upon feedback from customers/clients.

Level C

Manages a number of personal and team tasks to completion, effectively manages periods of sustained

pressure on self and team.

Ensures value for money from external suppliers/service providers. Actively finds ways to implement

quality initiatives. Monitors compliance of delivery against agreed quality standards.

Level D

Proactively identifies and pursues new opportunities.Provides accurate forecasts and sets appropriate budgets.

Sets and agrees both short and long-term objectives, and helps others focus on requirements/standards.

Is able to articulate/visualise structure.

Analyses and evaluates previous plans before compiling new plans.

Takes on new corporate goals and devises effective functional/departmental plans.

Accepts and responds to all challenges.

Is able to explain variance/trends in business demands.

Level E

Helps others focus on results that must be achieved. Will commit significant resources to reach a

challenging goal while taking actions to minimise the risks.

Sustains superior performance, relates all activities and decisions to business needs and strategy.

Identifies long-term business or technological opportunities. Sets entrepreneurial goals, developing or

acquiring something new, critical to maintaining or raising market position.

Negative Indicators

Loses interest; leaves projects unfinished and is easily distracted. Blames others/passes the buck.

Accepts mediocrity as the norm. Makes excuses for why things can’t be achieved.

Fails to achieve minimum standards of targets, continually misses deadlines.

Takes on more that he/she can handle, does not deliver what he/she says.

Sets unrealistic plans/objectives. Unaware of targets and how they are to be achieved.

3. Interpersonal Competencies



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3.2 Confidence, Resilience and Self Awareness

Extent to which a person demonstrates self-confidence in the business environment. Degree to which thisis shown in terms of direction, drive, self-confidence and conviction that a good job will be done, thereby

giving others reassurance. The ability to stand up for what one believes is right. Individual is clear and in

control, states own position strongly.

Level A

Demonstrates and transmits confidence in low-risk situations.

Able to re-prioritise workload. Seeks assistance from other members of the team or manager as to best

course of action.

Level B

Manages stress sufficiently to maintain an air of confidence consistent with continued good performance.

Puts own case strongly, has confidence in judgement.Remains effective in face of adversity or setbacks to plan. Looks for alternatives and solutions. Calm and

controlled when under pressure. Responds positively in most circumstances.

Level C

Actively tries to generate confidence in others by demonstrating conviction and faith in the business,

products and self.

Unwilling to accept situation is lost, looks to find compromise solutions with customer. Takes

responsibility to make sure revised plan happens.

Anticipates setbacks and manages situation in order to limit possible damage. Reviews reasons for

setback in order to avoid similar situations occurring in the future. Uses own resilience to motivate

others to make positive contributions.

Level D

Consistently inspires confidence by transmitting personal confidence and energy to others in all

situations, whether simple or complex, even under stress and in face of difficult circumstances.

Flexible and customer responsive in face of adversity where a number of customers are affected.

Presents ordered action plan to achieve win:win situations. Maintains control and is able to calm

colleagues across the business when company is under extreme pressure or suffers serious setback.

Negative Indicators

Arrogant, portrays a conceited or superior attitude. Puts on an act of bravado to cover feelings.

Shy, lacks confidence in front of others. Fails to participate in-group situations. Low self-esteem. Tacitly

accepts views of others.

Liable to become angry or moody under pressure; as such impacts on the performance of others.Finds it hard to cope with setbacks. Gets too involved. Unable to step-back and review. Likely to panic

under pressure. Finds it difficult to re-organise if priorities are changed. Gives in too easily; fails to

recognise negotiating tactics.

Loss of control in pressured situations; lacks focus to regain initiative or to counter criticisms and

arguments being put forward.

3.3 Negotiating, Influencing, Persuading

Able to gain agreement or acceptance for ideas or action plan through influence, persuasion or negotiation.

Looks for win:win solutions.



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Level A

Provides clear information in a logical order.Relies on facts to support recommendations. Able to stress benefits of a course of action.

States views with confidence; prepares arguments carefully.

Level B

A good advocate for Hagemeyer’s business. Presents self positively to others. Maintains good relations

with internal and external contacts.

Researches and prepares case thoroughly, is clear about the objective and remains focussed. Checks the

facts and negotiates from a sound base.

Presents a rational and credible case including the commercial benefits. Has a win-win approach.

Establishes rapport and diffuses tension.

Expresses own view point assertively. Listens to others points and uses this to develop own argument.

Level C

Handles difficult questions and situations effectively, able to think on his/her ‘ feet’.

Knows when to make concessions. Checks consensus; does not assume it. Defends argument and

responds to challenge. Gets others to see/understand alternatives.

Provides accurate advice and creative solutions. Tests understanding by use of open questions; finds out

main objectives. Acknowledges concerns of others and seeks to provide solutions that satisfy all parties.

Advises and influences others to find solutions to meet recurring problems.

Level D

Inspires confidence in colleagues and in Hagemeyer externally. Keeps up to date with external events

and developments that could have an impact on Hagemeyer. Fosters good external relations and acts

with integrity towards key organisations. Develops and uses contacts to trade information and gainsupport.

Leads/chairs meetings to achieve clear purpose through seeking opinions, addressing concerns, winning

commitment to agreed action.

Looks to gauge opinions before formal presentations. Focuses discussions on areas of common interest.

Able to agree compromise which gives win:win situations, able to present case in most attractive light.

Tough will not concede points unnecessarily. Diffuses potentially difficult situations.

Understands the organisation’s culture and works within it and to influence it.

Answers difficult questions without prejudicing the Hagemeyer’s position/image.

Level E

Influences direction of business, builds cross-functional strategies. Seeks out key decision makers.

Seen as visionary; able to persuade others to try out radical solutions. Seasoned - senses when others

have reached their limits. Strong, will not back down unless necessary.

Actively networks as widely as possible to promote Hagemeyer, using every opportunity to widen

network of contacts.

Lobbies people or organisations to find common solutions with the aim of advancing Hagemeyer’s

profile or business.

A key player who is sought out internally and externally for his/her views and expertise and who has the

credibility to influence at senior level.



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Negative Indicators

Insensitive - not good at judging the reactions of others, and cannot see other person’s point of view.Too tough - leaves nothing for the other party. Deals have a “sour taste”.

Weak; concedes point unnecessarily and is not committed. Lacks resilience in the face of opposition.

Fails to nurture useful contacts and misses opportunities through not being up-to-date.

Causes friction with other departments or organisations. Too internally focused.

3.4 Teamwork

Achieves results by working with others. Able to collaborate effectively across different functions/areas in the

organisation. Appropriate style and approach to leadership - involves others and demonstrates support.

Leads by example, gains respect from others through merit rather than status.

Level A

Willingly provides cover so workload is evenly distributed, willingly answers other people’s telephones,

takes enquiries, participates and contributes ideas for the team.

Willingly shares knowledge within the team, listens to the views of others, shows enthusiasm for the

team and is a team player.

Understands, focuses and delivers on team objectives/customer goals; pulls own weight.

Demonstrates willingness to work with others to achieve own business priorities and takes on clearly

defined responsibility for team effectiveness when requested and supported.

Level B

Cares for individuals and is supportive. Gives clear direction and leads from the front whenever

necessary.

Is approachable and supportive; actively listens to others’ views.

Motivates and makes others feel valued. Gives praise/credit when due.

Level C

Gets out and about, is visible and accessible in the role, gets to know individuals in the team, keeping a

finger on the pulse of their activities.

Fosters effective team working by involving all team members and adopting the appropriate leadership

style to achieve the team’s goals.

Sets tasks for team members to achieve current objectives and co-ordinates their activities effectively.

Organises all resources efficiently and effectively. Effective in managing and motivating people in team

activities. Promotes the team and its reputation within the wider organisation.

Distinguishes effectively between what should be done by others and what one should do oneself.

Empowers others by delegating all appropriate tasks and other responsibilities to them. Will obtainpersonnel, resources and information for the team so that its practical needs are met.

Level D

Demonstrably supports team decisions. Clearly communicates company strategy and objectives and

keeps team informed.

Monitors performance and gives constructive feedback. Addresses poor performance. Is fair, consistent

and unbiased in managing staff.

Sets objectives and personal development plans; ensures staff have the necessary skills. Encourages

learning and opportunities to apply skills.



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Encourages open communication to promote good morale and co-operation within team.

Level E

Ensures that others buy into the corporate goals, agendas and mission. Ensures that team tasks are

completed.

Recognises the impact can have on others and consciously seeks to adopt behaviours and develop

processes that optimise team performance.

Recognises different levels of competence in others and uses this to maximise individual/team

performance. Identifies and prioritises future skill and development needs.

Level F

Dynamic, inspirational leader. Orchestrates events and opportunities to pull the team together. Is

admired and recognised as a role-model for leadership behaviour.

Takes a strategic perspective, striving at all times to understand the longer-term direction of the business.

Communicates a compelling vision that generates energy, enthusiasm and commitment to the team.

Resolves conflicts and does not avoid tough issues or decisions which impact the team.

Generates succession plans, builds cross-functional teams.

Applies clear, consistent standards but allows freedom to change.

Negative Indicators

Can’t help/won’t help, ignores needs of others; uncooperative, will not participate. Loner, self interested.

Disinterested in team customer/objectives; unwilling to share responsibility.

Works towards own agendas, blames others, does not share information/knowledge.

Does not give time to the team; avoids and fails to support the team. Fails to keep team informed or

give feedback.

Sees own perspective as the only one and right one. Fails to understand the nature and extent of the team’s work.

Dumps work on others. Feels threatened by developing others; blocks development.

Does not trust team and takes the credit for others ideas/views.

Always looks for faults and only gives negative feedback. Tells staff off in hearing distance of others.



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A G / C O M P E T E N C Y F R A M E W O R K / F E B R U A R Y 0 2 / V E R S I O N 1 .

Hagemeyer (UK) Ltd

Yardley Court

11-12 Frederick Road

Edgbaston

Birmingham

B15 1JD

Tel: 0121 455 9727

Fax: 0121 454 0948

Documents

Competency Framework Booklet