Human Resources

Competency Framework Guidance

General guidance is provided on using the framework

Using the nine competencies

The competencies are not prescriptive. This is because the framework has been designed to be flexible enough for use with a diverse range of staff across all the University’s support services.

A caveat to the attitudes and behaviours described for each competency must be ‘where appropriate to the role’.

The behaviours which are ‘core’ to a particular role are the most relevant to an individual.

Options are:

  • All the competencies and the behaviours within each competency apply to the role.
  • All the competencies and some of the behaviours within each competency apply to the role.
  • Most of the competencies and most/some of the behaviours within each competency apply to the role.
  • Some of the competencies and most/some of the behaviours within each competency apply to the role.

The extent to which competencies and the associated behaviours apply to any one role can be identified from the job profiles, by line managers and individuals themselves. The overall purpose of the framework is to provide a transparent, and as coordinated an approach as possible, to leadership development and people management across the University.

Many of the competencies will also provide a helpful framework for academics in leadership and management roles.

The assumption is made that behaviours identified for grade 6 staff also apply to grade 7 staff, and behaviours identified for grade 7 staff also apply to grade 8 staff and so on, even if these behaviours are not repeated in the higher grade descriptions.

Using the four levels of performance

  • Level A - excellent performance
  • Level B - good solid performance
  • Level C - still developing in the role
  • Level D - not yet demonstrated

It is unlikely that anyone is excellent in every competency and behaviour. Most people will be at different levels for different competencies, with strengths in some areas and a few areas for development. Performance issues may arise in a small number of cases.

Evaluation of the level at which people are working may be through self-assessment but normally would be through discussion with line managers, and by gathering relevant evidence. The overall levels provide an indication of how well someone is performing in the role.

Annual Reviews

The following guidance is for using the Leadership and Management (Competency) Framework in Annual Reviews