age uk north west kent’s behaviours framework · 2018-04-30 · behaviours framework it’s about...

Behaviours Framework

It’s about how we all work

Age UK North West Kent’s

V1.01 - May16

TrustCareless

FlashyThoughtful

ConceitedCo

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Rude

CaringSpiteful

Enthusiastic

ArrogantSensitive Sincere

ThoughtlessBossy

AccountableDogmatic

RespectPolite

Inconsiderate

Deceitful

Argumentative

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MoodyFair

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ConsiderateCooperative

Excellence

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LeadershipIrritating Hono

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Belligerent ProactiveLoud-mouthed

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Responsibility Working together

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Simplicity

Passive

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Charity No. 1143905

Behaviours Framework

It’s about how we all work

Age UK North West Kent’s

This document sets out the ‘expected’ behaviours of staff across all types of post andresponsibility. Some of the elements connected with ‘aspirational’ behaviours are morefocused on supervisory and management. However, the ‘expected’ and ‘desirable’behaviours apply to all staff and indeed volunteers supporting our services.

Most modern organisations have a Behaviours Framework as part of the importantdocument set for staff, running alongside the employment contract, the staff handbook,organisational policies, the job description and the person specification. Successfulorganisations flourish when the workforce is guided by and practices positive behaviours.

This set of organisation behaviours should be discussed regularly with your line managerand may be used to set goals and targets for improved personal performance throughimproved behaviour.

As we get used to the Behaviour Framework over time then the document will bereviewed, amended and improved.

I commend the Behaviours Framework to all staff and ask you to carefully read through thedocument. Once read and understood you are required to sign and return the attachedacknowledgement slip which will be placed on your personnel file. Please retain yourpersonal copy of the Behaviours Framework for future reference.

Nigel VianChief Executive Officer12 May 2016

Why do we need aBehaviours Framework?Age UK North West Kent should be a fulfilling andenjoyable place to work. We know this enthusiasmrubs off on our clients, carers and other customers, andwe also recognise the crucial role each and every oneof us plays in helping achieve our goals.

What is the BehavioursFramework?The Behaviours Framework is a set of core behaviourswhich define ‘how’ we are expected to approach ourwork and sits alongside ‘what’ we do, as outlined ineach of our job descriptions. The framework details thebehaviours and attitudes required by all employeesand it supports the delivery of our business plan, valuesand culture.

What doyou mean bybehaviour?

Central to thisframework is thecharity visionand values... Behaviours demonstrate the attitudes

and approach we take to work.

They are:

how we do things how we treat others what we say and how we say it how we expect to be treated

The Behaviours Framework will help usto celebrate achievements, talk aboutour aspirations and express how wewould like to develop.

Have a close look at the cover andconsider the words we commonly useto classify behaviour. Do you recognisethese behaviours in yourself or others -good and bad?

Our vision inspires us to not just turn up to work butcontribute to the well being of vulnerable older people byenriching their lives.

Our vision is to be the principal organisation indelivering support for older people in North West Kent,enabling people in later life to live independently, accessappropriate services and enrich their lives.

Our values make us unique. We embrace change, treateveryone fairly, value diversity and we:

place our customers first want to strengthen our local communities adopt a ‘can-do’ approach in everything we do

value our colleagues

Page 1

What are thebehaviours and how dothey work?There are six sets of behaviours for every member ofstaff, regardless of their role and position in thecharity. All six behaviours are divided up into threecategories with individual descriptions which clarifyhow they relate to the way we work.

Expected - Our required behaviours for allmembers of staffDesirable - Staff should seek to demonstratethese behavioursAspirational - These behaviours arerequired by employees looking to develop andthose in senior management positions

Every member of staff will be provided with clarity on their behavioural expectations in a discussion with theirline manager.

These behavioural requirements are to be taken seriously. Compliance with these guidelines will form part ofregular discussions with your Line Manager. Continued disregard of behavioural requirements will be resolvedquickly and efficiently.

Our values make us unique.We embrace change, treateveryone fairly, value diversityand we:

Place our customers first Want to strengthen ourcommunities

Adopt a ‘can-do’ approach ineverything we doValue our colleagues

The name and overview of the behaviour

The three categories of behaviour

Descriptions of the behaviours expected foreach category - these should be used as pointsfor discussion with your line manager.

Information on how these behaviours help tocreate stronger and more resilient communities.

Examples of behaviours which do not supportthe delivery of the framework.

Page 2

ExcellenceWith enthusiasm, you work to deliver a high quality service to meet personal, organisational and customerexpectations. You pursue a ‘can-do’ attitude in all of the work you deliver, ensuring it meets the needs of all currentand potential customers.

ExpectedOur required behaviours

High quality services, designed around the customerwill develop the reputation and credibility of Age UKNorth West Kent

DesirableStaff should seek todemonstrate these

behaviours

AspirationalThese behaviours are required by employees

looking to develop and those in senioror managerial positions

You:-- are punctual andfriendly, and demonstratea positive professionalattitude.

- take pride in your ownwork and that of your teammembers.

- understand who yourcustomers are and whythey matter.

- are willing to go the extramile for customers and actupon their feedback.

You:-- promote and drivecontinuous improvementby asking ‘How could wedo this better?’

- work with customers intailoring services to meettheir expectations.

You:-- plan and anticipate changes in working practicesand effectively manage the transition to introducethese new ways of working.

- logically identify trends and implement the bestapproach; outlining clear objectives.

- focus on longer-term outcomes rather thanshort-sighted initiatives.

- understand how your team learn and developand use this knowledge to lead performanceimprovements.

- lead by example; influencing and inspiringconfidence in others.

- work to achieve; a set vision for customer focus:improvements and excellence within the charity:and with partners and other externalstakeholders.

How these behaviours createstronger more resilient communities

Engaging and involvingNorth West Kentcommunities will helpinform and strengthen theirlocal decision making.

By encouraging thecommunity to participate inthe services they receive,we will make best use ofthe available knowledge,improve the quality ofservices for customers andmake Age UK North WestKent a positive andempowering place to work.

When ‘Excellence’is not demonstrated

Examples of behaviours that fail to demonstrate‘Excellence’ are outlined below:You:-

stick to outdated models that have becomeineffective.

are unwilling to be exposed to change oruncertainty.

do not deliver what is expected of you.

show a lack of concern in the quality of yourwork.

are actively hampering the improvement anddelivery of excellence.

display a negative attitude towards colleaguesand customers.

concentrate on narrow operational objectivesand not the bigger picture

focus on the problems and not the solutions.

Page 3

ResponsibilityYou take ownership of your work and use your initiative to deliver. You are accountable for your own performanceand development, taking responsibility for your actions and decisions.


Taking responsibility and being preventative avoidsthe ‘blame game’ and allows for good serviceprovision from the customer perspective.


behaviours



You:-- are trustworthy andreliable.

- seek to learn fromothers.

- review your ownperformance and ask forfeedback to learn toimprove.

- work safely to maintainthe health of both yourselfand others.

- use your initiative tosolve problems and informothers when you are awareof potential issues.

- acknowledge when youmake mistakes and takeresponsibility foraddressing and correctingthem.

- appropriately challengeassumptions and unhelpfulbehaviours

You:-- take personalresponsibility for deliveringservices.

- are flexible in providingsolutions to deliverimprovements and resolveissues.

- take accountability foryour development needs.

- plan your own time andworkload to meet yourobjectives.

- make sure there is amutual understanding oftask responsibility.

- balance competingpriorities to meet standardsand expectations.

You:-- make informed decisions and takeaccountability for their impact.

- challenge and confront poor performance.

- enable a blameless culture; empowering andsupporting your team to initiate improvements toservices without fear of reprisal.

- plan for the impact of variability to work;ensuring the appropriate level of system flexibilityis available.

- provide your teams with defined structures anda clear direction to enable individuals to have astrong sense of ownership and personalresponsibility for the delivery of objectives andoutcomes.

- publically role model the expected behaviours.

- stand-by difficult decisions and openlyacknowledge errors.


With responsibility comesconfidence, this providescustomers with servicereassurance and reducesdoubt and challenge.

When this is applied topartnership working, theconfidence and direction ispassed onto communities,building communityconfidence and a sharedsense of ownership.

When ‘Responsibility’is not demonstrated

Examples of behaviours that fail to demonstrate‘Responsibility’ are outlined below:You:-

blame the system or others; demonstratingunwillingness to take reasonable risks to do thingsdifferently.

do not take responsibility for your actions, admit youare wrong or recognise how your actions affectothers.

ignore problems, don’t use your initiative and hidebehind your job description.

dismiss alternative ideas and discourage colleaguesfrom suggesting new ways of doing things.

manage your time poorly and do not deliver what isexpected of you.

behave in a way that might put others at risk.

Page 4

Working togetherYou work with others to reach a common goal; sharing information, supporting colleagues and searching outexpertise and solutions from relevant partners and/or the communities we serve.


Tasks and issues rarely fit neatly into one service area.Working together with our partners, customers andcommunities will allow solutions to be tailored andresources aligned more effectively.


behaviours



You:-- work together withcolleagues and customers,and take time to buildeffective and rationalworking relationships.

- celebrate team successand create a positive teamspirit.

- work well with peoplewho have different ideasand perspectives andbackgrounds.

- share skills andknowledge, encourage andsupport others in applyingtheir ideas to workingpractices - helping othersto help themselves.

- encourage workingtogether for the benefit ofcustomers.

You:-- look to work together,across and outside typicalgroups; initiating jointapproaches to deliveringservices.

- look for ways to maximisethe value of workingtogether by buildingsupport, providing focusand giving direction todeliver joint outcomes.

- listen to and involvecolleagues and externalcustomers respondingpositively to suggestionsbefore making decisions.

You:-- spend time building relationships with partners.

- support others in working together; helpingthem to develop a common focus.

- are happy to give up control, power or resourceto benefit customers.

- facilitate partner and other stakeholderinvolvement and consult with representativegroups when formulating strategies.

- inspire a ‘one-team’ culture.

- build networks, locally and regionally to helpprovide support and expertise by shaping anddriving forward agendas and addressing concerns.


Solutions that work best areoften those designed around theneeds of those affected. Thismeans we need to activelyengage and involve people indeveloping the solutions in thefirst place.

Staff need to be willing toembrace this partnership andinclusive approach to deliverefficient and effective services inthe future.

When ‘Working togetheris not demonstrated

Examples of behaviours that fail to demonstrate‘Working together’ are outlined below:You:-

do not accept colleagues as internal customers.

play power games and use your status to disruptcollaborative working.

show little sign of co-operating within your teamor working in partnership.

close down others by being judgemental,interrupting or talking over them.

have a tick box approach to engagement and donot value the views received.

don’t ask others for opinions or ideas.

choose not to work as a team by pursuing yourown agenda.

Resort to inappropriate abusive and aggressivelanguage to argue your point.

Page 5

LeadershipYou lead by example through your behaviours and professional approach to work; inspiring your colleagues andstriving for results.



behaviours



You:-- live the charity’s valuesand lead by example indemonstrating the charitybehaviours; inspiringcolleagues to follow yourexample.

- are driven to achieveresults and you showcourage when things don’tgo to plan.

- are compassionate,caring and empathetic toboth colleagues andcustomers.

- enable leadership byengaging and seekingguidance from others onpersonal, team,organisational andcommunity activities.

You:-- recognise goodperformance and takethe time to thank andpraise others.

- are motivational anddrive positivity; takingan optimistic approachand engaging withothers.

- resolve conflicts anddisagreements quicklyand professionally.

- see failure andproblems as anopportunity to learnand develop.

When ‘Leadership’is not demonstrated

Examples of behaviours that fail to demonstrate‘Leadership’ are outlined below:You:-

don’t listen to, research or question information for abetter understanding.

choose to ignore adverse criticism, seeing it as apersonal attack rather than a way to develop yourselfor your performance.

are self-interested and fail to acknowledge colleagueand customer perspectives.

use emotional instability as a management tool.

adopt a command-and-control approach.

refuse to share information to maintain an advantageover others.

fail to promote positive health and safety practices.

You:-- work to build commitment and engagement andimprove your team’s behaviour.

- are visible and accessible to all your team/servicemembers.

- act as a role model for inspirational leadership.

- evaluate resources, options and consequences inyour decision making.

- articulate vision, meaning and direction to focusservice delivery; translating clear objectives for yourteam.

- provide feedback on your team’s performanceduring regular one-to-one and team meetings.

- regularly monitor your team’s health, safety andwell-being and address concerns.

- recognise talent within your team and developpotential through training, mentoring and coaching.

- manage the flow of work by leading systems frombeginning to end; rather than focusing on specificfunctions or services.

- build a shared sense of purpose across your serviceareas.

- develop a culture that delivers the best results forthe people of North West Kent.

- appropriately deploy the skills and behaviours ofyour team, independently and interactively, in orderto best compliment the system and its variability.

Community involvement throughleadership is at the heart of thecharity’s approach. By demonstratingeffective leadership qualities, we willhelp shape and direct teammotivation and achievement.

Leading by example will inspirecustomers and partners to adoptthese behaviours and empowertheir communities to hold similarvalues to Age UK North West Kent.


Page 6

SimplicityYou communicate clearly and concisely, ensuring that the message is understood by all. You actively seek methodsto prevent over-complication or confusion, by a simple non-bureaucratic approach to work.



behaviours



You:-- use, to the full advantage,the available systems andprocedures when workingto achieve outcomes.

- are open to new ideas andsuggestions and speak upwhen you see a better way.

- communicate relevantinformation regularly andeffectively.

- change yourcommunication style to bestmeet the needs of theaudience and regularlycheck that there is a mutualunderstanding.

You:-- look to streamline andinterlink processes for asimple approach.

- summarise complexinformation to make iteasier to understand.

- seek others opinions andare open and honest.

- are an advocate for‘process thinking’reviewing and suggestingways to reduce wastefulsteps in service or businessprocesses.

You:-- make sure your team are regularly updatedwith corporate, service and communityinformation.

- design, innovate and influence solutions toaddress inefficiencies.

- listen to the views of your team; checking thatapproaches are united and encouraging them tochallenge and provide feedback.

- evaluate the effectiveness of communicationand take steps to improve; leading andencouraging open communication at all levelsacross the organisation.

- keep focused on the bigger picture; creatingclear strategic direction.


Taking a simple approach toservice delivery andcommunication improvesaccess and removes barriers.This develops the quality ofservices and can save moneyby reducing wasteful steps.

Being inclusive and designingprocesses around customerexperience will focus serviceson things that make adifference; creating morevalue for local customers.

When ‘Simplicity’is not demonstrated

Examples of behaviours that fail to demonstrate‘Simplicity’ are outlined below:You:-

over-complicate your approach to work; createbureaucracy and cause frustration to colleaguesand customers.

purposely put-up barriers to stop changes to newworking practices; discourage change fromhappening.

choose ways of communicating that confuse orare not appropriate for the audience.

approach tasks in a disorganised manner.

fail to keep customers and colleagues informed.

overload others with only writtencommunication.

Page 7

Trust and respectYou are aware of your impact on others and your use of resources. You value openness and listen carefully tounderstand the views of others. You promote the values of diversity and actively work to minimise any harm causedto our local communities. You value and respect your colleagues and older people.



behaviours



You:-- take the time to buildeffective relationships withcustomers, stakeholders,colleagues and partners.

- are respectful andconsiderate in languageand action.

- are caring andcompassionate.

- understand how yourbehaviours can beinterpreted and considerthe impact you have onothers.

- recognise theperformance of others andsay ‘thank you’.

You:-- continue to give time tocolleagues who need help,even when the pressure ison.

- trust colleagues to fulfiltheir responsibilities.

- listen carefully to others,showing that you respectand value their input.

- manage your reactionsto situations professionallyand calmly.

You:-- display a clear appreciation of your teamsefforts and support them when there aredifficulties.

- encourage team members to recognise andvalue individual contributions.

- support the diversity of teams and workinggroups.

- involve and gain consensus from those affectedby decisions and actions.

- look to understand other people and theirbehaviours, using this knowledge to adapt yourapproach for effective working relationships.

- are a role model for an inclusive leadershipstyle; respecting colleagues, partners andcustomers. Treating people according to theirneeds.

- instigate changes in behaviour to improve theuse of resources.

- engage with communities, making sure a fullrange of views is taken into account.


Respecting the diversityand perspectives ofcommunities is key toensuring fairness andequality of access.

It improves customerrelationships, createsmutual trust and removesbarriers; helping us todevelop a betterunderstanding ofcommunity needs andtailor services effectively.

When ‘Trust and respect’is not demonstrated

Examples of behaviours that fail to demonstrate ‘Trustand respect’ are outlined below:You:-

are disrespectful, insensitive or unhelpful tocustomers and you manner causes upset to others.

don’t say ‘thank you’.

deliberately exclude others from activities when youknow they could benefit from being involved.

make little or no effort to understand things from acustomer’s point of view.

allow disrespectful or discriminatory behaviour totake place.

treat property in a way that is likely to causedamage or allow others to do so.

knowingly use the charity’s resources for personalgain.

talk down to colleagues and customers.Page 8

V1.01 - May16

TrustCareless

FlashyThoughtful

Conceited

Conf

iden

tRude

CaringSpiteful

Enthusiastic

ArrogantSensitive Sincere

Thoughtless

Bossy

AccountableDogmatic

RespectPolite

Inconsiderate

Deceitful

Argumentative

AggressiveMoodyFair

Hone

sty

AbusiveSincere

ConsiderateCooperative

Excellence

Angr

y

Pragmatic

Determined

Defiant

Bad-tempered

Loya

l

Productive

Adap

tabl

e

ManipulativeConscientiousAbrasive

Threatening

Sly

Dedicated

Domineering

Vola

tile

CompassionateMalicious

Opinionated

Creative

PersuasiveGrumpy

Inclusive

Flip

pant

Dang

erou

s

Dignity

LeadershipIrritating Hono

urab

le

Outrageous

InventiveFoolish Im

puls

ive

Pleasant

Obnoxious

Committed

Picky

Diversity

Playful

Fickle

vengeful

Good-natured

Team

pla

yer

Communicator

Charming

SharpFaithful

Belligerent ProactiveLoud-mouthed

Curious

Anxious

Responsibility Working together

Jolly

Kind

Simplicity

Passive

Charity No. 1143905

age uk north west kent’s behaviours framework · 2018-04-30 · behaviours framework it’s about...

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