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Working in operational delivery Practice 2
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Qs Describe the scope of the operational delivery profession. - n Ans✔ Largest profession in the civil service. 288,000 people; 69% of all civil servants (7 out of 10). Perform many front-line tasks including processing visas, driving licenses, passports, and tax. Qs Explain the purpose of the operational delivery profession. - n Ans✔ To support those in need of public services. Supply people with the availability and help to any services that they require or are entitled to. ODP ensures that the country is running at maximum efficiency. In order to achieve this, the profession has the following objectives: For people working in operational delivery to be recognised and valued as professionals. To have transferable skills that are recognised and respected across government and the wider economy and to achieve the same level of status as the more established professions.
Contains 6 six families. Qs Describe the help and advice skills family of the operational delivery profession. - n Ans✔ Help people understand services, and make the most of them. Examples include: providing advice, helping people understand their rights and responsibilities, and supporting people who need help. Qs Describe the safety and enforcement skills family of the operational delivery profession. - n Ans✔ Ensure public safety, tackle criminal activity, carry out interventions and apply sanctions on people and organisations that break the rules or put the public at risk. Examples include: arresting and detaining people, rescuing people , responding to incidents, tactical planning, executing court orders/warrants, keeping prisons secure, keeping the public safe, deploying resources based on risk, stopping people's benefits. Qs Describe the validation and compliance skills family of the operational delivery profession.
- n Ans✔ Check whether people are genuine, meet our standards, help them comply with the rules, pay what they owe, and get what they are entitled to, risk analysis.
You lead and support operational delivery areas, making sure that we have the right people with the right skills in place. The activities you may undertake include leadership or management of operational delivery professionals Qs Describe the benefits of working in the operational delivery profession. - n Ans✔ You can assess your performance against a recognised set of professional standards and identify areas for development. Continuing professional development. Transferable Skills - skills are recognised across the whole profession; more opportunities for movement across the professional group. Recognition of professionalism - the hard work you put in and the experience you gain at your job is recognised by the profession. Gain qualification. Membership of a professional community - opportunity to share and learn from others in the group. Qs Describe the interface of operational delivery with others. - n Ans✔
One of 25 professions within the civil service framework & is responsible for supporting civil servants who offer very diverse front line services that customers use. Team members may be required to support other professions. For example information gathered by the government tax profession while investigating cases of money laundering used to fund terrorism can be gathered and shared allowing a quicker response where necessary. ODP sets recommended professional standards, states the type and level of competence needed for different roles, helps to develop professional capability, provides services, and supports its members Qs Describe the key factors that affect operational delivery when working with other professions and across departments. - n Ans✔ Organisational factors (e.g. lack of staff with required knowledge / skills, high ratios of managers to staff which may reduce productivity, lack of clarity about job expectations / working arrangements, intentional errors (fraud) and human error). Technology (e.g. systems being unable to deal with changes in policy / unreliable systems). Process factors (e.g. operational procedures, business processes, performance and planning). Internal relationships (e.g. ineffective communication, unclear hierarchies which result in messages and policy not being understood, work not being completed, workplace conflict). External relationships with delivery partners / suppliers (e.g. fraud)
Outline and address any weakness. Achieve personal goals and set higher standards for yourself. Gain new skills. Motivation and self-esteem. Increased ability to embrace changes or challenges. Possible reward (financial) or potential promotion. Increased employability. Positive feedback and recognition from colleagues. Qs What are the key features of CPD? - n Ans✔ It is a documented process. It is self-directed. It focusses on learning from experience, reflective learning and reviews. It helps you set developmental goals and objectives. It can include both formal and informal learning. Qs Why should I bother with CPD? - n Ans✔ CPD is fundamental. It is created and managed by you and involves a regular cycle of reflecting on your performance and aspirations, getting feedback and setting new goals. CPD will help you meet and exceed workplace standards, develop capability in areas in which you need to improve, support your team, business unit, department and wider profession, deliver excellence to the customer, and will help in your career regardless of your ambitions.
Qs What activities support CPD? - n Ans✔ Coaching Mentoring Work-shadowing Training courses In-house training Performance appraisals E-learning Qualification Qs What are some ways of evaluating and improving your own performance? - n Ans✔ SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis TNA (Training needs analysis) Observation and feedback One-to-one meetings Appraisals Performance reviews PDP (Personal Development Plan) Qs What is the purpose of encouraging and accepting feedback? - n Ans✔
Specify what is wrong, discuss relevant issues and recommend how they can change / improve what they are doing. Should be constructive and motivational. Should be provided in a timely manner so that the relevant issue is still fresh and the feedback is likely to be effective. It will build trust and lead to a better working environment. Qs Describe bad corrective feedback. - n Ans✔ Belittling people antagonises them and destroys trust and any useful feedback will be ignored or resisted. Offensive language, shouting, and insults are all forms of abuse which will prevent effective feedback and can destroy relationships Trivial or unimportant feedback can cause resentment and annoyance; can come across as intrusive or pedantic and dilutes any real feedback. Qs Describe the different types of career pathways and roles. - n Ans✔ Contact centres Processing Face to Face Customer service pathway Management career pathway
Qs Identify a career goal and personal goal. - n Ans✔ "My own personal career goal is to put as much into this opportunity as possible in order to get the most out of it in return. I'm aiming to pass the apprenticeship as soon as possible and possibly to take on the diploma version or maybe the level 4 if that's possible. I'd like to broaden my skills as much as possible to try and get as far as I can within this organisation." Qs How will career goals affect your work role and professional development? - n Ans✔ Positive effect as I will always be giving my best and working towards my goals. Push to develop skills to be efficient at job. Utilise personal development as much as possible. Career goals can affect development, if too much was taken on e.g. deputising a manager, being a 'Super User' or trainer could have an impact on daily duties and performance may be affected - there must be a balance between every day work and development. On the 'flipside' if an employee was happy and content with their role and didn't want to progress then development would be limited. Qs What is learning? - n Ans✔ Learning can take many forms. It can be formal like workshops, e-learning or courses but it can also be daily activites like reading or filling in for a colleague with a different role. It could include coaching, mentoring, job shadowing and attending professional events.
job (probably about 6-8) annotating each branch accordingly, eg team management, administration, selling, etc. Next take each branch in turn and add smaller branches or twigs to elaborate on what each of the key elements of your job involves could be called tasks, again annotating as you go along. You can then analyse your job in detail (e.g. how much time is spent on each key element). Qs What is the mid-year review? - n Ans✔ It is the first formal review of performance. The employee and manager should gather examples of performance prior to the discussion and progress against objectives should be documented and evidence gathered. It is important to remember that the "how" is being evaluated as well as the "what". You can discuss and document any development activity undertaken in this period and smmarise any discussion points and note next steps and changes to the objectives. Qs Describe the principles and purposes of performance management. - n Ans✔ It translates corporate goals into individual, team, department and divisional goals. Clarifies corporate goals. Is a continuous process in which performance improves over time. Relies on consensus and co-operation not control or coercion. Creates shared understanding of what is needed to improve. Encourages self-management of individual performance. Requires a management style that is open and honest and encourages two-way communication between superiors and subordinates. Requires continuous feedback.
Civil service approach to performance management is about aiming to be more efficient and effective, to deliver and enable others to deliver, and have better public services at the best value for money. It is a dynamic, two-way, and ongoing committment with honest feedback at its heart. Qs Why is performance management important? - n Ans✔ Feedback tells us that employees think there is room for improvement in how performance is managed across the civil service. Effective performance management combined with the competency framework is designed to give employees an active and leading role in managing their own performance with opportunity to show "how" they achieved something not just "what" they achieved. Research has proven that employees who are highly engaged perform better than those who aren't. Effective performance management can help facilitate employee engagement as it allows employees to take ownership of their objectives, performance and self- development with full support from their line manager. Good performance management requires regular communication throughout the year, based on regular reviews between employees and line manager. It promotes behaviour that leads to mutual trust and integrity. Qs What is pro-active management? - n Ans✔
Decide what needs to be changed or improved (e.g. through GAPS analysis, or regular review with manager). Identify support available in order to help achieve any changes or improvements. Create personalised goals and action steps. Outline any steps needed to achieve the goals set. Set a timescale. The goals should be SMART. Qs Why are personal development plans important? - n Ans✔ Development is the key to increasing a person's capability to perform in their current job and their potential to perform future roles. There are benefits to managers as it empowers people and increases engagement which results in people being more capable of taking on new responsibilites and adapting to a changing organisation more effectively. The benefits for individuals are that it will build skills to help people achieve their objectives, allowing opportunities to expand skills and experiences for future career growth. There is also great satisfaction to be had from striving to do our best. Qs
