Is a channel for effective communication and sharing of information. Demonstrates active listening, and successfully communicates key messages with impact, and in a variety of settings

Level 4

• Asks strategic questions to get to the root of complex problems
• Skilfully mediates conflict situations creating win-win scenarios
• Establishes and maintains information networks across Hospital/Health Services sector nationally and internationally
• Enables a culture of open communication to maintain a climate of trust and honesty, involving top down and bottom up communication.
• Takes a strategic approach to communicating across the organisation, nationally and internationally
• Communicates ideas, vision and information clearly and convincingly in a manner that is sensitive to wider issues.
• Designs communication strategies for the organisation, internally and externally
• Attends Senior meetings and actively cascades appropriate information to their Managers and teams in a timely manner
• Promotes a culture where successes are championed and publicised, and where mistakes are learned from, and learning shared

Level 3

• Opens up communication channels through implementation of tailored systems and processes
• Creates a culture of open communication to maintain a climate of trust and honesty
• Adopts a range of communication techniques as appropriate to explain complex information
• Facilitates two-way communication between conflicting parties
• Delivers presentations to groups with confidence and credibility
• Supports ideas with appropriate research and information to persuade others
• Uses appropriate jargon free language
• Actively shares team/department successes and changes to Central Communication champion, with a view to sharing this information across the Hospital
• Tailors the content and method of communication to their audience’s level of expertise
• Promotes the sharing of learning across Departments and Disciplines
• Facilitates others to use open and effective communication to minimise confusion and to ensure that the team are working together for the same purpose

Level 2

• Keeps key people informed, sharing information in a timely and open manner
• Actively listens, accurately reflecting back what was heard
• Delivers presentations to small groups on their area of expertise
• Documents important/relevant communications
• Patiently explains things to others when asked
• Clearly and confidently articulates ideas and opinions and their underlying rationale
• Draws on a variety of communication methods to fit situation/ circumstances
• Communicates with others in a way that builds consensus
• Respects others’ views, in particular those of Staff of different grades and those who hold different posts
• Takes active steps to ameliorate communication on their team
• Attends and encourages others to attend Staff Update Sessions as run from time to time on a given topic

Level 1

• Shows empathy when handling delicate or sensitive issues
• Listens openly, using questions to check for understanding/avoid misinterpretation
• Is aware of professional boundaries
• Knows when, how, and whom to contact on various issues
• Communicates effectively in English language, both written and spoken, as appropriate to job requirements
• Respects confidentiality
• Knows when to talk and when to listen

The ability to co-operate and collaborate with others, and take an active role within a team, sharing information and ideas as well as responsibility for actions and results

Level 4

• Builds joint solutions with organisations from different sectors including community, public and private organisations
• Develops relationships and systems which allows them to manage teams, both directly and indirectly
• Empowers own Managers in the management of their teams by challenging and supporting them
• Insists on the delivery of results of a top standard and quality, from themselves and from Staff at all levels in their Directorate
• Is a Role Model and proactive in building a positive team culture
• Is able to match staff and teams to the complex work of the organisation
• Promotes a culture of excellence in the delivery of the service plan within a governance framework
• Actively drives forward the work agenda with an emphasis on results
• Drives a culture of personal responsibility and accountability. Intervenes where this is not the case
• Is an active and useful member of the EMG and other working groups as deemed appropriate

Level 3

• Is inclusive of key stakeholders when making important decisions
• Addresses team conflict by facilitating team discussions
• Acts as an advocate to bring team issues to other relevant parties
• Embraces diversity; values and uses a broad range of perspectives
• Encourages consultation and collaboration across disciplines
• Chairs team meetings fairly
• Utilises teams strengths and attributes in achieving goals
• Encourages input from all team members and uses diverse values and beliefs to enhance team performance
• Adapts interpersonal style to engage others as appropriate
• Sets ground rules at team meetings; keeps everyone on track
• Tracks progress of own work and that of the team against the expected outcomes. Removes blockers and communicates progress to the relevant groups
• Builds consensus between teams and between disciplines
• Supports the delivery of work through a team focused model of work
• Identifies gaps on the team and addresses them positively and proactively

Level 2

• Proactively develops and nurtures workplace relationships; reaches out, creates rapport
• Is open and approachable to discuss issues
• Is able to give and receive feedback within a team context
• Takes responsibility for delivering on their own results and that of the team where appropriate
• Is aware of their own impact on the team
• Assertively expresses views at team meetings. Listens and absorbs the input of others
• Positively covers the workload of another team member when required
• Is proactive about sharing information and learning amongst the team
• Has a sense of pride in being a member of the team and collaborates actively with their team members
• Lets others know in advance when they can’t meet deadlines or deliver an appropriate level of service

Level 1

• Is tolerant and respectful of diverse values and beliefs
• Helps others; proactively takes on different roles according to the needs of the team
• Is able to express views at team meetings
• Knows when and where to ask for help
• Displays a professional and approachable demeanour at all times
• Is respectful of the needs of others; shows empathy
• Balances listening to others’ ideas with sharing own thoughts
• Is aware of how their behaviour might impact others
• Works hard to not let the team down. Is reliable and dependable
• Is aware of the wider team goal and seeks to deliver on own contribution to this wider team goal
• Is flexible and responsive to the wider needs of the team

Demonstrates an ability to manage a team of direct reports, delegating appropriately to get the best out of staff, and creates joint responsibility for professional development and the highest standards of patient care

Level 4

• Seeks to understand the wider Talent Management process and gets training and support where needed
• Selects and develops Staff according to the strategic demands of the Directorate and wider Hospital
• Engages in a personal and creative way with their Managers to ensure that all Staff in their Directorate are being developed to their full potential
• Drives the OSR process in their Directorate. Reviews, challenges and supports for themselves and others
• Prioritises a culture of personal and professional development and is an open door in this regard. Champions the investment
• Maintains Readiness Charts to track future openings and likely successors
• Champions High Performers and High Potentials. Positively challenges the Lower Performers and provides support
• Ties all HR processes to the Hospital competency framework. Runs reports and takes decisive action
• Keeps abreast of and anticipates staffing resources within departments, across sectors and nationally
• Designs structures and roles within the organisation where staff can develop, appropriately matching Staff to these roles
• Builds annual and strategic plans which incorporate succession planning
• Builds excellent relationships within and outside of the organisation
• Is trained as a Coach and builds a coaching culture

Level 3

• Sets up formal structures/processes to ensure staff involvement in key decisions. Promotes joint responsibility
• Keeps updated with Staff on an informal basis, regularly
• Allocates responsibilities fairly among team members to effectively manage caseloads/workload
• Clarifies individual roles, responsibilities and accountabilities on an on-going basis
• Is objective and seeks and uses data to make decisions, in conjunction with an awareness of the context and using their common sense
• Fully harnesses the power of the OSR system to maximise their Human Potential. Seeks support where required
• Acknowledges contributions; lets people know they are valued
• Agrees performance goals that are clear, challenging, and achievable, and creates opportunities for people to develop
• Maintains an open door policy; listens to concerns of other staff, both personal and professional. Maintains appropriate boundaries and escalates issues as appropriate
• Empowers staff to carry out their responsibilities, according to the needs of the service/Department
• Recognises strengths/limitations of individual team members and delegates appropriately
• Takes action when performance is poor
• Makes consistent and transparent decisions in relation to people, when all options are considered

Level 2

• Monitors individuals’ progress and performance against objectives. Takes corrective action and offers praise
• Is honest and constructive in their feedback
• Supports others, both formally and informally, seeking to develop the skills and abilities of team members
• Agrees performance goals that are clear challenging and achievable
• Takes a proactive stance in relation to their own development
• Demonstrates self-awareness and actively seeks feedback
• Is patient and respectful when imparting new knowledge/information to others
• Shows an awareness of Coaching principles and may Mentor more junior Staff

Level 1

• Is accountable for their own action and inaction
• Shows diplomacy and respect on a consistent basis with staff
• Take personal responsibility for all aspects of their role
• Understands the need to maintain a Patient focus
• Is responsive to their Manager and to all opportunities for development
• Takes own professional development seriously and participates in further training and actively seeks new experience
• Monitors own performance against goals set and actively engages with appropriate other Staff in this regard

Takes ownership and responsibility for own learning and professional conduct at work. Seeks out opportunities to learn and to apply learning. Works towards supporting, facilitating and enabling learning for others, through teaching, mentoring, coaching and formal sponsorship programmes

Level 4

• Drives a culture where multi-disciplinary learning features strongly
• Is active in relevant (professional) bodies to improve and promote relevant knowledge and resources. Crosses disciplines in so doing
• Has Expert specialist knowledge and qualifications
• Drives, shares and responds to new advances in technologies/research relevant to chosen field
• Presents at seminars/conferences nationally and /or internationally
• Mentors, Coaches and acts as a formalised Sponsor to Staff where appropriate
• Acts as a role-model for others in relation to continuous learning
• Promotes education at all levels and is an advocate for St James’s as a modern progressive Teaching Hospital in line with its direct links to Trinity College Dublin and other relevant third level institutions
• Builds a culture of adopting high standards and promoting continuous learning & quality improvement
• Espouses the values of the Hospital
• Contributes to, and influences the development and implementation of relevant national polices and standards. Translates these for use in St James’s Hospital

Level 3

• Is an advocate for the hospital / department by consistently projecting a professional image, promoting the highest standards
• Is transparent; acts with integrity
• Encourages investment in continuous learning, at hospital level and in partnership with affiliated and / or other relevant third level institutions as appropriate, and is a role model for others in this regard
• Demonstrates a track record of effective teaching/mentoring junior staff and is known as a valued resource
• Presents at seminars / conferences
• Uses professional bodies to improve knowledge and resources
• Stays abreast of new technologies/research relevant to chosen field
• Demonstrates and encourages a strong work ethic
• Is active in the Professional Supervision of others in line with professional best practice
• Promotes and supports inter-disciplinary working and associated learning. Furthers same

Level 2

• Acts with integrity and deals with others fairly and consistently
• Builds on one’s own strengths, addresses limitations and learns from mistakes
• Shows professional attitude while pursuing service objectives
• Has ability to build on resilience of self and others
• Responds appropriately to unsafe and/or unprofessional practices
• Looks to achieve personal and professional fulfilment
• Lives the Professional Standards and Codes of Practice as appropriate
• Understands and develops learning opportunities, supervising and mentoring for self and others at the hospital, and in partnership with affiliated and other relevant third level institutions as appropriate
• Operates effectively as part of a multi-disciplinary team

Level 1

• Shows an enthusiastic and committed attitude to work
• Understands own scope of practice, and maintains appropriate and professional boundaries
• Is aware of and understands the need to adhere to hospital and / or professional standards, policies and procedures, relevant to their area of practice
• Demonstrates pride in own profession/role and in their professional appearance
• Adheres to Code of Staff Ethics and Behaviour at all times, including individual professional codes of Ethics where appropriate
• Respects confidentiality and discretion in all Hospital matters
• Is vested in a personal & professional development plan
• Learns quickly and keeps up to date with new ideas, procedures and IT systems
• Is receptive to constructive feedback; acknowledges own limitations and recognises development opportunities
• Demonstrates personal resilience
• Is open to and receptive of the multi-disciplinary learning environment

Understands general hospital environments, in particular has a strong knowledge of St James’s Hospital and how it operates. Is aware of relevant political and environmental factors pertaining to the Health Service in Ireland and Internationally – strives to influence healthcare strategies

Level 4

• Anticipates and manages the impact of the political environment on Health Service/Hospitals
• Ensures the organisation is suitably designed in terms of Directorate structure and internal workings, to allow it to best deliver Quality Patient Care to the Highest Standards
• Identifies strategic priorities – drives the design and facilitates the implementation of plans to deliver on same
• Takes a global view, and understands and takes account of the interdependencies between different Directorates. Puts a key emphasis on building quality relationships
• Is attuned to organisational culture, key stakeholders, and internal dynamics, and acts accordingly
• Influences and promotes national/international frameworks for hospitals, and represents St James’s where relevant in these contexts
• Drives the generation of systems which capture metrics and all relevant data to ensure the Hospital has on-going feedback as to its performance in all areas
• Identifies and drives remedial action where appropriate
• Promotes the positive achievements and shares relevant learning

Level 3

• Is well informed on Health Service trends, nationally and internationally
• Understands how each department contributes to the overall strategic goals – managing information upwards as well as downwards from their service area
• Shares and promotes information relevant to the implementation of the national health strategies relevant to their Service Area
• Keeps abreast of developing technologies and their likely impact
• Balances available resources; ensures that the Value for Money mind set is adhered to
• Understands the national/international frameworks for hospitals
• Develops and oversees the implementation of service plans that reflect the Hospital’s Vision, Mission Statement and Values
• Promotes a Patient Centered culture, with a strong emphasis on quality
• Challenges existing structures and practices with a view to Service optimisation
• Understands how changes in the wider Health sector will impact locally at the Hospital and responds accordingly
• Recognises the evolving nature of Organisational Knowledge and is active in creating, sharing and promoting this

Level 2

• Applies practice that is in accordance with relevant legislation, e.g. Health and Safety
• Supports the application of the Department plans/policies relevant to their position
• Can identify the services that differentiate St James’s from other hospitals
• Uses knowledge of structures within St James’s/Health Services to achieve goals
• Understands how own role fits into the wider Strategic plan for the hospital
• Demonstrates an attitude of being ever ready to take on new challenges and related learning, in the context of a changing and developing organisation

Level 1

• Demonstrates an awareness of practices which are in line with relevant legislation e.g. Health and Safety
• Understands need to apply hospital and/or professional standards, policies and procedures to their area of practice
• Shows knowledge of key characteristics of St James’s, e.g. Vision, Mission Statement, Values
• Is aware of the range of services available at St James’s
• Is familiar with relevant professional bodies/voluntary organisations
• Understands their own role and areas of responsibility. Seeks to build and develop further in this regard.

Whether working for staff, clients or patient needs, demonstrates the drive, flexibility and motivation necessary to consistently meet and surpass expectations. Strives for highest standards of quality and service

Level 4

• Keeps abreast of national and international developments in health through active involvement at national & international networks
• Designs and develops initiatives that utilise best practice and which enable best practice work to get done
• Monitors the quality of services. Seeks reports. Challenges and supports
• Always strives for improvement
• Establishes the highest standards for customer-service, a “high performance” culture
• Invests sustained effort in making significant impact on health Improvement from a strategic level
• Puts own experience and expertise at the disposal of others in the wider health and social care context, for greater good
• Looks at the long term, seeking to leave a legacy of improved health service with enduring benefits for stakeholders
• Liaises actively with QSID and feeds back to them, taking advice and seeking support as appropriate
• Always insists on the best
• Is passionate, driven and motivated to improve Health Services and the Hospital
• Translates legislation and related guidance into policy and practice within the Hospital, that optimises Service and Patient outcomes

Level 3

• Empowers staff to provide quality of service; ensures regular quality audits are carried out and findings are actioned and followed through
• Represents own Department in seeking adequate and appropriate resources for service
• Champions initiatives to improve quality of services
• Is alert to all opportunities for improving quality of services
• Is able to absorb and deal constructively with criticism, seeking support if necessary
• Has a proven track record of getting results
• Ensures patients are provided with a ‘value for money’ service
• Promotes and facilitates multi-disciplinary working
• Supports the local QSID champion to get the Quality agenda delivered on
• Promotes and enables a culture of safety
• Ensures that they and their team/s are clear about the scope of their role, and holds all parties accountable for results and high standards. Drives accountability
• Designs metrics and measurements to capture current standards met/unmet. Takes corrective action and communicates same to all involved
• Involves others in building solutions which promote safer, better healthcare

Level 2

• Utilises research and evidenced based practices when providing services
• Is a self-starter who shows initiative, assumes responsibility for results
• Has patience and perseverance to see things through
• Identifies and removes barriers to realise goals
• Holds self and others accountable for high standards
• Anticipates potential challenges/ complications; is proactive rather than reactive
• Shows resourcefulness, flexibility and initiative in difficult situations
• Understands and respects the rights of service-users. Keeps these always in mind
• Demonstrates compassion and consideration for hospital patients and families and carers at all times
• Attends Quality training and interacts with QSID local champion where appropriate, promoting the Quality agenda

Level 1

• Demonstrates loyalty and commitment to the organisation
• Strives to achieve results in quality and safety
• Is self-motivated to achieve the goals set. Meets and exceeds targets
• Will go the extra mile to get things done
• Demonstrates personally high standards. Is intrinsically driven
• Understands the role of multi-disciplinary teams for patient care/customer-service and quality. Seeks input from others where appropriate
• Understands and respects the rights of service-users
• Demonstrates compassion and consideration to all at all times
• Shows dignity and respect to everyone
• Shows empathy. Is patient- and customer-centred at all times
• Upholds approved protocols, policies and procedures
• Is flexible/adaptable to meet unexpected demands
• Shows attention to detail

Follows a systematic approach to planning and organising caseload and deals effectively with changing demands and priorities. Delegates appropriately to ensure goals are delivered effectively

Level 4

• Plans ahead with vision. Considers Hospital and local Directorate strategic direction
• Knows what they are “planning for”. Articulates same and engenders commitment in others to deliver
• Seeks up to date reports on the delivered workload vis a vis the original vision set
• Develops realistic budgets that are responsive to changing circumstances. Is realistic and communicates and documents shortfalls and likely potential consequences
• Works with Finance Department where necessary, to apply a broad understanding of financial management principals, and other quantitative information to ensure decisions are fiscally responsible and based on overall /approved budget
• Has the ability to objectively balance competing priorities and resources
• Takes calculated risks, based on knowledge, skills attitude, learning and experience to achieve long term service improvement
• Understands the underlying social, political and historical factors shaping local, national and international health services. Utilises this understanding to plan work and schedule resources efficiently
• Ensures that all relevant stakeholders (local community, staff and other agencies) are involved in planning for and shaping health modernisation
• Identifies how current service development fits into the bigger picture for service improvement. Plans accordingly
• Thinks and acts with a long-term, futuristic perspective
• Maintains positive expectations of other stakeholders. Strives to create the conditions for successful partnership working in the long term

Level 3

• Builds and uses extended networks of influence for planning and organising workload
• Develops operational plans which show an understanding of the overall integration of different activities and departments
• Develops operational plans and monitors performance and progress on achieving long and short term goals
• Develops and implements efficient systems and processes to ensure smooth and consistent execution of tasks
• Understands implications and impact of their emotions, both of themselves and others with regard to planning and organising
• Links in with other Departments and Directorates in their planning where appropriate
• Delegates at the responsibility level
• Initiates and manages a system to track the workload of the wider Department
• Communicates expectations with regard to the planning and organising of workload
• Is active in planning for and managing all resources vis a vis the service demands. Escalates expected gaps and shortfalls for remedial action

Level 2

• Prioritises team workload and delegates tasks effectively
• Ensures most effective allocation and use of resources
• Anticipates problems and issues and takes preventative action to address these
• Can multi-task, without losing focus
• Manages competing and changing priorities
• Discerns most important objectives when prioritising
• Consistently plans ahead to meet important deadlines
• Prepares for implementation by ensuring adequate resources are in place
• Communicates with others in relation to the plan, and their expectations of them
• Plans in a realistic way vis a vis resources and time available
• Feeds into team systems and scheduling methods for planning and organising

Level 1

• Does appropriate research when encountering new situations
• Deals with issues in a prompt and timely manner
• Keeps self and workplace organised and tidy
• Utilises established systems and processes for prioritising and delivering on tasks
• Works flexibly to balance individual priorities within the wider context of the team agenda
• Records work accurately and in adherence to standards and procedures
• Keeps lists, tracks progress
• Keeps others updated of progress and blockers

The ability to think critically in accurately defining problems/issues and reason logically through complex and diverse information to forge quality solutions

Level 4

• Has the ability to analyse and evaluate a range of complex information, identify core issues and consider the impact of decisions before taking action
• Shows a strong degree of self-sufficiency, recommending decisions on a proactive basis, while actively suggesting improvements and adapting readily to change
• Recognises the need for integration across multiple change programs and projects that will impact common stakeholders
• Inspires people to contribute to and lead change initiatives
• Takes a system-wide approach and sees connections, risks and the potential for innovation in the wider environment
• Applies and monitors rigorous systems for financial information management, internal audit and evaluation
• Fulfils obligations and accountability for continuous quality improvement
• Adopts a cost/benefit mind set, thinking strategically
• Promotes a culture that results in shared learning from past mistakes
• Investigates multiple routes to decision taking and engages in formal processes to this end where required
• Promotes a solutions focused, team-based culture
• Recognises and identifies patterns and trends when assessing data and situations relevant to their area of responsibility

Level 3

• Develops operating plans that align with strategic priorities
• Implements strategies to achieve operational efficiencies
• Drives for continuous quality and value for money
• Thinks creatively and conceptually on a “big picture” level
• Distils down through complex information to identify root causes of problems/issues
• Anticipates issues/opportunities and implements appropriate measures accordingly
• Assimilates diverse information, making well-informed decisions amidst ambiguity
• Breaks large problems down into smaller, more manageable components without losing inter-dependency
• Thinks short and long term and seeks to understand potential blockers and consequences before deciding finally
• Manages resource allocation efficiently and creatively
• Can postpone decisions where incomplete information is available
• Can take and enforce unpopular decisions, for the greater and longer term good
• Has a can-do attitude and engages others’ commitment, overcoming resistance
• Can take responsibility for bad decisions, learning accordingly
• Engages with workers at the coal face to better understand operational workings and potential problems/solutions

Level 2

• Able to act quickly to address urgent matters
• Is able to make decisions with the information that is available at the time when a decision is needed quickly
• Motivates and encourages others to achieve their goals
• Demonstrates lateral thinking to generate non-obvious solutions to problems
• Is perceptive to underlying subtleties, knowing when not to accept things at face value
• Is able to recognise early warning signs of potential problems and takes pre-emptive action
• Has basic finance and budgeting knowledge and draws on this to make decisions
• Accurately anticipates likely consequences of actions/decisions (both short- and long-term)
• Consults with others to improve decision-making
• Grasps how all decisions (both big and small) might affect other colleagues, Patients, departments or the hospital
• Is solutions focused. Wants to move forward
• Engages with others and provides updates in a timely manner and as appropriate

Level 1

• Demonstrates a reflective approach when dealing with problems, carefully evaluating different options/solutions
• Reasons systematically and logically through issues
• Thinks through the implications of own decisions before confirming how to approach a problem / issue
• Supports views with sound logic and reasoning
• Demonstrates common sense when dealing with everyday issues that arise
• Identifies and uses appropriate sources of information when making decisions
• Asks for help at an appropriate stage
• Does not engage in blame
• Attempts to understand the likely consequences of decisions taken

Shows a capacity to adopt a leadership stance, make an impact, and influences, energises and inspires others in the organisation

Level 4

• Develops, communicates and implements the strategic vision
• Secures commitment from others. Champions action
• Exemplifies organisational values and ethics in personal behaviour, including individual and professional codes of ethics. Is a Role Model for Leadership
• Fosters a climate of transparency, trust and respect internal and external to the organisation
• Knows who the key influencers are and how to go about involving them to shape and deliver change across the wider health and social care system
• Has the required leadership skills and associated vision to lead and manage wide scale change in a complex and changing healthcare environment
• Is able to challenge others in positions of power in pursuit of a specific goal and will always be able to back up their position with a sound evidence base
• Uses effective influencing strategies; multi-layered influencing strategies- ones that will work for the long term and bring about change in modernising the health service
• Identifies how current service development fits into the bigger picture for service improvement
• Demonstrates a strong personal presence

Level 3

• Enthusiastically articulates the service plan
• Espouses core hospital values in everything they do
• Influences others through evidence based arguments that are aligned with strategic priorities
• Is politically attuned, knows when and how to communicate with key stakeholders
• Challenges traditional assumptions and champions new initiatives
• Decisive, can make potentially unpopular decisions after consulting major stakeholders
• Shows skills at negotiating when managing upwards and downwards in the organisation
• Is skilled at dealing with the emotions and concerns of other people, picking up on emotional cues and recognising the power dynamics in a group or organization
• Inspires action in others and the achievement of the operational/change plan
• Takes ownership and leads by example
• Instils confidence in others

Level 2

• Embraces organisational change initiatives, filling structure/roles to support it
• Contributes to the development of an environment where people can develop and flourish
• Inspires commitment and passion in others to accomplish objectives
• Convincingly communicates benefits of change to others
• Shows strong initiative; can work outside of standard protocol when necessary
• Able to follow through on commitments and bring new ideas/initiatives to fruition (at local level)
• Understands importance of getting input and commitment from others when seeking involvement
• Manages own emotions, and those of others in a healthy way, and adapts appropriately to changing circumstances
• Can effectively delegate to more junior staff as appropriate
• Motivates others to act

Level 1

• Leads by example – engenders trust and respect from others and works well in a team
• Is energetic; has a positive “can-do” attitude
• Blends a focus on results with caring and sensitivity for individuals
• Demonstrates an ability to be flexible and change position if required
• Is self-aware and understands how different behaviours may effect and influence others
• Has a positive personal impact in their interactions with others
• Believes in Self and own abilities. Demonstrates strong self-awareness
• Has an internal drive to progress in their caree

Challenges the Status Quo with an emphasis on continuous improvement. Consistently evaluates current practice against best practice models, to ensure optimum service delivery. Embraces change and acts to implement evidence based best practice as appropriate

Level 4

• Is motivated by Change and Innovation
• Drives a culture of Continuous Improvement
• Is open to and actively receptive of ideas for change/improvement. Rewards same
• Takes ownership to challenge current practice and identify areas for improvement
• Develops strategic proposals for change
• Is knowledgeable about change as a process. Defines and articulates a clear plan for change, which involves communication, systems, feedback loops, people management and review
• Researches international best practice for own and related domains and shares findings
• Champions innovation and communicates actively with regard to same
• Uses novel approaches to view a given context from different approaches
• Assesses situational forces that are promoting and inhibiting an idea for change
• Demonstrates a willingness to act against the way things have traditionally been done
• Is willing to take calculated risks based on clear evidence
• Drives evaluation processes which promote quality, evidenced based plans
• Allocates resources to the change programme
• Develops mechanisms to sustain long term change as part of any change programme

Level 3

• Is capable of original and lateral thinking
• Regularly reviews own Department workings/structures/systems against evidenced based best practice. Identifies gaps and escalates or remedies same
• Can effectively evaluate whether a programme for change would be timely and whether sufficient buy-in and resources would be available to sustain it
• Engages with stakeholders to overcome resistance
• Harnesses technology to ameliorate service delivery
• Communicates ideas and plans for change in a succinct and clear manner. Inspires enthusiasm
• Pilots suggested routes and outcomes of change in advance
• Brainstorms with others to promote Departmental and Inter Departmental innovation
• Promotes attendance at Innovation groups
• Establishes team processes that bring together diverse professionals to support common change goals
• Uses IT to help manage the roll out of change
• Supports the ongoing embedding of change programmes

Level 2

• Understands the reasons for doing things a certain way, and challenges them when their use has been outgrown
• Suggests plans for improvements and is willing to take ownership for same
• Researches best practice and actively benchmarks own work practices against same
• Adopts a positive, can-do attitude
• Gets behind any change programme, challenging its reasoning and supporting its implementation as appropriate
• Elicits feedback from team members in relation to change and forwards on same
• Shows creative flair in their given domain of expertise
• Demonstrates innovative thinking

Level 1

• Critiques current ways of doing things in a positive and constructive manner
• Takes time to learn more about current context opportunities and restrictions before suggesting (realistic) changes
• Communicates suggestions for improvement appropriately
• Seeks to understand reasons for change and plays individual part in any change process
• Keeps abreast of new developments within own domain of expertise
• Is energised rather than fearful of change
• Is open to working with others in building joint solutions and in expanding their perspectives