WARNING - By their nature, text files cannot include scanned images and tables. 
The process of converting documents to text only, can cause formatting changes and 
misinterpretation of the contents can sometimes result. Wherever possible you 
should refer to the pdf version of this document.


CAIRNGORMS NATIONAL PARK AUTHORITY 
STAFFING AND RECRUITMENT COMMITTEE 
PAPER 2 07/09/07: 


CAIRNGORMS NATIONAL PARK AUTHORITY 
STAFFING AND RECRUITMENT COMMITTEE 


FOR DISCUSSION 

Title: DEVELOPMENT OF COMPETENCY FRAMEWORK 

Prepared by: Francesca Scott, HR Manager 

Purpose 

This paper is to update the Staffing & Recruitment Committee on the development and 
introduction of a competency framework which will be used to allow greater clarity for staff 
and managers on the levels of competencies required in different posts across the 
organisation. 

Executive Summary 

Munro Consulting worked closely with us in devising a competency framework for use 
across the CNPA. This is now complete and the work of allocating competency levels to 
individual jobs is well underway. The competency framework will be used to aid 
discussions on performance in appraisals and to give all staff an understanding of the 
behaviours required of them in their current jobs or in roles to which they aspire. It may 
also provide a framework for job evaluation in the future. 




1. The CNPA Competence Framework describes the behavioural competencies that an 
individual needs to perform a job effectively, to the standards required in the work 
place. Technical knowledge and experience required for the job are described within 
individual job descriptions. 

2. The essential purpose of the Competence Framework is to help secure performance 
improvement through offering suggestions about the development and assessment 
of the key competencies which CNPA has adopted. The seven competencies have 
been defined following extensive work reviewing the strategic context in which the 
organisation operates and which are important to drive performance both now and 
in the future. 

3. The seven core competencies identified which apply to all posts across the CNPA 
are: 

a) Initiative and Judgement 
b) Decision Making and Personal Impact 
c) Communication and Relationship Management 
d) Planning and Achieving Results 
e) Professional Knowledge 
f) Customer Focus 
g) People Leadership 


4. These were identified as core competencies due to their fundamental importance to 
the business performance of CNPA. Each of these is required to varying degrees or 
levels in all posts. There are five levels set out for each competency and the 
descriptions of each level are set out in the annex to this paper. 

5. The benefits to CNPA of having a clearly defined set of job related competencies are 
as follows: 

a) Staff and managers have a clear understanding of the behaviours expected of 
them in their role 
b) Levels of responsibility are more clearly defined 
c) Staff can see what competencies they will need to develop to meet career 
aspirations 
d) Discussions on performance and development can be focussed on clearly 
defined personal skills 
e) Performance can be measured more objectively against clearly defined and 
agreed competencies for the job 


Agreeing the Required Level for Each Job 

6. The HR manager is currently working through the job descriptions and person 
specifications allocating competency levels to each post across the organisation. The 
previous job evaluation scores are being used to inform this process. Once this is 
complete, the resulting frameworks for each post will be passed to the relevant 
Heads of Group for approval. If there are difficulties agreeing competency 
allocations for specific jobs, a panel will be convened to make a final agreement in 
the same way job re-evaluations are currently decided. 


Use of Framework in Appraisals 

7. The framework allows managers and staff to discuss an individual’s performance in 
relation to the required level for their individual job. If the person displays the 
essential elements of each competence area as required by the job but just needs 
slightly more underpinning knowledge or a better understanding of the other nonessential 
behavioural indicators within the same level and range then they are 
competent. 

8. If the level most closely met is below that required by the job it highlights that the 
individual is not yet competent and therefore gives a guideline on training and 
development needs, which will help the individual to meet the levels required. 

9. It is also practical using level criteria to agree “personal target levels” as a means for 
individual development or “stretch targets” where these may in fact be above the 
minimum required by the jobs. It should be noted that these “personal target levels” 
are for development purposes and an individual should not be penalised on any 
subsequent appraisal rating if they do not meet the higher level but do continue to 
meet the job profile level. 

10. If the individual constantly displays higher levels than required, this may indicate 
scope for future progression into other work areas that require different competence 
criteria. Once again, by knowing the standard targeted, and the areas that an 
individual needs to develop will give a focus to training and development 
requirements. 


Future use in Job Evaluations 

11. The competency framework has been set up in a way that it could be used in future 
for job evaluations. This would allow a level of consistency to be achieved in the 
construction of new job descriptions, allocated competencies, evaluation of the job 
and monitoring of performance against the job description and competency 
framework. 


Proposed Roll out of the Framework 

12. The current proposed timescale is to roll out the framework over the coming months, 
and for it to be used for the first time in the March 2008 appraisals. There is a 
programme of management training for Band 2 and 3 managers being delivered 
from October to March 2008, which has been designed around the competency 
framework. This will allow middle managers to develop a clear understanding of 
the framework before using it in appraisals. Heads of Group will have been 
involved in the process through agreeing the competency levels for the posts within 
their groups, and have been kept informed of the development of the framework to 
date through Management Team meetings. 

Francesca Scott 
August 2007 

franscott@cairngorms.co.uk