PROFESSIONAL BEHAVIOURS
This document should be used as a guide to assist in the implementation of the University’s Acceptable Behaviour Policy in terms of helping identify what constitutes both acceptable and unacceptable behaviours in the workplace
Self OrganisationOthers• Managingworkloadandmaking
effectiveuseoftime• Beingwellpreparedformeetings
andpresentations• Demonstratinganawarenessofown
values,motivations&emotions• Keepinguptodatewithwhatis
happeninginprofesionalarea• Havinganenthusiasticandpositive
‘can-do’approach• Maintainingahealthylifebalance• Speakingandwritingbyusingclear
succintlanguage• Showingconsistencybetweenwords
andactions• Beingselfmotivated• Acceptinganddemonstrating
personalresponsibilityforhealthandsafety,dataprotectionandothercomplianceareas
• Takinganactiveinterestinwhatishappeningmorewidelyintheorganisation
• KeepinguptodatewithwhatishappeninginwiderHEenvironment
• Givingandreceivingconstructivefeedbackaspartofnormalday-to-dayworkactivity
• Developingandmaintainingpersonalnetworksofcontacts
• Ensuringownbehaviour,wordsandactionssupportacommitmenttoequalityofopportunityanddiversity
• Chairingmeetingseffectively,ensuringeveryonehasanopportunitytocontribute
• Gettingthebestfromothersthrougheffectivecommunication
• Managingownresponsewhenfacedwithchallengingsituations.
Examplesofbehaviourthatmayindicateneedforfurtherdevelopmentinmanaging self and personal skills...
• Talking or writing at inappropriate length
• Focusing almost exclusively on own job or own department
• Being consistently late for meetings
• Missing deadlines• Reacting defensively to
constructive criticism
Managing
self and
personal
skills
Staff Development
Delivering
excellent
service
Self Others Organisation• Resolvingproblemsquicklyina
cheerful,friendlymanner• Ensuringsystemsandprocesses
arekeptuptodate• Deliveringwhatyoupromise• Settingappropriateboundariesand
managingexpectations• Beingclearaboutwhereyoucanbe
flexibleandwhereyoucannotandwhy
• Beinguptodatewithbestclientservicepracticeinthesector
• Engagingpositivelywithqualityassessmentprocesses
• Seeingthingsfromyourclients’viewpoint
• Listening,questioningandclarifyinginordertounderstandyourclients’needs
• Usingclientfeedbacktodriveimprovements
• Tailoringcommunicationtomeetclients’needs
• Fosteringacontinuousimprovementphilosophy
• Deliveringconsistentservicestandards
• Definingexcellentservice• Interpretingrulesandregulations
flexiblytobalanceclientandorganisationalneeds
• Consistentlygivingpositivemessagesabouttheorganisation
Examplesofbehaviourthatmayindicateneedforfurtherdevelopmentindelivering excellent service...
• Using too much organisational jargon
• Adoptinga‘onesizefitsall’approach
• Hiding behind rules and regulations
• Providing anonymous service by withholding name or contact details
Staff Development
Self OrganisationOthers• Takingtimetounderstandand
diagnoseproblemsbyconsideringthewholepicture
• Recognisingtheneedtogofortheless-than-perfectsolutionattimesinordertoachieveobjectives
• Spottinganopportunityandtakingactiontodosomethingaboutit
• Identifyingnovelwaysofresolvingissuesusingowninitiative
• Suggestingandtryingoutnewapproaches
• Identifyingrisksandconsideringconsequencesoffailureinadvance
• Balancingnewideaswithtriedandtestedsolutions
• Workingproactivelyandtakinginitiatives
• Makingdecisionsandtakingresponsibilityforthem
• Beingopentoandapplyinggoodpracticeandfreshideasfrominsideandoutsidetheorganisation
• Exercisingjudgementinlinewithorganisationalstrategyandpriorities
• Activelyseekingnewideasandapproachesfromoutsidetheorganisation
• Identifyingandpursuingopportunitiestoworkinpartnershipwithexternalorganisationstogenerateanddevelopideas
• Supportingotherstofindtheirownsolutionsratherthangivingalltheanswers
• Fosteringaculturewhichencouragespeopletotakeacceptablerisksinpursuinginnovation
• Coachingandguidingothersindevelopingandimplementinginnovativesolutions
• Sharinglearningandexperiencetofacilitateothers’decisionmaking
• Seekinginputfromotherstodevelopteamsolutions
• Championingbusinesscasesandplansforideassubmittedbymembersoftheteam
• Encouraginganddevelopingthecreativityofothersandrecruitingandselectingcreativepeople
• Givingpeoplethespaceandfreedomtobecreative
Examplesofbehaviourthatmayindicateneedforfurtherdevelopmentinfindinginnovativesolutions...
• Abdicating responsibility for resolving issues• Doing things the way they have always been done
without reviewing them• Goingforthe‘easy’solution• Overlooking the potential repercussions of setting
precedents• Putting obstacles in the way of innovation
Finding
innovative
solutions
Staff Development
Self OrganisationOthers
Embracing
change
• Creatingaclimatethatencouragesinnovationandreceptivitytochange
• Leadingbyexampleinsupportingtheorganisationtobreakwithtraditionalmethods
• Communicatingupwardstoinfluencepolicyformulation
• Embracingnewtechnologies,techniquesandworkingmethods
• Scanningthewiderenvironmenttoseekopportunitiestodeveloptheorganisation
• Modifyingdepartmental/organisationalstrategytoadapttochangesinthewiderenvironment
• Seekingadiversityofperceptions• Encouragingotherstoinitiateand
embracechange• Encouragingexperimentationand
newwaysofworking• Providingongoingsupportand
encouragementtootherswhoaredevelopingandtestingideas
• Articulatingthepurposeofchangeandthecontextwithinwhichchangeishappening
• Adaptingapproachtorespondtochangesoutsideoftheorganisation
• Communicatingchangeinapositivemannerthroughinfluencingandpersuasion
• Acceptingthatchangeisanintegralpartoflife
• Displayingopenmindednesstonewideasandproposals
• Demonstratingawillingnesstodothingsdifferently
• Makingsuggestionsforimprovement• Takingacreativeapproach
tochangewhichchallengesassumptionsandisnotbasedpurelyonenhancingexistingpractice
• Viewingchangesituationsasopportunitiesforimprovinganddevelopingwork
• Remainingpositiveaboutmovingforwarddespitebeingrealisticaboutthedifficultyofchange
• Demonstratingthat‘thewaythingsaredonehere’doesnotrestrictyou
• Challengingthestatusquoinaconstructiveway
Examplesofbehaviourthatmayindicateneedforfurtherdevelopmentinembracing change...
• Unable to move beyond negative reaction to uncertainty• Complaining instead of doing something about it• Consistentlyblockingchangeandfailingtobuildonothers’ideasforchange• Generating numerous ideas but not following any of them throughStaff Development
Self OrganisationOthers
Using
resources
• Sharinggoodpracticewithotherpartsoftheorganisation
• Beingmindfulofresponsibilitytoorganisationandfundersinusingresources
• Developingcross-servicecollaborationandbeingwillingtoshareresources
• Identifyingwaysinwhichresourcescanbeusedflexiblyandimaginativelyforthebenefitofthewholeorganisation
• Liaisingwithexternalbodies,suppliersandotherHEbodies
• Identifyingtheinformationandknowledgepeopleneedandwhytheyneedit
• Drawingonothers’knowledge,skillsandexperience
• Liaisingoutsideofimmediateworkareatomaximiseuseofresourceswithintheorganisation
• Deployinghumanresourcesefficiently,attherightlevelsandinappropriateways
• Delegatingappropriately• Consideringcostsaspartof
theequationwhenplanningadevelopment
• Usingresourcesinwaysthatareefficientandminimiseanyadverseimpactontheenvironment
• Usinginformalsystemsandchannelsofcommunicationtoinformandsupportobjectives
• Influencingoutcomeswhenbiddingornegotiatingforresources
• Aggregating,utilisingandinterpretingmanagementinformation
• Consideringcostbenefitanalysisimplicationsofdecisions
• Makinguseofinformationandresourcesgainedthroughpersonalnetworks
• Recognisingthattimeiscostandadjustingbehaviouraccordingly
Examplesofbehaviourthatmayindicateneedforfurtherdevelopmentinusing resources...
• Always going for the highest quality solution regardless of cost implications
• Re-inventing the wheel• Assuming staff time is free• Being inappropriately protective of budget/time/
space• Spendingbudgetinappropriatelyjustto‘useitup’Staff Development
Self OrganisationOthers
Providing
direction
• Ensuringplansareconsistentwiththeobjectivesoftheorganisation
• Notlosingsightofthevisionindealingwithday-to-daypressures
• Breakingdown‘silo’thinkingandencouraginganorganisation-wideperspective
• Makinglinksbetweenindividual,team,departmentandorganisationalobjectivesclearforothers
• Givingteammemberssupportandadvicewhentheyneedit,especiallyduringperiodsofsetbackandchange
• Empoweringotherstotakepersonalresponsibility
• Providingclarityaboutresponsibilitiesandaccountabilities
• Creatingmomentumandenthusiasmaboutwhatneedstobedone
• Creatingandarticulatingavisionforownareaofresponsibility
• Standingbyconsidereddecisionseveniftheyproveunpopular
• Understandingthebiggerpictureandbeingclearabouthowownrolefitsin
Examplesofbehaviourthatmayindicateneedforfurtherdevelopmentinproviding direction...
• Getting bogged down in detail – unable to see the wood for the trees
• Being too internally focused• Focusing on the short-term view• Being dictatorial or controlling
Staff Development
Self OrganisationOthers
Developing
self and
others
• Supportingsuccessionplanningbyidentifyinganddevelopingcolleagueswithhighpotential
• Supportingotherstoundertakealternativeduties,short-termsecondmentsetc
• Encouragingotherstocontributetoinstitutional-levelactivity
• Identifyingthechangingneedsoftheorganisationandincorporatingtheseintoownandothers’developmentplans
• Givingpraiseforworkwelldone• Makingtimetothinkaboutthe
developmentofcolleagues• Providingconstructivefeedbackto
colleaguesatalllevels• Ensuringequalaccessto
developmentopportunitiesforall• Usingdelegationasanopportunity
todevelopothers• Empoweringothersbylocating
decisionmakingatthelowestpossibleappropriatelevel
• Providingcreativeworkopportunitiestostretchanddevelopcolleagues
• Encouragingotherstolearnfrommistakeswithoutblame
• Encouragingcolleaguestotakecalculatedrisks
• Coachingandmentoringothers
• Usingallsituationsaspotentiallearningopportunities
• Beingarolemodelbydevotingtimetoowndevelopment
• Engaginginformalandinformallearninganddevelopmentactivities
• Updatingprofessional/specialistskills
• Engagingpositivelywithappraisalprocesses
• Seeking,acceptingandactinguponfeedback,andlearningfromit
Examples of behaviour that may indicate need for further development indeveloping self and others...
• Blocking the progress of high potential colleagues• Believingthat‘development’equals‘training’and
not engaging with informal development methods• Being intolerant of mistakes and apportioning
blame• Focusingonothers’weaknessesratherthantheir
strengthsStaff Development
Self OrganisationOthers
Working
with
people
• Workingacrossboundariestodeveloprelationshipswithotherteams
• Challenginginappropriateorexclusivepractices/behaviour
• Reflectingorganisationalvaluesindealingwithpeopleandconductingbusiness
• Co-operatingwillinglytosupporttheachievementofteamgoals
• Usingunderstandingofotherpeople’sperspectivestohelpreachagreement
• Sharinginformationandkeepingothersinformed
• Recognisingandrespectingtheroles,responsibilities,interestsandconcernsofcolleaguesandstakeholders
• Proposingandnegotiatingwin-winsolutions
• Givingconstructivefeedback• Surfacingconflictsearlysothatthey
maybeaddressed• Ensuringthatworkingarrangements,
resourcesandprocessesrespondtodifferentneeds,abilities,valuesandwaysofworking
• Demonstratingthatyouvaluedifferences
• Monitoringandreviewingtheeffectivenessofworkingrelationships
• Havingagoodgraspofwhereyourresponsibilityendsandthatofothersbegins
• Presentingownopinionsandtheinterestsofthoseyouarerepresentingatmeetingsinaconvincingway
• Establishingrapport
Examplesofbehaviourthatmayindicateneedforfurtherdevelopmentinworking with people...
• Interrupting when others are speaking• ‘Guarding’information• Discouraging debate• Giving priority to own personal goals• Presentingotherpeople’sideasasyour
own
Staff Development
Self OrganisationOthers
Achieving
results
• Saying‘no’toactivitiesthatarelessimportantordonotfitwithorganisationalpriorities
• Evaluatingthesuccessofprojectsanddisseminatinglessonsthatcanbelearned
• Takingtimetocelebratesuccesses• Winningsupportofkeycolleagues
andotherstakeholders• Sharingthecreditwithothers• Beingeffectiveingainingbuy-in
withouthavinganydirectauthority• Monitoringprogressandproviding
regularupdates• Recognisingothers’contributionto
theachievementofobjectives
• Takingpersonalresponsibilityforgettingthingsdone
• Maintainingahighstandardofworkevenwhenunderpressure
• Incorporatingflexibilityintoplansandadjustingtheminlightofdevelopments
• Keepingtrackofanumberofprojectsrunningsimultaneously
• Distinguishingbetweenimportantandurgenttasksandprioritisingeffectively,evenfromapparentlyequaldemands
• Meetingdeadlines• Beingknowledgeableaboutkey
playerswhowillinfluencetheworkyoudo
Examplesofbehaviourthatmayindicateneedforfurtherdevelopmentinachieving results...
• Believing that talking about things is the same as action
• Being disorganised• Failing to see things through• Over-committing and not delivering
Staff Development
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