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Competency VP

VP

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36 views

Competency VP

VP

Uploaded by

Godson
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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Our competency

framework
AVP - VP

In this document, youll find descriptions of the five


competencies which form our Selection and Assessment
Framework. These are underpinned by the Barclays
Capabilities, which describe the skills our colleagues need to
achieve our goal of becoming the Go-To Bank.
You will be assessed against 3-5 of these competencies, and
youll be told before your interview which these are.
Our competency framework (AVP - VP)

1. Leadership skills
Leads by example, builds strong relationships, motivates and inspires people. Takes
accountability for own development and supports others through sharing knowledge
and honest two-way feedback.

What does this look like?

CAPABILITIES BEHAVIOURS

Developing others Makes fair and accurate judgements about team members
performance and works with them to put in place development goals
aligned to these.
Creates opportunities and experiences through which team members
can improve their skills and capabilities.
Coaches and supports team members to develop and improve their
performance.
Retains key talent in their teams by providing stretching and
rewarding development opportunities.

Enabling high Sets stretching targets for team members that align to the areas
performance goals and priorities.
Instils trust and belief in team members to perform, providing space
and supporting them to take measured risks and exceed
expectations.
Sets high performance standards, acting as a role model and driving
the performance of their team.
Monitors on-going performance and standards across their team,
recognising success and proactively addressing underperformance.
Our competency framework (AVP - VP)

2. Business skills
Applies analytical reasoning and judgement to solve problems, employing appropriate
resources to drive continuous improvement and innovation. Makes informed transparent
decisions and considers the broader implications. Takes ownership for decisions that
impact your area.

What does this look like?

CAPABILITIES BEHAVIOURS

Driving continuous Encourages their team members to question established processes


improvement and and suggest areas for improvement.
innovation Encourages their team to benchmark and seek inspiration internally
and externally to identify areas for improvement and innovation.
Promotes continuous improvement, enabling breakthrough
innovations as well as incremental improvements.
Helps their team in converting ideas into pragmatic and viable
solutions that uphold ethical values.

Defining and Helps their team understand the reason for change and how this
executing change aligns with business priorities.
Ensures that all team members understand the rationale for change,
providing additional support to individuals as needed.
Translates change into meaningful and logical steps and provides
others with the necessary information and resources to make it
happen.
Drives change forward by embedding it in a systematic and
organised manner across their team.

Commercial decision Actively supports their team in maximising the effective use of time,
making resource and budget management.
Ensures systematic problem solving by their team where options are
evaluated and decisions align with the values.
Ensures their team understand the requirements and perspectives of
stakeholders and integrate it into their understanding of complex
situations.
Adapts to changing requirements, re-prioritising and changing
course as necessary, supporting their team in making any necessary
changes.
Ensures the teams decisions are made with consideration of the
short and long-term impact on key stakeholders
Our competency framework (AVP - VP)

3. Interpersonal skills
Effectively communicates and influences different audiences using suitable channels for
achieving clear outcomes, consensus and conflict resolution. Takes initiative to
effectively partner and collaborate across the organisation and externally to drive
performance.

What does this look like?

CAPABILITIES BEHAVIOURS

Building self-insight Encourages others to reflect on their behaviour to develop an


accurate understanding of their drivers, strengths and development
areas.
Shares open and honest insights with team members to help them
build their self-awareness and understand their impact.
Helps team members maximise their personal effectiveness by
coaching them in how to play to their strengths and work on their
weaker areas.
Challenges their team to apply their self-awareness to influence
others and drive action.

Building relationships Leads by example by promoting trust and respect in all relationships.
Builds a wide network across the business and externally, leveraging
this to benefit the work of their team.
Actively seeks to understand a range of perspectives and opinions,
incorporating these to create a way forward.
Draws on a range of techniques to influence others, adapting
approach to the audience and circumstances.

Working Facilitates cooperation within and between teams, creating


collaboratively opportunities for sharing and learning.
Promotes a two-way understanding of different teams goals,
challenging to drive cooperation, improvement and support.
Ensures their team understand how their personal goals align to
their area and customer/client objectives.
Ensures their team have clear roles and responsibilities and
encourages personal and team accountability.
Our competency framework (AVP - VP)

4. Control environment
Proactively identifies and monitors risk. Takes accountability for mitigation by
understanding risk drivers, escalation and careful adherence to the banks policies,
procedures and practices.

What does this look like?

CAPABILITIES BEHAVIOURS

Building an effective Understands the importance of strong awareness of the framework


Control environment within which the bank manages risk and supports team members in
understanding it.
Understands the risk appetite for the work done by the team,
evaluating key decisions with due consideration of risk and control
and ensuring that the root cause of loss/risk events is addressed.
Helps colleagues to understand their responsibility for risk and
control and how they should identify and escalate concerns.
Supports an environment that encourages effective loss/risk event
escalation, rewarding staff for doing the right thing and escalating
breaches.

5. Technical skills
At Barclays we have a hugely diverse range of opportunities, and each unique role
requires different skills. Part of your interview will be dedicated to the role specific skills
youll need.
Our competency framework (AVP - VP)

Community banking only


Within Community Banking, the technical skills questions could be aligned to any of the following:

TECHNICAL CAPABILITY BEHAVIOURS

Communicate Understands the Go to vision, brings it to life and makes it relevant to


& Influence colleagues day to day roles.
Ensures their team receive all relevant messaging at the right time, and
that they are understood.
Adapts their communication style including choice of words and stories
to make it relevant for the individuals and create emotional engagement.
Takes time out to understand individual personal preferences to ensure
they influence in a way that matters to the individual.
Can own difficult messages, displaying empathy and judgement.
Talks plainly, avoids jargon and makes messages as simple as they can be
for customers, colleagues and stakeholders.
Proactive in promoting interests of customers demonstrates they own it
for the customer and encourages team members to do the same.

Digitally Savvy Uses knowledge of the digital climate to positively impact and grow their
business and communities.
Actively uses technology as part of their self-development and drive the
same in their teams.
Demonstrates clearly they have built the confidence of colleagues and/or
customers in engaging with technology.
Uses digital as a means to create efficiency, capacity and ease.
Seeks out external best practice and pushes the boundaries on digital
innovation.
Applies their knowledge of the existing and emerging digital and social
trends and proactively shares this information to grow their community
or network.
Demonstrates that they are actively using technology as part of their
self-development and drive the same in their teams.

Planning Uses own time effectively and delegates to others appropriately,


& Organising coordinating activity by taking a helicopter view.
Is able to communicate plans in a way that results in a clear focus on
delivery.
Allocates and moves around resource, prioritising customer service levels.
Plans how to deal with peaks and troughs in workload over time, such
that colleagues feel there is a structure around their work.
Engages colleagues to help them understand both the short term and
long term priorities and the part they can play.
Understands the benefits of resource planning and workforce scheduling.

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