Implementation
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Low Standard
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Meet Standard
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Exceed Standard
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The ability to translate strategies to practical day-to-day activities
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| Uses tactics which are inconsistent with long term goals |
Understands the strategy and develops and implements tactics consistent with it |
Develops enhanced strategic plans and ideas to push upwards |
| Doesn’t think through the practical aspects of plans-misses steps |
Knows what not to do |
Can think on multi-levels i.e. talk strategy to senior managers and tactical to team members |
| Can not prioritise |
Adopts structured problem solving approach, and breaks actions down into manageable chunks |
Can interpret grey areas into action that meets the spirit of the strategy |
| Anticipates potential risks to the strategy |
Allocates budgets, resources, administration effectively |
Demonstrates a clear understanding of what the strategy is trying to achieve. |
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The ability to run and maintain existing systems
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| Fails to monitor the performance of systems |
Demonstrates a thorough understanding of the processes |
Can explain how processes affect wider business activity |
| Ignores the fact the current systems/processes are failing |
Has good numeric skills |
Designs and implements a contingency plans to ensure continuit |
| Re-invents the wheel without adding any value |
Responds promptly to problems with the processes to maximise efficiency |
Achieves quantum leap improvements looks for and achieves faster, better, lower cost |
| Consistently fails to understand how to operate the system |
Analyses patterns in customer requirements in order to anticipate future needs |
Injects a degree of challenge to encourage improvement |
| Misses deadlines on current systems and processes |
Proactively meets these future needs |
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The ability to set and monitor thorough and detailed plans to meet agreed deadlines effectively
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| Over promises and under delivers |
Monitors progress and results using appropriate systems/reports |
Develops systems which add value to monitoring tasks |
| Sets too ambitious targets or fails to define goals at all |
Doesn’t give up at obstacles, but sees a way around them |
Delivers ahead of deadlines |
| Does not update plans. Makes errors of planning by missing key details |
Works out exactly what will happen when sets a plan that is consistent with goals and checks that all understand it |
Identifies potential "land mines" and plans around them |
| Regularly misses deadlines |
Sets plans which are challenging but achievable and gets buy in to them |
Provides incentives to exceed goals |
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The ability to identify and manage the best resources and to execute project plans successfully
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| Uses a sledgehammer to crack a nut applies wrong or insufficient resources to a project |
Uses existing resources effectively in order to hit target plans |
Draws on external/internal resources to creatively resolve issues |
| Has no relationship with or understanding of the resources available |
Knows the strengths of project team |
Consistently beats target |
| Doesn’t recognise or signal that she/he is running on too thin team |
Builds cross functional relationships and partnerships with agencies and suppliers |
Creates smart ways of getting things done |
| Misjudges when to use people on certain tasks and/or which people to use |
Achieves challenging projects within time scales to budget with a motivated team |
Champions best practice from whatever source |
| Understands resource requirement to meet plan |
Pushes back unnecessary work and allows focus on the main issues |
Alters milestones to fit changed priorities |
| Shows a clear understanding of resources available |
Gains senior commitment to project priority |
Finds creative solutions to stretch limited resources and rings out the extra 5 % in people |
