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Contents
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7. Commercial Knowledge and Focus
8. Setting Goals and Priorities
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9. Analysis & Problem Solving
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10. Decision Making 34
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11. Planning and Organising 36
12. Managing and Driving Performance 38
13. Developing Self and Others 40
14. Innovation & Continuous Improvement 42
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As a professional services firm, the success of Lloyds Register rests on the capabilities of its Behavioural competencies or behaviours as they are sometimes referred are effectively the
people which is why Right People, Right Place, Right Time is one of the pillars of our strategy attributes we display as we carry out our work, the how. For instance:
map. Defining, identifying, measuring and developing these capabilities is essential in ensuring
How we communicate
we have the right people in the right place, and to a degree, at the right time.
How we interact and work with others our team and our clients
Capabilities can be broken down into Technical and Behavioural Competencies; to be competent
in a role, a person needs both as demonstrated by their mutual inclusion in the frameworks How open-minded we are to new ideas and ways of working
published by professional bodies as requirements for chartered status etc.
How we plan and organise our work to meet deadlines and targets
This guide will help you to understand what behavioural competencies are, why they are To what extent and how we share our knowledge and expertise with others
important to our business and also how they will be embedded and used in the key people
management and development cycle (see below). How we develop our ourselves and those we manage and lead
You can also find an interactive presentation that overviews and explains the behavioural Values Motivators
competencies and their application on the hub.
It is not always easy to identify and discuss the behaviours that underpin excellent performance,
but we all know when they are lacking or are present. We all have experiences when a service
has been technically right but left us dissatisfied or even annoyed, or the converse, when a
produce or service has not worked, however we have been left satisfied by the way we have
been treated. For example the perfect tasting meal spoiled by the experience that surrounded it.
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Why the new framework and how was it developed? The behavioural competencies (BCs) are grouped into 6 areas of focus, each of which are
important for LRs success, indeed we can assess the health of the organisation or units within it
by evaluating our strength in each area;
Over time, and for historically valid reasons, LR had developed multiple and very different
behavioural competency frameworks (e.g. Global Competency Framework, Marine Behavioural
Competencies, LR Leadership Model), each with some benefits but also limitations. This new
framework has taken the learning and insights gained from these and combined them, along
with benchmarked research, into a single, fit for purpose framework. This framework now
supersedes all previous frameworks.
When developing the new framework we looked to answer the following questions, capture
the learning from previous models and research, and support the vision to unite as One World,
One Purpose, One Team.
What are the positive behaviours that would contribute most to our success?
What are the behaviours that are necessary to deliver on the strategy map/plan?
What behaviours align to our values?
What negative behaviours would impact our business?
What are the behaviours that would differentiate us from our competitors?
What are the positive behaviours that are prevalent in a high performing organisation?
External Focus: Is having industry vision and insight and a deep understanding of our
What behaviours must a person demonstrate to be successful in their role? stakeholder needs ensuring we develop and deliver valued world-class service, ultimately
What are the behaviours that differentiate the good from the exceptional? sustaining the LR Group and fulfilling our mission of adding value to society.
Inputs to the Development of the Behavioural Competencies Working Together: Is about inspiring, empowering, motivating and valuing each other. It means
building and maintaining supportive relationships, respecting diversity and cultural difference,
LR Strategy Map and resolving conflict to create positive, productive, safe and efficient working environments.
One world - One Purpose - One Team.
Setting Direction: Is about providing clarity of purpose, role, priorities and objectives based
on understanding the big picture and the full complexity of the context /environment. It means
planning ahead with focus and personal ownership for the top & bottom line, whilst remaining
true to LRs values and never compromising on safety.
Current Models
Marine Dictionary
Lloyds Register
Behavioural
Delivering Results: Is about taking ownership for and delivering results. It includes developing
clear and robust plans of action and confronting and managing both problems and opportunities
Leadership Model
Core Behaviours Model
Competencies Values as they arise. It means managing and reviewing the performance of individuals, against
expectations, taking corrective action when necessary with timely and sound decisions and
Career pathways
etc Benchmark Research
judgement.
Improving and Innovating: Is about continually challenging ourselves to develop our skills,
The framework was then tested with key stakeholder groups from across LR to gain views and
expertise and capabilities, and to challenge the conventional way of doing things, generating
feedback and validate the final model. As a result this framework summarises the qualities,
new, innovative ideas, products / services ensuring that we maximise our individual and collective
characteristics, attitudes and behaviours that will be key to success in and of LR.
potential.
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There are fourteen Behavioural competencies in the whole framework grouped into the six
clusters described in section 4. In any given role or application, 6-9 competencies will be most Competencies Alignment with the Strategy Map
critical to success; therefore not all fourteen Behavioural Competencies will be relevant for every
role, some being role specific.
The LR Strategy Map is an important framework in guiding our decisions and action and
therefore in developing the competencies framework it was essential that was designed to
address all four pillars of the map. The alignment of the behavioural competencies with each
Cluster Behaviour pillar is presented in the diagram below.
Business Strategy External Focus 1. External Focus
Values
2. Team Work
Step Change in efficiency Right people, right place,
Working Together 3. Inspiring & Motivating Others Drive External Focus Lead Technology Change
& effectiveness right time
4. Communicating & Influencing
External Focus External Focus External Focus External Focus
Professional Expertise 5. Professional Expertise Commercial Knowledge &
Communication & Influencing Decision Making Strategic Thinking
6. Strategic Thinking Focus
Commercial Knowledge &
Setting Direction 7. Commercial Knowledge & Focus Analysis & Problem Solving Analysis & Problem Solving Professional Expertise
Focus
8. Setting Goals and Priorities Managing & Driving Innovation & Continuous
Strategic Thinking Professional Expertise
9. Analysis & Problem Solving Performance Improvement
Setting Goals & Priorities Planning & Organising Communicating & Influencing Communication & Influencing
10. Decision Making
Delivering Results Managing & Driving
11. Planning and Organising Setting Goals & Priorities Developing Self and Others Developing Self and Others
Performance
12. Managing & Driving Performance Innovation & Continuous
Existing Competencies Professional Expertise Setting Goals & Priorities Analysis & Problem Solving
Improvement
Frameworks Benchmark 13. Developing Self & Others
Research Improving & Innovating Managing & Driving
14. Innovation & Continuous Improvement Developing Self & Others Team Work Team Work
Performance
Behavioural competencies will be mapped with levels against each role within each business
Provide thought leadership
stream; key managers and experts for your area, with the support of HR colleagues are in the Retain and grow business with Improve service delivery Retain, develop and recruit the
that drives our service
process of completing this mapping exercise. customers & key accounts processes right people
portfolio
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How Competencies are described/presented in Dictionary For example, Communicating & Influencing would be a relevant competency for an office
receptionist and for a senior manager. However, the way in which the competency would be
displayed and the sophistication and complexity of associated behaviours would be very different.
Each competency has two pages within the dictionary. The first page provides the definition
and explains the relevance of the specific competency to LRs success why it Matters to LR.
It also highlights how each competency links to the related LR Value and provides Key Words These differences are broken down into Competency Levels (from A-E) and illustrated with a
that are associated with the competence to aid understanding and definition. There is a small range of behavioural indicators, making it easier to profile jobs, evaluate individual performance
section which provides ideas on how you can develop the competency (you will find a more and identify development needs. This scale is intended to be cumulative in that if an individual
detailed and comprehensive section on Developing your Behavioural Competencies at the is effectively demonstrating level C behaviours, s/he must also be displaying level A and B
back of the dictionary) behaviours.
Definition
Competency levels do not hard map directly to job grades, however, broadly speaking:
Why it matters
to LR Behavioural
Indicators
with levels
Level E behaviours typically relate to Grade 6 positions
Related Values
Level D behaviours typically relate to Grade 5 positions
Key Words
Level C behaviours typically relate to Grade 4 positions
General
mapping Level B behaviours typically relate to Grade 3 positions
Development to job levels
Ideas Level A behaviours typically relate to Grade 1&2 positions
Negative
Indicators
There will of course be exceptions to the guidance in the table above, and it is anticipated that
some competencies will be required at higher levels in some roles. For example, you might
expect a role in Sales (e.g. an Account Manager) to display a higher-level competence for
Communicating and Influencing, or that a Technical Lead role would require a higher-level
competence for Professional Expertise. If lower level behaviour is required in a given role, this is
not a negative thing it simply indicates that the complexity of behaviour required for that role is
Behavioural indicators and levels more basic.
The indicators are the core of the framework; they describe in detail examples of the behaviours
that are required for LRs success. They are detailed to ensure individuals and managers can have The Framework does include Professional Expertise which describes the level of technical
clarity on what is expected and thus provide greater transparency and objectivity in key processes competence required; detailed technical competencies (skills and knowledge) relating to specific
(performance management, recruitment, promotion, development etc.) roles or functions are contained within the Technical/Professional Career Pathways to which you
can refer.
Indicators are split into two categories, negative indicators and levelled desired / positive
indicators. The negative indicators describe the behaviours that are not acceptable within LR
and if demonstrated need to be addressed through feedback and development.
The positive indicators are broken down into levels recognising that although different jobs may
require the same competency the level of sophistication and complexity in the behaviour can
differ significantly.
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Behavioural competencies come to life within our key people processes (see diagram below). As Manage (including PPP)
an individual and or manager you will become familiar with the competencies as you work with
Clarity of role and expectations is essential for high performance and employee engagement.
them within each of these activities.
This clarity is particularly important when setting and reviewing objectives both in terms
of What needs to be achieved and the manner in which this is achieved (the How). The
Whilst specific guidance on how to apply the competencies will be provided separately with each competency framework provides the basis for real clarity of what is expected against a role and
of these activities / processes the diagram below describes the how and why the competencies removes ambiguity in setting and reviewing the behaviours aspect (the How) of performance.
will be incorporated and used.
Career Planning
Supporting people to develop their careers within LR is critical to our success; ensuring people
Recruit have the opportunity and support to reach their full potential directly impacts our reputation
Promote for expertise and high professional standards. Behavioural competencies are included in many
professional frameworks and we have mapped the LR competencies to ensure they support
progress within the profession. As the competencies are also mapped and levelled against roles
they provide clear guidance on what is required if you would like to move laterally or vertically
within LR. Development towards these is then supported by the competency development guide.
Succession Develop
Behavioural
Competencies Succession
To build and sustain the success of LR we need to ensure we know, and can accurately describe,
what capabilities we need at the different levels of the organisation. We can then plan the
development paths of individuals to ensure we have the right people available, with the right
capabilities, at the right time. The behavioural competencies provide the framework to describe
the required capabilities against the different roles at different levels and therefore provide the
foundations for succession planning. Using sophisticated psychometric instruments etc linked to
Career Plan Manage the competencies we will also be able to more accurately evaluate peoples potential to progress
successfully into new roles.
Recruit / Promote
The behavioural competencies provide clear measures of the qualities we require within a role,
ensuring all those involved are aligned on the key criteria for selection (manager, HR and the
candidate). The competencies also inform and shape the assessment / selection tools we use e.g.
psychometrics, 360 feedback etc. Together these enable us to be accurate and transparent in our
selection decisions and also enable us to provide useful feedback.
Develop
The competencies provide detailed descriptions of what good looks like and therefore provide a
key tool for identifying development needs / gaps in competence either in relation to a persons
current role or the role they aspire to. Together with the development guide the framework then
allows specific and clear development goals to be set which can be supported through a blend of
learning actions.
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Contents
2. Team Work.......................................................... 17
Working Together 3. Inspiring & Motivating Others.............................. 20
4. Communicating & Influencing.............................. 22 External Focus: Is having industry vision and insight and a deep understanding of our stakeholder
needs ensuring we develop and deliver valued world-class service, ultimately sustaining the LR Group
and fulfilling our mission of adding value to society.
Professional Expertise 5. Professional Expertise........................................... 24
Working Together: Is about inspiring, empowering, motivating and valuing each other. It means
building and maintaining supportive relationships, respecting diversity and cultural difference, and
6. Strategic Thinking................................................ 26 resolving conflict to create positive, productive, safe and efficient working environments. One world
Setting Direction 7. Commercial Knowledge & Focus.......................... 28 One Purpose One Team.
Improving and Innovating: Is about continually challenging ourselves to develop our skills,
expertise and capabilities, and to challenge the conventional way of doing things, generating new,
innovative ideas, products / services ensuring that we maximise our individual and collective potential.
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1. External Focus
Anticipates needs and develops the business for the long term
Builds long-term mutually beneficial partnerships with key stakeholders and partners, working together
...is having the insight, ambition and expertise to deliver a valued world-class service; to identify ways in which all parties can develop business
Definition understanding needs and providing focused, expertise based services. This equally applies Inspires the development of an external focused culture across the group
to meeting the needs of internal stakeholders. E Initiates new programmes and strategic changes designed to embrace future technical and environmental
advances as well as anticipated client needs; ensuring LR is a trusted provider of valued, world class
technological and safety assurance services
Uses client and stakeholder feedback and anticipated client technical and operational needs to shape
strategic direction of the business
We have to be trusted to provide exceptional service and value. We need to work as a
team at every level towards one common purpose of health and safety, integrity and Builds an externally focused culture
efficiency. We want to inspire confidence, demonstrate quality and impartiality; Makes significant effort to engage with the wider industry to obtain feedback and to build an
Why it matters
providing the right expertise and the right professional support in every situation. understanding of current and future needs, issues and requirements
Delivering a consistently outstanding service will help us safeguard and grow our Identifies and acts upon potential opportunities for business development with existing and new customer
business with existing and potential customers, ultimately sustaining the LR Group and Benchmarks LR service and safety against stretching industry standards and technical advances
fulfilling our mission of adding value to society. D Initiates improvements to systems, structures and processes to improve the long-term service offered and
meet new client needs
Engages with clients and other stakeholders to pursue mutually beneficial health and safety culture and
Link to Our Values We care, We share our expertise, We do the right thing behaviours
Champions the needs of customers and partners across the industry
Manages senior level relationships with client organisations, championing needs & managing expectations
Trust Relationship Building Develops a deep understanding of need and ensures service excellence
Health and safety Expectations Seeks to understand the true nature and complexities of the customers business
Quality Understanding Uses deep understanding of needs to implement ideas and technical expertise that deliver value as well
Key Words Integrity Delivery as quality
Drive External Excellence Seeks to capitalise on business opportunities available through excellent health and safety management
Focus Reputation Reliability Regularly, and personally, asks key clients about the service they receive and ensures their feedback is
Responsiveness Dependability acted on
Adaptability C Takes action to meet operational and technical challenges and overcome obstacles that prevent
excellent service
Builds sustainable, long term relationship
Shares customer/stakeholder feedback honestly with colleagues across Lloyds Register to highlight
Obtaining and reflecting on feedback from customers about the service they get service issues and hence improve quality and performance including health and safety
Identifying and observing a stakeholder focussed colleague who is a role model Encourages others in the LR team to focus externally
Reading books on quality and service excellence Establishes ways to monitor client satisfaction and implements actions to improve
Development Ideas Observing great examples of client service outside LR and implementing in LR Spots opportunities to develop business with clients
(Also see development Guide)
Adopting different approaches to learn what works for you personally Takes personal responsibility for needs being met
Observe negative behaviours and learn what does not work Asks questions to gain understanding of the clients needs, issues and expectations
Secondment to / working with business development team Seeks to see things from the clients perspective
Demonstrates adaptability in meeting specific client needs
B Ensures client needs are met without compromising on health and safety
Takes full personal responsibility for resolving problems
Proactively keeps the client up to date
Lets people down, fails to keep promises Balances client needs with safety, operational and commercial constraints
Avoids contact with stakeholders Promises unrealistic deliverables Not only answers clients direct questions but attempts to add additional value in all transactions
Fails to listen to or adequately respond Deals with client issues inappropriately
to client needs e.g. by email when a phone call or Delivers good professional service
Fails to address changing needs meeting would be more beneficial Shows an interest in clients and their business
Negative Indicators Maintains professionalism with clients at all times
Makes assumptions about needs Is complacent about customer service
We know best Fails to spot potential business Responds to the immediate, stated needs of clients
Views various stakeholders opportunities for LR A Ensures personal health and safety is not compromised
as the other side Negative body language, tone or choice Follows through on enquiries, requests or complaints
Fails to promote or demonstrate safe of words i.e. in-appropriate style Is trustworthy does what s/he promises to do and takes pride in delivering good service
behaviour with clients Uses questions to clarify clients expectations
Complies with legal and contractual requirements
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2. Team Work
...is working cooperatively with all LR colleagues, clients, partners and stakeholders, building Builds influential external networks
Definition Builds a wide range of influential relationships and contacts across suppliers, partners, stakeholders
strong and effective working relationships based on support, trust, respect and expertise.
and other external organisations and professional bodies
E Champions cross functional working throughout the group and the safety industries
Actively creates partnerships and networks across and beyond LR to create value for the business,
e.g., academia, governments and governing bodies
One world - One Purpose - One Team. No one can operate successfully in isolation. Working
Creates a culture and climate within LR that genuinely values and appreciates diversity
together, building and maintaining supportive relationships, respecting diversity and cultural
difference, and resolving conflict is a critical skill in creating positive, productive, safe and
Why it matters
efficient working environments. As a team we are better equipped to meet the challenges
ahead, generating future business, enhance safety and adding value to our society. One team
working towards a common purpose. Builds cross functional relationships and synergies
Challenges and confronts cross functional conflicts to finds solutions
Creates networks with others which overcome functional and geographical boundaries
D Proactively seeks to exchange resources and ideas across business and academic boundaries
Link to Our Values We care, We share our expertise, We do the right thing Becomes impartial and trusted key part of wider organisational decision making process
Ensures others are actively building strong and trusted colleague and client relationships
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5. Professional Expertise
Builds & maintains professional standing as a thought leader with influence in shaping
...is developing expertise, knowledge and skills through self-development, training, knowledge the profession
Definition
sharing and experience. Invests in maintaining an excellent understanding of the profession, industry and market place through
external forums and relationships
Many roles at Lloyds Register will require high levels of specialist technical knowledge and E Contributes to the development of relevant technical legislation / regulation/ standards
Recognised for professional expertise across the profession/industry/marketplace
skills. To stay at the forefront of our industry, succeed in an increasingly competitive market and
Takes advice and coaching from industry experts
to deliver consistently high performance, people need to stay up-to-date and well-informed.
Participates actively in the governance / standard setting in their respective profession / industry
Takes leading role in a relevant Knowledge Network
They also need to share their impartial advice, expertise and opinions in an effective way
around the organisation and beyond, utilising appropriate means such as Knowledge
Why it matters
Networks.
Ensures self & LR are at the forefront of developments within the profession
This competency has clear, practical relevance to engineering and technical professionals, but is Networks with people and experts across the industry and/or profession to keep completely up to date
vital to every member of the LR team. and to build influence in its direction and development
Attends and presents to external professional bodies / forums to ensure he/she is appraised of and inputs
D to the latest thinking and technology
Actively works to ensure LR is recognised as thought leader in the fields in which it operates
Is recognised for own expertise in specific functional, professional or technical field, through publication
Link to Our Values We care, We share our expertise, We do the right thing
and other methods for building reputation
Brings cutting edge thinking into LR, mentoring and coaching members of the wider LR organisation
6. Strategic Thinking
...is the ability to look beyond the current situation, seeing and understanding the big picture Has a deep understanding and long range vision for the industry and LRs role in shaping it
Definition and the full complexity of the context /environment, and planning ahead to maximise Anticipates global and industry changes and developments several years ahead, taking action now
opportunity & performance. to shape the long-term future
Scans the global context for environmental, political, social and technological opportunities/threats
Sticks solely to tried and tested ways Becomes confused in complex situations
of doing things Finds it difficult to see the big picture
Gets sucked into short term detail, Takes a narrow, blinkered and purely
Negative Indicators losing sight of the longer term internal perspective
Seeks only to make incremental Makes decisions based only on Ensures own work is aligned to the strategic framework / business unit goals
improvements to drive the business internal issues Sees links, patterns and trends within own role
forward Ignores LR mission and core values A Ensures own work fits with functional objectives
Looks beyond the surface issues to ask why? and how?
Understands the basic strategy, mission and values of LR including strategic health and safety goals
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...is the ability to focus on the top & bottom line - understanding the impact of all decisions
Definition and actions and building strategies that have a positive impact on LR financial Reviews, challenges and develops business models that ensure sustainable commercial success
performance - whilst remaining true to LRs values and never compromising on health Understands financial impact of environmental factors (political, technological, charitable) upon the
and safety. business and uses this knowledge to shape vision and strategy
Identifies and pursues potential radical commercial opportunities beyond the traditional LR business
E model whilst honouring commitment to LR core values of independence and charitable status
Developing our commercial knowledge and focus is critical in roles with significant Ensures ongoing development of a competitive business model for LR
responsibilities for managing finance and business development - but increasingly this Imports ideas from other sectors and industries that will impact on financial success
applies to every role within the organisation. Sharing responsibility and taking steps every day Development and implementation of appropriate governance forums / processes
Why it matters
to maximise opportunities for LR, enhances not only our long-term commercial success
but also our commitment to sustainable health and safety, innovation and education
across complex global industries. Doing something that matters.
Identifies and pursues significant opportunities for LR to improve its commercial success
Has an intimate understanding of how value is created in the business and uses this to drive decisions,
allocate resources and determine strategies for own area
Link to Our Values We care, We share our expertise, We do the right thing Drives value for whole business not just own area, working through appropriate approval bodies
D Invests time in spotting and developing new business opportunities
Understands and acts upon changes in the wider business environment, competition, supply chain
Evaluates commercial opportunities against anticipated bottom line return
Working Smarter Initiates new systems and ideas to improve cost control and resource management
Adding value Drives through creative new ways of doing business
Opportunities
Investment
Resources
Evaluation
Key Words Profitability
Benefits
Bottom line Anticipates and actively seeks to improve return on investment for LR
Return on investment
Operational efficiency Understands how value is created within the business
Commercial Awareness
Budget Understands the wider business environment, competition, supply chain, market forces and their impact
Seeks ideas and leverages work of other functions / areas / business units
Calculates the costs and benefits of ideas and decisions
C Makes a strong business case behind proposals, weighing up costs, benefits, risks, issues, health and
safety and return on investment
Seeks out and implements opportunities provided by information technology and other resources
Sets stretching, commercially orientated targets (increased revenue, reduced cost etc.)
Spending time with commercial people to understand their approach (inc secondment) Understands the impact of commercial decisions on technical integrity
Development Ideas Becoming involved in commercial projects, developments and opportunities
(Also see development Guide) Sitting in on /participating in financial discussions, preparations of quotations & contracts
Finding a mentor or coach who excels in commercial knowledge and focus
Takes a commercial view when making decisions and taking action
Understands how own work impacts on business performance, contributing to budgeting
Considers cost implications and benefits of actions with awareness of budget
B Balances time and cost with no compromise on health and safety or quality
Considers resource demands against business drivers and critical success factors
Seeks opportunities to add more value/increase profitability without compromising quality and
Avoids tackling problems or issues health and safety
Shows no concern for cost control
Ignores obvious market opportunities
and efficiency
to develop services
Ignores cost implications of
Fails to consider the commercial impact
own decisions
Negative Indicators of decisions Acts responsibly with resources relating to own role
Throws money and resources
Ignores core values of public benefit Recognises own time as a cost to the business and uses time effectively
at problems
and charitable status Takes action to avoid unnecessary waste and unnecessary cost in own role
Tolerates unnecessary waste
Doesnt consider life cycle cost
Chooses cheapest with no regard to A Responds positively to changes in work processes designed to increase efficiency without compromising
health and safety, quality or value or health and safety
wider impact Spots opportunities and makes incremental efficiency improvements in own role
Complies with basic legal and contractual requirements
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...is establishing individual, team and organisational goals, aligned with the LR strategic
Definition Sets business unit direction and inputs to the overall direction and goals of LR
framework and values and that lead to successful business performance.
Establishes and clearly communicates long-term goals (5-years plus) for LR that focuses effort
and energises team members
E Ensures functional goals within own area are challenging and take account of LR vision and principles
as well as industry changes and developments
Clear direction, goals and priorities as a group and the effective alignment of individual goals Drives and shapes goal setting and business planning for the whole LR group
are critical for ensuring that LRs expertise and resources lead to business success. Lack of clarity Sets group-wide expectations, goals and standards for health and safety to embed a health and
Why it matters and misalignment can mean wasted effort and can impact motivation and performance as safety culture at LR
well as compromise health and safety. Motivating individuals and teams with clear direction
and clear goals are fundamental to achieving high performance and excellence.
Provides direction and highlights the strategic importance of particular medium - long term goals
Challenges goals across the group and even industry that do not align with LRs overall strategic
direction and core principles
Link to Our Values We care, We share our expertise, We do the right thing Links all strategies, plans and key decisions to the goals to help people understand their strategic
importance and relationship with those of other areas
D Establishes and clearly communicates a direction, vision and goals which motivate and energise
team members
Sets medium to long term targets with milestones, ensures alignment with other functions /
Goal setting Mission areas of business and other key stakeholders
Objectives Motivation Constantly refers to the strategic framework, emphasizing the part related goals they play in
Key Words Direction Alignment overall LR performance
Involvement Guidance
Key Performance Indicators Targets
Sets priorities to achieve business goals and informs direction of business area
Sets stretching but achievable goals/objectives for the project recognising industry trends
C Ensures own team/project/function is clear on the relative priorities
Ensures health and safety goals are an integral part of the overall goal setting for the business area
Reading books and websites on goal setting Ensures team or project goals align with and provides input to functional / business unit direction
Using Business Planning tools and methods Ensure that goals are regularly reviewed in the light of changing industry, regulatory and technical
Development Ideas Getting involved in strategic business reviews priorities
(Also see development Guide)
Speaking to other leaders to share ideas
Involving others in the goal setting process
Sets clear goals and expectations for team members
Defines clear (SMART) goals/objectives and performance expectations for the project, task or team
the what and why with due regard to health and safety
B Defines clear behavioural expectations for team members
Encourages team members to input to own goal setting
Delegates tasks with clear goals and expectations and with due regard to health and safety
Sets goals/objectives for him/herself that are over and above those expected
Is unclear about whats expected Compromises health and safety when
of him/her striving for goals and delivery
Fails to provide clear goals for Sticks with goals even though they
Negative Indicators team members have become irrelevant, outdated or
Clearly understands own objectives / goals
Generates goals that have no link even contrary to overall direction
Contributes to determining own goals/objectives within a project or team
with LR direction or ethos Unwilling to accept stretching goals Clearly understands what is expected of them
Is unclear about relative priorities and standards A Clearly understands the relative priority of different aspect of his/her work
Understands how own goals link to overall project and LR goals
Balances goal setting with health and safety implications in tasks and activities
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...is analysing problems, opportunities and information in a logical, structured manner in order Solves major strategic problems
Definition Facilitates effective approaches and solutions to issues and opportunities of strategic importance
to identify and implement practical and/or creative solutions.
within LR and within the wider industry
Introduces new breakthrough forms of analysis and or solutions, gaining approval within the industry,
E enhancing though leadership, influence and competitive advantage for LR
Collaborates across LR to analyse issues, resolve systemic problems and generate solutions that are right
Applying the appropriate mix of technical expertise, logic, analysis, creativity and pragmatism for the group and wider stakeholders
to issues and challenges within LR is fundamental to group success. We need people who Identifies and implements industry leading solutions to strategic, technical and regulatory issues
will confront and manage both problems and opportunities as they arise - and people who Collaborates with industry bodies and competitors to resolve complex problems common to the industry
Why it matters
can analyse issues to identify the root of the problem and trends in data to determine the right
solution for the business. This skill is critical as we continue to embrace change as a group
and an industry.
Takes systemic approach to resolving major / highly complex / long term problems
Link to Our Values We care, We share our expertise, We do the right thing Systematically breaks down and analyses highly complex, multi faceted, technical, environmental,
abstract or unique problems
Applies specialised techniques to analyse and solve highly complex problems or opportunities
D Identifies and analyses a wide range of solutions to the given problem, knowing the advantages
Analysis Opportunities and disadvantages of each solution and recognising the systemic impacts they may have
Questioning Data Fosters cooperative problem solving approaches across LR
Investigation Risk Management Makes appropriate changes to systems, processes and structures to address problems for the long-term
Intellectual Capital Health and safety
Key Words
Information Testing
Systematic, Logic Management
Assurance Information Judgement
Accuracy Verification Solves multi-faceted problems/thinks conceptually
Solution Goes beyond the obvious to uncover more information and identify causal links
Conducts root cause analysis to assess underlying foundations of an issue
Uses various tools and techniques to break down complex issues and evaluate issues
C Spots trends, patterns and interdependencies between multi-faceted issues and dilemmas
Combines rational and intuitive approaches when tackling problems or coming up with solutions
Asking an analytical colleague for hints and tips Takes pragmatic decisions in developing solutions assessing all potential risks and benefits involved
Reading books and websites on problem solving Seeks out best practice, beyond own experiences to develop solutions
Development Ideas
(Also see development Guide) Researching and using simple problem solving tools and techniques
Involving colleagues in analysing issues and solving problems to bring other views
Understands underlying issues and develops and evaluates solutions
Uses pertinent, effective questions to get to the facts and the root of a problem
Draws out key themes from information
B Considers issues and opportunities from a range of different angles
Quickly spots flaws in data, information or arguments
Comes up with a range of possible solutions rather than simply presenting the problem
Uses criteria to evaluate which solution is most appropriate
Fails to use available information
Focuses on symptoms rather than
Fails to seek best practice
root causes
Allows health and safety risks to
Examines issues on a superficial level
continue because underlying causes
Negative Indicators Avoids confronting problems
are not identified Tackles familiar challenges logically and applies appropriate solutions
Jumps to conclusions without
Overly analytical gets bogged down Thinks through and resolves basic, familiar, routine problems in own area of responsibility
considering all the angles
in the detail and fails to make timely
Thinks in an illogical way
decisions A Breaks issues, solutions and activities down into manageable, logical chunks
Draws on previous experience to analyse problems and develop appropriate solutions
Takes uncalculated risks Seeks assistance from the right people to solve problems
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...is the ability to make timely and sound decisions and judgements even in the face of Makes decisions that impact on the future of Lloyds Register
Definition
ambiguity and or uncertainty. Makes insightful, long term decisions, ensuring that the relevant and current political, environmental
and technological factors are taken into account
Leads and shapes decisions that affect the future of LR as well as the industry as a whole; decisions
E that carry the confidence of all stakeholders involved
Ensures decisions made are in the best possible interests of the group and its stakeholders
Making sound, insightful operational and strategic decisions ensures, not only LR resources Works collaboratively across LR and beyond to ensure decisions are supported by peers and that
are well utilised, but also the future focus and direction of the group is assured. Our decisions their impact is understood and accepted
Why it matters impact on our clients assets and the global community as a whole. Informed, responsible
decision making that is well communicated across and beyond LR, is at the heart of everything
we do, ensuring Life matters.
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...is developing clear, structured and efficient approaches to managing time, tasks, projects, Translates long term strategies into major programmes / operational plans
Definition
resources and workloads to ensure delivery of objectives / goals. Translates big ideas, technical developments and group visions into viable long-term change
programmes for LR
Pulls together a range of complex, diverse and parallel activities under the umbrella of a comprehensive
E plan with clear priorities and business benefits
Works constructively with peers and other stakeholders to align plans across LR group and the safety,
The ability to turn ideas, opportunities and challenges into concrete, credible plans of action is construction and assurance industry
a core behaviour that underpins success. As we continue to work with a wider range of clients Builds high level contingency plans to predict the unpredictable using high quality research
Why it matters and stakeholders across the globe, we must strive to improve our efficiency and effectiveness.
Robust planning and structured ways of working will enable us to focus more sharply on
delivery, resource management and results.
Builds and manages large scale / complex programmes, achieving commitment to actions / goals
Uses clear plans to manage the workload of a whole function or large scale complex project
Turns long term strategy into manageable and achievable projects or operational plans
Link to Our Values We care, We share our expertise, We do the right thing Dovetails own project or operational plans with longer term business goals
Builds plans which overcome conflicts of resources and priorities
D Involves others in the planning process to gain their commitment
Where appropriate, involves health and safety specialists early to gain commitment
Changes the direction of a plan in the light of changing circumstances, priorities, market and
Time Management Right people, Right place, Right time environmental issues, whilst ensuring benefits area realised
Resource Management Prioritising Strong application of project, programme management and change techniques / methodologies
Implementation Managing Change
Key Words
Commitment Project Management
Efficiency Effectiveness
Health and safety Measurable results Manages broad operational plans and projects
Work management Prioritises a range of demands against predetermined criteria
Translates ideas into project and or operational plans, recognising change impacts & risks
C Assesses the impact of own plans on other parts of LR, on other activities underway, on health and safety
and on service delivery including business continuity, working with established corporate governance
Anticipates obstacles, risks, links and dependencies when drawing up plans & mitigation actions
Identifies milestones, measures and checkpoints to ensure plans stay on course
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...is managing and reviewing the performance of individuals, teams and sectors against goals
Definition and performance expectations, taking corrective action when necessary, ensuring a high Ensures a culture of high performance across LR
performance culture across LR. Takes accountability for and has a deep understanding of the factors that impact organisation effectiveness
Develops appropriate governance and measures/KPIs to monitor and drive organisation performance,
E benchmarks performance against a wide range of international, cross sector standards of
absolute excellence
Its about building a high performance, results driven culture focused on doing things that Identifies and takes effective action to resolve the root causes of underperformance
matter. Managing the performance of individuals, teams, projects and departments ensures Continually promotes a culture of high performance and health and safety throughout the group and
that we stay on track with goals, plans and targets whilst also acting as a powerful motivator industry
Why it matters
for our people. Managing and Driving Performance is being clear about whats expected,
how were doing and taking corrective action when were off track, ensuring that we deliver
quality and value every time.
Identifies and addresses significant, large scale performance issues / opportunities
Benchmarks performance against competitors to assess how were doing
Demonstrates relentless drive for high performance across own part of the group
Thinks through longer-term performance expectations and takes action to build resource and
Link to Our Values We care, We share our expertise, We do the right thing
D expertise capability in advance
Implements action plans to get performance back on track
Initiates and drives significant changes to practices, processes and systems to address underlying
performance issues
Drive Excellence
Quality Results Delivery
Compliance Measures
Key Words Accountability Pride Continuously drives performance/builds a high performing team
Motivation Tenacity Obtains feedback from a wide range of sources to evaluate the functions performance
Safety Behaviour & Leadership Desire Personally feeds back on functional performance to the team and involves others in determining
Focus Achievement / Recognition how to address issues
Takes well calculated personal risks to improve performance
C Delegates responsibility but holds others accountable for delivery and performance
Maintains motivation and commitment even in the face of adversity
Encourages the team to learn, reflect and review
Recognises and celebrates success in the team
Changes roles, responsibilities and processes to deal with performance issues
Researching and utilising performance management tools
Development Ideas Reading books on Performance Management
(Also see development Guide) Getting together with other managers/team leaders to share ideas
Getting feedback from team members and managers Reviews and manages teams performance
Reviews self and others against clear standards and performance indicators, ensuring results
Encourages and persuades the team to improve performance
Holds regular and effective performance reviews with the team, holds people accountable
B Ensures health and safety performance is included in performance reviews
Spots performance issues and takes action immediately to address with individual(s) involved
Gives clear, unambiguous, timely feedback to encourage good performance and address
underperformance. Matches style to the individual and the situation
Monitors progress of team objectives to ensure it stays on course and takes action where required
Does not change support or style Fails to provide feedback
dependant on person experience Fails to review performance
Tolerates mediocre performance Compromises health and safety in favour
Takes accountability and ownership for own performance
Negative Indicators Avoids tackling performance issues of performance and delivery Takes responsibility for delivering own work without requiring unnecessary supervision
Claims credit for others work Poor role model Stays focused on the task in hand
Fails to uncover reasons for Does not show courage and a willingness Delivers to the required standards and timescales in line with commitments and obligations
underperformance to challenge others A Always complies with health and safety standards and golden rules and never compromises health
and safety
Maintains motivation and commitment to get the job done to a high standard
Takes pride in doing a good job
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...is supporting all Lloyds Register employees in building their skills, expertise and capabilities Builds LR organisational capability
Definition through training, development and feedback, ensuring that we maximise everyones potential Looks ahead to understand how strategic challenges and opportunities will impact upon the expertise,
to meet the current and future needs of the business. skills and competencies required
Collaborates with, and shapes HR strategy to ensure it is meeting the future as well as the current
E needs of the organisation
Works closely with other departments and sectors to agree the means of improving organisational
effectiveness and performance
Building the capability of all LR employees will help individuals to deliver more effectively Drives a safety culture through standards and practices as well as behavioural-based safety
and achieve their potential. It also helps LR to retain and maximise the performance of its Takes responsibility for developing and utilising talented people across the group
Why it matters
people, impacting directly on the quality and service to the client, business results, growth,
our reputation and our corporate and social responsibilities.
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...is challenging the conventional way of doing things, generating new, innovative ideas, Looks to the future of the business and the industry
Definition
products / services and effective solutions which continually improve performance. Thinks ahead to identify future value-adding opportunities with clients, the wider marketplace and industry
Looks beyond our industry for new and imaginative ways of doing business and adapts for our environment
E Creates an insightful and innovative vision for change within LR
Reshapes and refocuses the organisation towards performance improvement and excellence
Finding new ways of doing things, challenging long-established practices and creating Creates and champions new ideas that represent significant advancement for the industry,
new models, concepts and technical and assurance products and services will be significant breakthroughs in health and safety performance and benefit to society
fundamental to LRs ability to thrive and survive. We operate in an increasingly
Why it matters
competitive marketplace and an industry that impacts peoples daily lives. We can
never remain static when it comes to our drive to improve efficiency, effectiveness,
quality, health and safety and depth of knowledge.
Builds an innovation and improvement culture
Introduces leading edge, transformational ideas which represent significant advancement and lead
to major change internally and with regards to LR reputation within the industry
Link to Our Values We care, we share our expertise, we do the right thing D Establishes a creative environment and culture across LR
Works collaboratively across functions/sectors to improve overall business performance
Researches and designs technical, product and service ideas new to the industry
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