Using the Framework: Employers The CLD Competency Framework has been refreshed to better reflect the needs of those employing, managing and practicing CLD. There have been significant changes in the sector since the competences were first produced and, as employers, you will have a keen interest in recruiting the right staff for your organisation and ensuring they have access to high quality support and training so they contribute effectively to your organisation. The competences are the foundation which underpins all effective CLD practice. This guide offers some examples of how to use them to support and develop organisations and individual practitioners.

How do you use the Framework at the moment? Yes

No

Recruitment and selection:      

reviewing the job and person specification writing the job advert producing the job information pack designing the application form structuring interview questions making reference requests

Design and evaluation of job roles; staff appraisal Organisational development Linking training and development needs to organisational outcomes Planning and assessing how the organisation will cope with change and risk To support applications for funding and resources

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Recruitment and selection Post of Co-ordinator Keithly Befriending Project Evidence in support of Application The information in this section will be used when short listing applicants for interview for the post applied for. Please refer to the advertisement, role profile and description of the key competences for the post and provide evidence of your knowledge, skills, experience against each as set out in the role profile. A maximum of 250 words should be provided against each of the key competences and elements. Example Answer: Develop and support collaborative working I consider the development and support of collaborative working with a range of stakeholders to be critical in my current role as Co-ordinator for the Befriender’s Project. I talk to a range of potential and current stakeholders and clients frequently to make sure that the range of services, including training, research and consultancy services we provide is meeting identified need and that key messages on policy, quality and performance are being understood and actioned. When planning our children’s befriending scheme for young carers I knew that effective communication would be essential to achieving a balance in meeting a range of stakeholder interests. I set about developing a co-ordinated and sensitive approach to work in partnership with local community groups, voluntary and statutory sector employers and Children’s Services of the local council to identify and meet the needs of all those investing and participating in the programme.

Interview Questions Try turning a competence area into a question that might be asked at interview Take this competence area: ‘Know and understand the community in which we work’ Select one of the indicators: ‘Involve other stakeholders in identifying and agreeing needs and local priorities’ Turn this into an interview question: ‘Tell us about a time when you tried to make sure that other stakeholders were involved in identifying the needs and priorities of the community you were working with, and what the challenges and opportunities presented were’

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Design and evaluation of job roles; staff appraisal

Developing Job Descriptions Organisations have to constantly adapt to changing demands both internally and externally, on their services and products. It is important that staff have a clear understanding of what is expected of them and what skills and competences are required. Similarly when recruiting new staff we want people with the right skills, knowledge, understanding and experience for the job. The CLD Competency Framework can help make this process more systematic and robust by helping to identify the competences required for each job. Organisational Aim Key Tasks/ Activities Targeting support  Understanding the target services to increase audience the number of Organisational development  Consulting and involving young people aged young people in developing the 16 - 25 using the service services  Introducing service changes and overseeing delivery  Monitoring and evaluating the impact of service changes

Competence Required  Know and understand the community in which we work  Build and maintain relationships with individuals and groups  Facilitate and promote community empowerment  Organise and manage resources  Evaluate and inform practice

Staff Appraisal – Self-assessment Form Competence: Develop and Support Collaborative Working Develop and support collaborative working within your organisation Evidence: Initiate collaborative working with relevant organisations Evidence: Negotiate and agree roles with others in collaborative and joint work Evidence Identify, put in place or provide training for collaborative working Evidence: Manage the ending of collaborative and joint relationships Evidence:

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Organisational development What competences do we require

What level of competence required

What staff do we require at each level

Where are the gaps

Community Engagement

All

Range from high to low (SCQF 4 – 9).

Staff trained to higher level of competence in community empowerment

Establishing new partnerships

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Basic capacity building requited from lower level staff. Community empowerment at higher level Team leader/ manager

Activity:

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Intended Outcome: We live longer, healthier lives. Indicator: Reduce the percentage of the adult population who smoke to 22% by 2010

Build and maintain relationships with individuals and groups Develop and support collaborative working Evaluate and inform practice

What will we do:

Medium

High

Senior/ Dev. Worker

Medium

Team leader/ manager

Organise educational programmes and campaigns in;  Schools  Youth clubs and youth projects  Community centres  Adult learning projects and groups

None

What competences do staff require:

What level of competence do staff currently have:

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3 senior staff qualified/ experienced at SCQF level 9 1 worker qualified to SCQF level 7 3 un qualified staff Only 2 have good experience of collaborative working





Build and maintain relationships with individuals and groups Provide learning and development opportunities Develop and support collaborative working

Sample Organisational Learning Plan Organisational goal/target

Learning objectives

Links to CLD Competences

Improve participation of local community organisations in available learning opportunities

To develop a deeper understanding of diversity issues

 

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Provide learning & development ops Provide education & development ops developed in dialogue with individuals & communities Tackle barriers to participation

Who needs to learn Whole team

Learning Plan

Team Leader and senior staff to meet with local community representatives to discuss support for improved communication and participation

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