NEWCASTLE UNIVERSITY SUCCESS FACTORS - .performance” The Success Factors in ... The Success...

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Transcript of NEWCASTLE UNIVERSITY SUCCESS FACTORS - .performance” The Success Factors in ... The Success...

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    NEWCASTLE UNIVERSITY SUCCESS FACTORS For administrative and support service areas

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    NEWCASTLE UNIVERSITY SUCCESS FACTORS

    What is a Newcastle University Success Factor? Success Factors are attitudes and behaviours that result in effective job performance The Success Factors in this booklet describe the most important behaviours for all staff across administrative and support service areas in the University. These behaviours (or competencies) have been identified through our research as being those that make the biggest difference in performance, focusing on how a job is done.

    Why have Success Factors been introduced? The Success Factors have been developed to support one of the key University strategic aims of: the development of high quality support services which will enhance the academic administrative partnership in leadership and management The Success Factors will help us achieve this aim by providing a clear and agreed description of the types of behaviours that are associated with effective performance. They provide a benchmark or standard that can be used by individuals and managers for development purposes and managing performance. The Success Factors provide a consistent approach to standards of performance, expectations and descriptions of effective and less effective behaviour across all administrative and support services jobs and areas.

    Advantages of using the Success Factors The Success Factors will help individuals, managers and the organisation as a whole by: improving the recruitment and selection process clarifying requirements of a role in terms of behaviours helping to set clearer aims and objectives to focus on (addressing how to do something as well as what to do) highlighting an individuals strengths and current potential helping to focus workplace performance on the organisations vision and values focusing learning and development plans

    How the Success Factors will be used Success Factors will be used within; the recruitment and selection process the PDR process training and development

    How to use this booklet There are 12 Success Factors, grouped into 4 clusters. Each individual Success Factor has a brief definition and then 3 levels of effective behavioural indicators and 2 levels of less effective/negative behavioural indicators. Behavioural indicators are descriptions of observable behaviour that you see when someone is doing their job.

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    This booklet can be used as a reference guide.

    You may also wish to consider using this booklet as a communication tool when discussing effective/less effective behaviour with others.

    It is anticipated that, with the benefit of more experience, the University will be able to refine some of the indicators.

    Please note that the behaviours are designed to be selected for their greatest relevance to any one individual or particular role. Thus they are not prescriptive not all will be used by everyone. It may be that only 3 5 of the behaviours appear to be core to any particular role. It is these which are therefore most relevant to any individual when considering HOW best to perform their role.

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    SUCCESS FACTORS CLUSTER

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    SUCCESS FACTORS CLUSTER

    Looking to the Future Thinking strategically Has the ability to see the big picture, to think strategically and to manage complex problems and issues.

    Embracing change Recognises the need for change and is forward looking. Promotes the benefits of change to others and regularly comes up with new ideas. Has the willingness to adopt new ways of working and to make improvements.

    Gathering information Gathers a broad range of relevant information from internal and external sources making this information widely available. Uses information to gain competitive advantage.

    Inspiring others

    Communicating Uses clear, concise and accurate communication, tailoring the approach accordingly and encouraging a two way communication process.

    Influencing Persuades, convinces and influences others in order to achieve results and gain support.

    Projecting confidence Projects a positive attitude through personal confidence and enthusiasm in order to achieve organisational success. Inspires the trust and confidence of others.

    Working together

    Developing talent Motivates and develops self and others to achieve high performance. Demonstrates a positive approach to developing skills and general performance.

    Team-working Works collaboratively with others, plays a positive role in teams and establishes and grows relationships across the organisation where different skills, expertise and opinions are valued.

    Understanding others Understands colleagues, students and other key stakeholders.

    Taking responsibilty

    Planning and organising Manages time and resources by prioritising and organising effectively.

    Finding solutions Generates a range of viable options and decides on an appropriate course of action that best fits organisational and area goals.

    Delivering services Works continually towards achieving success through understanding and meeting or exceeding the expectations of the area, the University, students, colleagues and other stakeholders.

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    LOOKING TO THE FUTURE

    Success Factor Thinking Strategically

    Has the ability to see the big picture, to think strategically and to manage complex problems and issues.

    What you need to demonstrate to be more effective

    Uni

    vers

    ity Creating strategy across the University Creates and develops University strategy

    Identify appropriate structures for making the strategic vision a reality Comfortable working at a complex level; multi-disciplinary and multi-site considerations,

    School/Service/Faculty/University priorities and conflicting demands Develops objectives and KPIs that ensure that the key aims of the area and the University are

    achieved Works relentlessly to create a cohesive organisation

    Oth

    ers

    Driving strategy in your area Sees the bigger picture Able to create a vision for own area and explain how it fits in with the overall strategic vision of

    the University Recognises and analyses the dynamics of problems and issues. Understands and makes sense of complex or conflicting data and different perspectives of

    stakeholders and University areas/faculties/etc Works through the implications of situations in order to identify the most appropriate way

    forward in order to meet strategic goals

    Sel

    f

    Understanding key aims in your team Understands the key aims of own area and how it relates to own job and responsibilities Thinks about the mission and vision of the University and implications in day to day work Identifies key issues in own work Understands and is sensitive to wider organisational priorities Uses analytical techniques to break down complex problems into component parts Anticipates obstacles and thinks ahead to next steps

    What less effective looks like

    Ineffective performance Internally focused; only interested in meeting own areas goals Looks too short term when problem solving Works only from own perspective

    Negative impact Allows initiatives to be developed and implemented that are at odds with the University

    strategy and own areas key goals Cannot understand implications of own work in wider strategy/University business Prevents others from forming broader concepts/strategies citing irrelevance; inability to

    understand connections

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    LOOKING TO THE FUTURE

    Success Factor Embracing Change Recognises the need for change and is forward looking. Promotes the benefits of change to others and regularly comes up with new ideas. Has the willingness to adopt new ways of working and to make improvements.

    What you need to demonstrate to be more effective

    Uni

    vers

    ity

    Initiating change across the University Takes the initiative to ensure future success of the University and area/ function by presenting

    new ideas and approaches Promotes and actively drives change at organisational level Creates momentum for continuous improvements

    Oth

    ers

    Driving and supporting change in your area Accepts the reality and requirements of change as part of achieving organisational goals Is able to achieve change at individual and functional level Reviews and revises plans to meet with changing circumstances Is supportive of others during change Develops and implements new ideas

    Sel

    f

    Making improvements in your own role Comes forward with new ideas and concepts Anticipates change and prepares for it Accepts change and runs with it Willing to experiment, enterprising in approach Builds on others ideas and suggestions Willing to change ways and policies in light of new information

    What less effective looks like

    Ineffective performance Always sticks to tried and tested ways constantly seeking stability Threatened by change Does not actively look for ways to improve

    Negative impact Focuses on what is wrong rather than what is right in any new situation Blinkered to new ideas and ways risk averse Displays reluctance to get to grips with new technologies and techniques Is resistant to change and causes friction within the team Dissuades others from making improvements citing difficulties in implementation

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    LOOKING TO THE FUTURE

    Success Factor Gathering Information

    Gathers a broad range of relevant information from internal and external sources making this information