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BASELINE ASSESSMENT TOOL

AN EMPOWERED TEAM MEMBER WOULD


T1 Seek out opportunities to learn more, get
feedback and broaden experience

T2 Readily share own know-how and skills with


those less experienced

Consistent
ly Exhibits

Consistent
ly Exhibits

T5 Make sure the customer knows theyre


important, finding ways to add value

T6 Identify ways to improve the quality or


efficiency of your own service
T7 Work flexibly and cooperatively to support
colleagues and contacts, actively

Rarely
Exhibits

T3 Take ownership of problems, using initiative


to make decisions that move things
forward

T4 Research facts and interpret policies and


principles to resolve problem situations
AN INCLUSIVE TEAM MEMBER WOULD

Sometime
s Exhibits

Sometime
s Exhibits

Rarely
Exhibits

NOTES
I am enthusiastic about taking on new challenges, for
example Karni welfare, NAA module.
I will always take feedback on board and make the
necessary changes, but I can sometimes take things
personally, rather than constructively as they are meant.
Helping new starters to the SUVC with various things
website editing, VBase, processes such as work requests,
room bookings etc.
I have no issues with taking ownership of problems and
coming up with proposed solutions, but when it comes to
acting on said proposals, I can be a little hesitant;
preferring to seek advice before making decisions. This
often boils down to a lack of confidence I need to have
more faith in my own convictions.
As a team we look at the volunteer policies of potential
charity partners and

NOTES
I do this to an extent by offering drop-ins and appointments
on different campuses and helping students where possible
with enquiries that arent necessarily related to
volunteering.
There are however gaps with our approach to customer
service. These issues will be addressed in part when the
office is sorted, but we need to (as individuals and a team)
look at our approach to reception and how we react when
students come into the office in general, in order to create
the most welcoming environment possible.

I am adaptable and open to working flexibly holding


satellite sessions and appointments at different campuses,

contributing to a pleasant work


environment
T8 Build positive working relationships with
others, respecting difference
A COLLABORATIVE TEAM MEMBER
WOULD
T9 Identify information of relevance to others
and ensure they are kept informed
T10Give feedback that is respectful,
constructive and open, whilst showing
respect for different perspectives
T11 Organise your time and workload,
focusing effort on the priorities and doing
what you say youll do
T12 Meet agreed standards and deadlines,
so enabling others to do their part

offering to meet charity partners and potential projects at


their offices rather than assuming they will travel to us and

Consistent
ly Exhibits

Sometime
s Exhibits

Rarely
Exhibits

NOTES

AN EMPOWERED
SPECIALIST/SUPERVISOR WOULD
S1 Share specialist know-how and broaden
others experience and skills, offering
training and guidance
S2 Help others to explore options in new
situations, and so develop their own ideas
and approaches
S3 Give others the information and time they
need to resolve problems in their own way,
respecting their decisions
S4 Develop new approaches to problems,
taking timely decisions or making
recommendations that reflect considered
analysis of options
AN INCLUSIVE SPECIALIST/SUPERVISOR
WOULD
S5 Build dialogue and mutual understanding
with stakeholders/customer
S6 Investigate and implement improvements
to the service offered or standards
achieved
S7 Facilitate and build relationships with
others outside the team, engaging others
and helping to get things done
S8 Create and harmonious working
environment, addressing any interpersonal
issues promptly and fairly
A COLLABORATIVE
SPECIALIST/SUPERVISOR WOULD
S9 Tailor communication to the audience,
context and agenda to help others fully
engage in discussion
S10 Provide regular, timely recognition and
feedback
S11 Plan and communicate own and/or

Consistent
ly Exhibits

Sometime
s Exhibits

Rarely
Exhibits

NOTES

Consistent
ly Exhibits

Sometime
s Exhibits

Rarely
Exhibits

NOTES

Consistent
ly Exhibits

Sometime
s Exhibits

Rarely
Exhibits

NOTES

others contribution to the overall goals,


agreeing clear targets and objectives
S12 Handle unexpected events, helping
others to reprioritise or adapt plans

AN EMPOWERING LINE MANAGER


WOULD
M1 Allow space for experimentation and risk
taking, treating mistakes as learning
opportunities
M2 Identify the level of support and stretch
individuals need to develop confidence
and capability
M3 Support people in their decision making
while holding them to account for timely
implementation
M4 Engage others in resolving the more
complex, broader problems that occur,
building self-sufficiency
AN INCLUSIVE LINE MANAGER WOULD
M5 Network and engage with the
customer/stakeholder to build your
understanding of their wider and long term
needs
M6 Helps colleagues to understand the
perspective and context of
customers/stakeholders and so enhance
the service provided
M7 Draw on the skills, aptitudes, experience
and interest of team members, showing
people they are valued
M8 Make space for different professional
working styles, ensuring everyone has a
sense of belonging
A COLLABORATIVE LINE MANAGER
WOULD
M9 Ask questions, listen, draw out and discuss
the broad range of issues, proposals and
suggestions, building shared understanding
and trust

Consistent
ly Exhibits

Sometime
s Exhibits

Rarely
Exhibits

NOTES

Consistent
ly Exhibits

Sometime
s Exhibits

Rarely
Exhibits

NOTES

Consistent
ly Exhibits

Sometime
s Exhibits

Rarely
Exhibits

NOTES

M10 Seek and provide feedback, ensuring


open communication up, down and across
the organisation and with stakeholders
M11 Identifies how best to deliver operational
requirements and targets using the skills of
team members to full effect
M12 Coordinates a range of people and
resources, clarifying conflicting prioritise
and reallocating resources when
circumstances change

AN EMPOWERING SENIOR LEADER


WOULD
L1 Inspire others to take chances, do more
and be more, bringing out the best in
people
L2 Identify future organisational requirements,
matching these with individuals
aspirations and potential
L3 Enable decisions to be made at the right
level, removing complexity or red tape
L4 Provide the strategic context as a
framework for empowered problem solving
AN INCLUSIVE SENIOR LEADER WOULD
L5 Make time to explore trends, new ideas and
development to improve stakeholders
experience of the Union
L6 Scope new ways of working to improve the
relationship/service for stakeholders and
partners
L7 Act as a role model for team work with
internal and external stakeholders at a
leadership level
L8 Manage group and organisational dynamics
to ensure everyone can contribute to their
best
A COLLABORATIVE SENIOR LEADER
WOULD
L9 Demonstrate and encourage truly open
communication and dialogue at all levels
L10 Ensure issues are addressed and timely
action is taken at an organisational &/or
individual level in response to feedback
L11 Clarify the overall goals and vision for the
future, providing direction to enable
integrated operational planning
L12 Manage the balance of skills and resources

Consistent
ly Exhibits

Sometime
s Exhibits

Rarely
Exhibits

NOTES

Consistent
ly Exhibits

Sometime
s Exhibits

Rarely
Exhibits

NOTES

Consistent
ly Exhibits

Sometime
s Exhibits

Rarely
Exhibits

NOTES

within and across teams to ensure


achievement of strategic goals