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
|
| 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
|
| 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
|
| 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
|
| 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
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