Emirates Competenancy

7/29/2019 Emirates Competenancy

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The Competency Framework

Document Summary

As well as being measured against a set of annual objectives an individual will also be assessed against a setof competencies which define the behaviour and skills required by an individual to achieve the objectives. Thecompetencies required to perform a job are identified at the point a job is created and these automaticallybecome the competency set which an individual will be assessed against during the annual review process.This document lists the competencies available for selection and provides guidance on the selection of thesecompetencies.

Table of Contents

1 INTRODUCTION TO THE COMPETENCY FRAMEWORK ...........................................................................2

2 WHAT DO COMPETENCIES LOOK LIKE? ......................................................................................................3

3 HOW TO SELECT COMPETENCIES ................................................................................................................3

4 DELIVERING RESULTS ....................................................................................................................................5

4.1 CUSTOMER SERVICE ORIENTATION................................................................................................................. 54.2 INITIATIVEAND COMMITMENTTO ACHIEVE......................................................................................................... 64.3 ATTENTIONTO DETAILAND QUALITY............................................................................................................... 7

4.4 ORGANISINGFOR RESULTS........................................................................................................................... 85 PEOPLE FOCUS ...............................................................................................................................................9

5.1 TEAMWORK............................................................................................................................................... 95.2 EFFECTIVE COMMUNICATION........................................................................................................................ 105.3 INFLUENCEAND NEGOTIATION...................................................................................................................... 115.4 INTERPERSONAL ABILITY............................................................................................................................. 12

6 IMPROVEMENT ORIENTATION .....................................................................................................................13

6.1 ADAPTABILITYAND INNOVATION.................................................................................................................... 136.2 CONTINUOUS LEARNING............................................................................................................................. 14

7 EXPERTISE .....................................................................................................................................................15

7.1 PROFESSIONALISM..................................................................................................................................... 157.2 BUSINESS AWARENESS.............................................................................................................................. 16

8 PROVIDING DIRECTION ................................................................................................................................17

8.1 LEADERSHIP............................................................................................................................................ 178.2 PROBLEM SOLVINGAND DECISION MAKING .................................................................................................... 198.3 STRATEGIC THINKING................................................................................................................................. 20

The Competency Framework Page 1 of 20


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1 Introduction to the Competency Framework

The Competency Framework is a tool to recognise and assess how individuals achieve results. Usingcompetencies ensures:

a) assessment is objective, clear and as accurate as possibleb) a close match between the job and the person recruitedc) constructive feedback is given to develop or focus the individual on areas to improve

The Competency Framework can be used as a "shopping list" to help managers and supervisors recogniseboth effective and less effective behaviour against the definition and give feedback to staff that is both specificand objective.

Competencies are defined in many different ways depending on what the organisation wishes to emphasise.The Emirates Group definition is as follows:

A competency is an individual's ability

a) to apply personal attributes, professional skills or knowledgeb) to achieve a standard of performance which contributes to the goals of the Emirates Group

Under the first point, the key word is apply. A manager may believe that an employee has ability in a particulararea but you must be able to see and describe examples of behaviour which demonstrate that the individualuses that ability in the workplace. Competencies might be a mixture of one or more attributes, professionalskills or knowledge e.g. adaptability is partly an innate quality (you are born with it) and partly a learned one(events and people in life may teach you to be more/less adaptable). However, no matter what we are talkingabout - skill or knowledge - behaviour is the only thing which is observable and thus allows an assessment tobe made as to an individual's level of ability.

Under the second point, reference to 'achievement of a standard of performance' suggests that competenciescan be measured against a baseline, and that an individual's level on a certain competency can be rated. Asfor contributing to the goals of the Emirates Group, the examples of behaviour that have been included in thecompetency framework are those which also reflect the values of our organisation. These have been chosenas the key behaviours for all staff. These types of behaviours are considered necessary for the future successof our business and what we as employees need to aim for.

The above is a broad definition of the concept of a competency. There were many suggestions throughout theorganisation for qualities that might be included as competencies. Flexibility, attention to detail, even basicintelligence were some of the recommendations but how was it decided which ones would contribute to thecorporate framework?

There are several characteristics that make a competency clearly recognisable. A competency must be:

a) Observable - an observer (a manager, supervisor or a colleague) must be able to see the behaviour.For example, loyalty is difficult to observe whereas attention to detail is more easily demonstrated.

b) Measurable - you must be able to measure it against a standard set of behavioural characteristics.c) Coachable - an individual should be able to develop with the right training or support. Basic intelligence

is therefore not a competency, as it does not improve over time. It cannot be developed."Communication Skills" can improve and as such is one of our competencies.

d) Critical to the success of the individual and corporate performance - this is likely to be different for everycompany. For example, a highly competitive marketing-based organisation might have market &competition awareness as a competency. The Emirates Group has chosen others such as continuous

learning which is more appropriate as well as critical to the company's future.



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Our Competency Framework covers all jobs within the Emirates Group and includes 15 competencies. Anotherorganisation's competencies will probably look quite different. Some organisations have only 10 to 15 whileothers have more than 50.

2 What do Competencies Look Like?

Our competencies are clustered under five areaswhich were created to link in with our CorporateValues.

The clusters suggest what are consideredimportant characteristics for the continuedsuccess of the Emirates Group:

1. Delivering Results

2. People Focus3. Improvement Orientation4. Expertise5. Providing Direction

Each cluster has several competencies attached to it and each competency is divided into the following parts:

The Title The name of the competency

The Definition The corporate definition of the competency reflects its meaning

Behavioural Indicators Behaviours which can be observed as an indication of a person'srating - high or low - on a particular competency. The behaviouralindicators for the competencies are further classified under fourdifferent levels (Individual, Supervisory, Management & Leadership)to indicate the different degrees of expertise required in variousroles

Less EffectiveBehavioural Indicators

These are not necessarily the direct opposite of EffectiveBehavioural Indicators, and hence are not strongly negative. Thepurpose is to lift average performance to a higher level ofachievement rather than focus only on poor performers. Thesebehaviours highlight specific areas of difference between aconsistently superior performer and an individual who may be

performing adequately but still needs development andimprovement on a particular competency

3 How to Select Competencies

The exercise of selecting competencies is a little like choosing a car, the basic objective is the same - to choosea means of transport to get from A to B - but everyone has different needs and preferences. Within theEmirates Group, this means that some competencies may be critical in one department or for one position butnot necessarily for another where a different set of competencies from the framework may be more appropriate.Each job can be defined in terms of six essential competencies i.e. the key areas of behaviour that an individualneeds to demonstrate in order to be considered "successful" in a particular role. Ideally people may need tohave more than six competencies. Practically speaking, assessing a person on more than six competencies

would dilute the effectiveness of Recruitment or Performance Management. "Best practice" tells us that thenumber of essential competencies for a job should not exceed six.



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Let us go through the steps of selecting the 6 essential competencies of a job.

Step 1 Read the Job Description and focus on the key accountabilities. Make sure you

understand the whole job and the challenges and difficulties of the role.

Step 2 Review the Competency Framework and jot down all the competencies you feel mightapply. Don't worry if the list is more than six at this stage.

Step 3 Read the detailed definition and behavioural indicators for each of the short-listedcompetencies. Be sure to think carefully about the Emirates Group definition of thecompetency rather than your understanding of the meaning of the title of thecompetency. This is also important to maintain consistency across the organisation.Sometimes the title of the competency may seem critical to the job, but it is thebehavioural indicators described that need to be matched to the job description andfocus. As you read through the indicators, ask yourself "Is it reasonable to see this

level of behaviour from an individual in this specific role at this grade?" You will quicklylearn which competencies are appropriate. Work through each competency in thisway until you reduce the number to six.

Step 4 Once you are satisfied with your short-list you may like to discuss it with your ownmanager or the HR Business Support representative for your area.

Step 5 While you are developing a proposed list of competencies for a role, the jobholder, ifhe can participate, should also be working through the same process. It is critical thatyou agree the competencies with the jobholder rather than simply handing them down.

An illustration of each competency and the behavioural indicators attached to it follows:



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4 Delivering Results

4.1 Customer Service Orientation

Definition: Discovers the needs of internal and external customers and strives to deliver services and products to meetthese needs.

Individual Supervisory Managerial Leadership Behavioural Indicators

Acts as an "advocate" for customers within the organisation; follows up onfeedback to ensure long-term, fundamental service improvements areimplemented.Takes a lead in striving for service recovery where customer has aserious, unresolved complaint or problem.

Acts as an "advisor" for customers by offering several options and

discussing the pros and cons; helps the customer to make the bestdecision.Considers the impact on customer as a key factor in any decision.Actively seeks feedback from customer rather than waiting for complaints.Plans available resources with the customer as the key priority.Is receptive to the needs of internal and external customers, determiningthose and meeting these where possible.Empathises with customer complaints by pacifying them; investigates theissues, identifies the source and correct problems promptly.

Explains reasons behind decisions to customer; offers alternativesolutions where practical.Rapidly establishes rapport by being friendly, cheerful, patient and polite.Is confident and competent in delivering the product or service to thecustomer to standard required.

Takes a personal interest in and listens to, the needs of the customer, andmeets these where practical - goes beyond the normal requirements ofthe job where needed.When problems occur, is understanding, calms the customer andpersonally corrects problems quickly.Builds trust and confidence in customers by following through and doingwhat has been promised.Anticipates the needs of the customer and responds promptly toquestions.Puts knowledge to maximum use and focuses on the details of service tosatisfy customers needs to the best of their ability.

Responds rapidly, clearly and politely to customer requests (internal andexternal).Is receptive to feedback to minimise/eliminate errors to produce a highquality service.Always considers the effect of their actions on the customer.Demonstrates a timely completion of assigned tasks, to the standardrequired.

Less Effective (Less of This) Behavioural Indicators:

Allows customer complaints to escalate before providing a proposed solution

Uses rules and procedures as excuses for not satisfying customers

Jumps to conclusions without listening; provides solutions before fully understanding requirements or problems

Fails to recognise internal customers as customers

Is submissive to customers; goes out of the way to satisfy their needs without considering organisational objectives or thebottom line

Raises expectations of customers; makes promises that cannot be kept



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4.2 Initiative and Commitment to Achieve

Definition: The tendency to act in a self directed way, by taking action before being directed or forced by events; to seizeopportunities, probe for in-depth information and deliver significantly more than the minimum required, whilst protectingsafety, health and long - term productivity.


Looks beyond precedent and invites suggestions from within and withoutThe Group to strive for constantly improving processes and products.Takes action to protect the long term productivity of their team byexploiting opportunities to minimise workplace stress.Recognises and supports, formally and informally, proactive actions andideas from the team.Seizes the opportunity to improve organisation wide performance byachieving greater co-operation, integration and alignment with other

departments.Critically evaluates team and personal performance.Consistently sets an example by striving to achieve high standards.Recognises improvement opportunities and proactively exploits andenhances them to the maximum.Regularly monitors performance against targets and goals and providesdata to illustrate strengths and areas for improvement.Maximises available opportunities to enhance long term productivity ofself and others, by recognising and seeking to relieve workplace stress instriving for of life balance.

Sets and monitors achievable yet stretching objectives and targets forself.Demonstrates resilience, even when faced with initial setbacks andbarriers to achievement.

Goes beyond the defined role to tackle issues as a means of increasingoverall effectiveness.Is proactive by exhibiting high personal energy and getting things done.Investigates and follows up to find alternative ways around obstacles.

Plans and completes work without waiting to be prompted to do so.When faced with problems, proactively suggests solutions.Takes actions and decisions as appropriate, without constantly referringto the boss.Demonstrates a can do attitude to meeting challenges.


Restricts work to the formal boundaries of their role; follows instructions

Plans and carries out work only when prompted to do so

When faced with problems waits for others to provide solutions Highlights obstacles as excuses for not achieving objectives, rather than proactively attempting to overcome them

Always refers decisions to their superior; avoids taking a stand on issues



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4.3 Attention to Detail and Quality

Definition: The ability to consistently produce error free output; concerned with maintaining high standards of accuracyand quality.


Acts as a role model in promoting quality.Establishes and reviews approaches and methods to ensure qualitystandards are exceeded.Highlights examples where detailed and quality outputs have led tosuccess.Can adopt a helicopter approach by adjusting altitude as appropriate down to the detailed level and up to survey the big picture.

Ensures that policies and procedures are being followed.Regularly conducts spot checks to maintain standards.

Avoids jumping to conclusions and making assumptions by taking time tolisten and probe for the details.Does not lose sight of the big picture by focussing exclusively on thedetail.Provides specific and detailed feedback on the work of others to improveoverall quality.

Probes for clarity on expectations, roles, deadlines, and tasks beforeaccepting a new task.Sets up and maintains efficient and effective systems of informationstorage and retrieval.Raises concerns about quality and suggests means of improvement.Makes the time to plan effectively to ensure all required work iscompleted on time and to the standard required.

Reviews own work to minimise / eliminate errors and omissions in orderto produce high quality work.Plans work down to the last detail.Follows tasks through to ensure that all assigned work is completedwithin deadlines.Ensures that quality standards are met, even when quantity of workrequired is also challenging.


Exceeds deadlines due to taking extra time to produce work output

Misses detail and makes errors in over enthusiasm to complete work

Jumps to conclusions and makes assumptions, thus missing key points

Goes into an inappropriate level of detail, without tailoring the message to the audience

Is content driven rather than process driven; loses sight of the big picture in the detail

Works in an unstructured and unsystematic manner, often missing important points



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4.4 Organising for Results

Definition: Translates objectives into practical and achievable actions by prioritising, planning, co-ordinating and managingresources to deliver results in a quality, timely and cost effective manner.


Considers the balance of benefits and costs/risks of undertaking a courseof action before endorsing it.Focuses on ensuring the scope of a project does not become unwieldy orconflict with other plans.

Identifies the critical path; what needs to be done, how, by whom andwhen.Establishes relevant interdependencies and details how these can bemanaged.Accurately matches resource inputs to required work outputs.

Can retain an overview of the overall objective without focussing only onthe details of the current task in hand.Anticipates potential problems or opportunities and plans for contingentand takes preventative action.Reviews the potential success of a project or task against objectives andbudgets.

Re-prioritises and adapts to changes in the work requirements withminimal disruption to deadlines.Realistically assesses effort required to complete a task or project.Plans for quality control checks before completing an activity.Monitors progress, establishes milestones and follows up to ensure thatwork is completed as per schedule.Plans to use all available resources, other people, expertise, ITequipment, etc, to the optimum to achieve the objective.

Structures a logical approach to work that ensures transparentaccessibility of information, e.g. filing systems.Acquires a clear understanding of systems and procedures before takingaction.Plans ahead, produces and revises a plan of work in which tasks areprioritised and actioned to meet requirements.Ensures that problems are identified and any changes in plans are clearlycommunicated.


Manages by crisis; responds to changes or setbacks only as they occur

Continuously works beyond regular hours, irrespective of workload

Reviews a project plan at irregular intervals; does not fully consider contingencies

Allows the scope of the project to expand beyond its initial objective in an unauthorised manner



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5 People Focus

5.1 Teamwork

Definition: The ability to work with and support others as part of a team, both within and across functions, and understandthe need to work together to create an environment of co-operation, trust and mutual responsibility.


Acts as a role model by creating an environment that promotes trust and co-operation.Promotes cross-functional and cross-departmental teamwork by highlightingthe benefits to the organisation as a whole.

Discusses plans, strategies and problems with own team and with otherdepartments.

Talks frequently about the importance of considering other departments aspart of the overall team.Facilitates open discussion between conflicting parties and keeps the focus ofconflict resolution on long term, overall interests of the organisation.

Reviews successes and failures by providing feedback to own team and otherdepartments.Seeks to involve others in new areas of work.Gives credit and recognition to the work of others.Positively communicates decisions to all affected.Strives to remain impartial when dealing with conflict.

Provides constructive criticism and suggests ways to improve overallefficiency.Adapts approach to the situation and culture of other team members.Willing shares knowledge, information, ideas and experience to assist others.Welcomes individuals from other cultures into the team and encouragesinteraction through a common language.Moderates own personal objectives for the overall gain of the team.


Presents ideas and suggestions of other team members as ones own

Retains new and valuable information which could be useful to other team members

Confines working relationship to hierarchy / peer group; avoids working interdependently with other team members

Often dominates the team, suppressing quieter members



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5.2 Effective Communication

Definition: The ability to convey a message, verbally or in writing, to both individuals and groups, actively listen to theresponse and successfully hold their attention to achieve the desired impact.


Makes time for effective communication to ensure that standards, prioritiesand future direction are shared effectively with those concerned.

Structures written work and presentations to ensure that the informationneeds of the audience are met within the given parameters.Uses a variety of tools and techniques, e.g. presentation software,humour, participation, etc, to ensure that an audience is engagedthroughout the delivery of a presentation.Answers questions in a knowledgeable manner; takes a positive approachto negative or critical questions.

Encourages two way communication by asking questions and listeningto the responses.Prepares reports and written work in a concise and structured manner.Stresses the key information in a message, written or verbal byhighlighting the key points.Moderates the tone, language and content of the message to the needs ofthe recipients.Confirms an easy understanding of written documents or presentations byasking a third party for feedback.Makes use of own body language and appearance to communicate apositive attitude.Listens appropriately to unspoken or partly expressed feelings of others,e.g. by responding to non- verbal cues from others.

Fully familiar with operation of any communication equipment to be used e.g. telephone, PC software or audio-visual equipment.Communicates clearly and concisely, avoiding misunderstanding,ambiguity or jargon.Confirms the message has been understood by seeking feedback.Listens carefully and avoids interrupting to fully interpret the messagebefore responding.


Interrupts others; does not listen to their full communication

Uses the same level of language for all kinds of groups, often resulting in confusion and misunderstanding

Uses jargon when presenting unfamiliar matter to the audience

Waits for the audience to respond, rather than actively elicit

Underestimates the time required for a presentation and questions



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5.3 Influence and Negotiation

Definition: Uses appropriate personal style to gain acceptance or agreement to an idea or plan; changes others opinionsby effective persuasion.


Applies appropriate influencing styles for different groups; e.g. peers, staff,managers, bosses.Uses anecdotes, humour and personal experience in addition to logicalreason to support arguments.

Varies approach to appeal at both rational and emotional levels.Identifies and uses common values or aspirations as a key influencingstrategy.Considers alternative methods of influencing when the initial approach isnot successful.

Strives for commitment by highlighting the specific benefits and thedisadvantages of adopting an alternative approach.Prepares likely timing and sequencing of negotiation by clarifying openingposition and minimally acceptable outcome, and the points in between.

Seeks to understand the personal and business motives of others to buildrapport and use as an input to determining a negotiation strategy.Is prepared to compromise where necessary to reach agreement.Seeks a win win outcome by persuading others to adopt a course ofaction by offering them incentives and guaranteeing certain benefits.Rehearses influencing and negotiating in advance, on own or with others,to clarify objectives and prepare likely counter arguments.

Relates honestly to others and openly expresses feelings in order to buildtrust and confidence in own abilities.

Responds to verbal and non-verbal cues of others.Shows enthusiasm and interest through body language and appearance.


Spends insufficient time probing and investigating others motives before planning a negotiation strategy

Uses authority to bend rules and regulations; reminds others of own status / level in the organisation

Adheres rigidly to own point of view

Makes promises that cannot be kept



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5.4 Interpersonal Ability

Definition: The ability to use a wide range of behaviour to establish and maintain productive working relationships, e.g.through diffusing conflict, having a network of contacts or exhibiting a sensitivity to the needs of others. This includes whereothers come from different cultures and backgrounds, having different values, beliefs and expectations.


Facilitates open discussion between conflicting parties in order to reach amutually acceptable conclusion.Takes the time to visit relevant departments and businesses to fullyunderstand their needs, strengths and areas for development, as well asto be visible both locally and internationally.

Contacts network members regularly to maintain relationships; sharesinformation as appropriate.Uses tact and diplomacy to manage inter departmental and intra

departmental conflict.Attends appropriate social functions and conferences where current andpotential contacts are likely to be present.Responds to the needs of a number of individuals simultaneously.

Takes time to follow through with contacts.Exercises tact to ensure confidential information is not divulged.Uses tact and diplomacy to resolve conflict within the department.Helps others through difficult situations and asks for assistance whenfaced with their own difficulties.Proactively probes to find out cultural differences; seeks clarifications.Observes cultural patterns to adapt approach to the culture concerned.Uses a high level of self control to deal with own emotional responses.Works to find areas of common interest with others and develops theseareas.

Adapts own approach to the needs of the other person.Remains impartial when dealing with others; listens to the arguments ofboth parties.Shows awareness, tolerance and sensitivity towards cultural differencesby moderating own cultural behaviours.Handles awkward or difficult individuals by managing emotions andchoosing words carefully.Includes individuals from other cultures into the group and encouragesinteraction through the use of a common language.


Interrupts others; does not listen to their full communication

Uses the same level of language for all kinds of groups, often resulting in confusion and misunderstanding

Lets conflict escalate before taking action Does not readily share contacts, even if they might be useful to others

Remains in own office a majority of the time; conducts meetings in own office rather than visit others

Interacts with others selectively usually only with those of the same race and culture

Jumps to conclusions without attempting to understand and appreciate differences in cultural behaviours



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6 Improvement Orientation6.1 Adaptability and Innovation

Definition: The ability to change ones own approach to work effectively with a variety of individuals, groups or situations,including the conception and implementation of original ideas to develop and improve processes, products and services.


Consults and constructs teams of people to generate ideas.Uses tools and techniques to stimulate others creativity.Takes appropriate risks in pursuit of improvements and supports others indoing so.Builds on healthy debate as a tool for driving through organisational

improvement and advancement.Talks positively about flexibility and the need for change.Benchmarks within and without the organisation and industry to stimulateideas for change.Supports the change process by encouraging others to take ownership ofdriving it forward.

Uses problems and difficult situations as a means of initiating change.Recognises and exploits opportunities by moving quickly to implementchanges in own area.Proactively initiates change in the workplace to achieve improvements inquality or efficiency.Questions traditional thinking in order to initiate new perspectives.Evaluates ideas for practicality and feasibility.Uses different styles and approaches, as needed, to be effective with

different people and circumstances.Develops ideas and thinks through to an innovative conclusion.Builds on information and ideas provided by others.Improvises effective solutions when faced with ambiguous and difficultsituations.Organises the work and reviews priorities of self others to meet changingneeds.Takes into account external environmental factors when planning anapproach.

Admits mistakes and learns from past experience.Organises own work and reviews priorities to meet changing needs.Recognises the merits of views or positions different from their own andincorporates suggestions into working practices.Remains responsive when plans and requirements are constantly

changing.


Prefers tried and tested methods to solve problems, rather than to think of new and innovative solutions

Is over reliant on past experience; does not think laterally

Adopts a wait and see attitude, instead of championing the change

Focuses heavily on the risks rather than the opportunities in a new approach

Is uncomfortable when working in undefined areas where procedures have not been clearly established



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6.2 Continuous Learning

Definition: A strong personal commitment to self-development reflected in establishing and enhancing a high level ofexpertise and knowledge related to your functional area that adds value to the quality or quantity of your work.


Is sought out by others for advice and guidance.Looks outside of the organisation to gather accurate and usefulinformation to improve products and services and respond promptly toindustry changes.Works to establish sources of reliable data and sorts this according toneeds.

Has personally established on-going systems, approaches or habits forinformation gathering through professional memberships, literature andcontacts.

Uses expertise and knowledge to expand and develop further services orto make recommendations for further improvements.

Identifies the skills and knowledge required for the future and takes stepsto develop these in self and others.Actively seeks professional development opportunities, both inside andoutside the organisation.Volunteers for assignments that contribute to individual learning goals.

Seeks opportunities to work with others of diverse backgrounds,experience and viewpoints.Utilises knowledge to maximum effect to satisfy customers needs.Answers questions of technical knowledge readily and accurately, withoutreference; otherwise knows where to refer.Sets clear personal development targets focussing both on behavioural

and technical enhancements.


Over emphasises the importance of professional development at the cost of work priorities

Sticks to current area of expertise rather than broadening experience

Prefers to cover up mistakes instead of seeking feedback for learning

Does not independently pursue new information and opportunities for development



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7 Expertise

7.1 Professionalism

Definition: Strives to follow a clear code of personal, business or ethical values so that individuals, situations or issues arehandled with integrity.


Reviews and determines the ethical standards expected from self andothers.

Highlights areas in self and others where there is a shortfall againstagreed values and takes action to reinforce develop improvements instandards.

Walks the talk, by acting as a role model and personally committing tothe standards expected of others.Acts to support the safety and dignity of colleagues and customers bygiving feedback on the behaviour of others.

Treats others how they would expect to be treated themselves.Delivers what is promised, when and how it is promised.Respects and protects the safety and dignity of colleagues and customers.


Applies theoretical knowledge to a work situation without testing relevance and applicability

Avoids a challenging debate

Does not follow through on agreements reached or promises made



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7.2 Business Awareness

Definition: The ability to understand the inter-relation of financial performance, customer satisfaction, the expertise ofemployees and the efficiency of internal procedures, along with the formal and informal decision - making process affectsthe performance of our own and other organisations.


Recognises unspoken organisational constraints; what is and is notpossible at certain times in certain positions.Understands the industrys/professions/economys informal structures;identifies key decision-makers and influencers.Addresses the reasons for on-going organisational behaviour involving theunderlying problems, opportunities or political forces affecting theorganisation.Benchmarks financial data against outside comparisons.

Understands the organisations informal structures; identifies key decision- makers and influencers.Works behind the scenes to lobby support for a new venture.Prepares budgets, allocating resources in the most effective way toachieve objectives and targets.Understands the roles of various external stakeholders and how theyimpact business decisions.Sets and monitors clearly defined and realistic, but stretching objectivesand targets; takes corrective action when financial results are belowbudget or over budgeted.

Uses corporate language and style for maximum effect.Takes into account political influences on decisions.Understands the departments informal structures; identifies key decision -makers and influencers.

Performs cost benefit analysis considering both long term as well asshort-term benefits for all significant expenses to support a course ofaction.

Understands the role their performance, and that of their department playsin contributing to the success of the organisation.Can relate the current performance of the Group.Is conscious of cost implications of every action and seeks ways to reducecosts wherever possible.


Over emphases the cost impact without also considering quality or timeliness

Incurs expenses without a clear business case or approved budget

Prepares budgets by passively accepting past norms; does not fully analyse or consider alternative approaches

Jumps into volatile organisational situations without recognising power relationships or key decisions makers Fails to understand key industry trends or external influences on the business



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8 Providing Direction

8.1 Leadership

Definition: Encouraging and motivating people to achieve high standards and meet organisational objectives by activelydeveloping team member's skills and knowledge, providing constructive feedback and creating an inspiring vision.


Clarifies the direction in which the organisation needs to move.Communicates a realistic picture of future plans so people know what hasto be done and why.Gains commitment from stakeholders, colleagues and team members.Promotes vision and change through influence and personal example.Empowers individuals to achieve results, and develops an environment

that facilitates the sharing of ideas and enables change.Partners with individuals to find out how they want to be managed andwork together.Uses appropriate situational leadership style depending on individualability and the task or goal to be accomplished e.g. directing, coaching,supporting, and delegating.Recognises the use of planned delegation as a powerful tool for individual,and organisational development.Delegates whole tasks, empowering individuals to take responsibility fortheir actions and outputs.Acts as employee performance champion and motivator by recognisingand rewarding excellent performance of individuals.Encourages and facilitates individual development by actively seeking andemploying development methods that match individual needs and goals.

Challenges individuals to set goals and work to achieve them.Reviews progress at agreed intervals to ensure timelines and standardsare met.Prefers a coaching approach to managing performance and solvingproblems, to gain commitment.Delivers balanced, owned, objective and specific feedback in behaviouralrather than personal terms.Expresses positive expectations for future performance.Distributes work equitably and according to the abilities of individualswithin the team.Arrives at decisions by consensus, where appropriate, to gain team trustand commitment.Identifies own leadership strengths and acknowledges areas fordevelopment.

Encourages feedback from others to facilitate self-development.Leads by example. Displays behaviours that reflect the desired way ofdoing things.Guides and directs new staff, setting clear goals and standards.Encourages others to complete tasks on their own, but provides supportand assistance when required.Communicates performance expectations to all members of the team, andmonitors to ensure results.Gives balanced feedback to others that highlights both strengths andareas for development.Treats all team members fairly and equally, without preference or bias.Praises positive performance, and addresses poor performance.


Takes good performance for granted and points out mistakes as the only means of giving feedback

Exclusively focuses on the achievement of immediate objectives, rather than developing staff for long-term gains



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Relies exclusively on controlling leadership styles to maintain personal power and makes excuses for not developing

individuals

Regards training and development to enhance performance as a luxury, a digression from "the real work"

Delegates only routine tasks, while retaining the new and challenging ones Takes independent decisions and expects the team to follow instructions without questioning

Takes credit for the work of others but passes blame for failures or difficulties

Avoids admitting own mistakes or limitations



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8.2 Problem Solving and Decision Making

Definition: The ability to take a balanced, logical view to break complex issues into their component parts, recognisepriorities and weigh up different options in order to judge the best course of action


Takes the impact of decisions on all relevant stakeholders into account.Rigorously probes the rationale and process used to arrive at a decision,approach, solution or recommendation.Follows a logical, systematic process for researching and evaluating newventures.

Actively seeks out and evaluates information, analyses the facts fromdifferent angles and chooses the best option.Uses sound judgement to anticipate potential implications of all decisions.Balances and considers the benefits and the risks of a particular course of

action.Analyses all of the options available, using a rational unbiased approach,before selecting the most suitable one.Monitors trends, using past data to forecast future trends and to assesscurrent needs; investigates reasons for changes in trends.

Uses a balance of quantitative and qualitative factors as supportingevidence.Judges the degree of consultation required to gain commitment to thedecision or solution proposed.Analyses and presents information in a logical format.Maps out complex sequences to provide greater clarity.Strives to collect and validate data for evaluation of current situation.

Accepts responsibility and accountability for own decisions and is able to

explain the rationale behind them.Identifies areas of uncertainty and asks questions to ensure completeinformation is available.Uses judgement to decided when to make a swift decision even in theabsence of all necessary information, particularly where this has an impacton customer service.Breaks down tasks and issues into a number of smaller steps in order toorganise each part systematically.


Takes decisions without fully considering long term consequences

Is selective when considering alternatives before taking a decision

Jumps to a cause or an alternative without considering all the factors when solving problems or making decisions

Tries to consider all options and accommodate all points of view resulting in poor or delayed decisions



20/20

8.3 Strategic Thinking

Definition: The ability to see high level patterns or relationships between complex situations; being focused on the long term, big picture issues, as well as the day to day business.


Recognises and shares patterns that are not obvious to others.Identifies useful connections amongst complex data from potentiallyunrelated areas.Takes a global, long term view of issues, rather than a provincial, short -term view.Identifies other businesses with the potential to build synergisticrelationships for long term organisational benefits.

Analyses the strengths, weakness, opportunities and threats of situationsand develops long term approaches and objectives based on these

findings.Generates and test hypotheses or explanations for a given situation criticalto long term planning.

Applies and modifies learned concepts, models and methodologies tospecific situations.


Considers issues from a narrow perspective; plans without considering the overall impact on the organisation

Keeps up to date in own area but does not actively seek out information form related areas, businesses or industries

Handles issues without considering past experience and trends

Does not seek to align own strategy to that of the team / organisation


Documents

Emirates Competenancy