Highways Agency
Safe roads, Reliable journeys, Informed travellers
Guidance Notes on Self-Scoring
Introduction
The capability levels are incremental and cumulative. To achieve any given capability level you must be able to provide evidence to demonstrate that the whole company operates consistently at that level and every level below it. For example, if you are scoring at level three then you will need to provide evidence for that level and for levels one and two.
Bearing in mind your self-score will be validated, you are encouraged to take a realistic view when considering your score rather than exaggerating the level of your capability.
You should use the prompts below, under Questions to consider include, to help you identify evidence which supports your self-score.
You should use the prompts below, under Actions to consider include, to help you identify the actions you intend to take as part of your plans to further develop your capability.
The list of prompts is not exhaustive. You should use it to stimulate your own thoughts.
- ATTRIBUTE 1 DIRECTION AND LEADERSHIP
- ATTRIBUTE 2 STRATEGY AND PLANNING
- ATTRIBUTE 3 PEOPLE
- ATTRIBUTE 4 PARTNERING
- ATTRIBUTE 5 PROCESSES
- ATTRIBUTE 6 INTERNAL RESOURCES
ATTRIBUTE 1 DIRECTION AND LEADERSHIP
How well we, as a company, develop and facilitate the achievement of our mission and vision, develop the values required for our long-term success and implement these using appropriate behaviours and performance management systems
INDICATOR 1.1
The leaders of our organisation are personally and directly involved in the development of our mission and vision.
They communicate it to everyone, to set the appropriate direction for the business
This indicator examines how much the leaders of your organisation get involved in putting together, and further developing your mission and vision, and how well they communicate this to different parts of the business so that everyone is focused in one and the same direction.
SELF SCORE
Questions to consider include:
- How are the mission and vision of your business decided?
- How much do the leaders of the business get involved in setting it?
- How widely and well is it communicated?
- How visible is it to all parts of the business?
- How is it incorporated into the fabric of the business strategically and on a day to day basis?
- How well are people supported and recognised in delivering the mission?
NEXT STEPS ACTIONS TO DEVELOP OUR CAPABILITY
Where we plan to be in 12 months
Actions to consider include:
- Check and develop the processes used to develop the mission and vision.
- Review how the direction and changes in the direction of the business are identified and what steps are taken to respond to those changes.
- Identify what relevance this has for day to day operations both at team and individual level.
- Review how people are encouraged to co-operate with each other across the organisation and with the organisation's stakeholders in order to disseminate the mission and vision.
ATTRIBUTE 2 STRATEGY AND PLANNING
How well we implement our mission and vision using a clear, stakeholder-focused strategy, supported by relevant plans, objectives and processes
INDICATOR 2.1
We base the development of our strategy on information from performance measures, research, learning and creativity related activities
This indicator looks at what information is used to develop the business strategy
SELF SCORE
Questions to consider include:
- How is strategy formulated?
- How does it form part of the management of the business?
- What resources and sources does the organization use to feed information into its strategic processes?
- How do people modify their roles in order to discover what information might be needed as inputs to the strategic process?
- What data is assessed (competitors, new technologies, legislative, socio-economic, regulatory, and environmental) and how it is used to determine strategy?
- What performance measures are identified during the development of strategy?
NEXT STEPS ACTIONS TO DEVELOP OUR CAPABILITY
Where we plan to be in 12 months
Actions to consider include:
- Review sources of relevant information and how these are captured, used and fed into the business.
- Identify how well performance measures are utilised.
ATTRIBUTE 3 PEOPLE
How well we plan, manage, develop and release the knowledge and full potential of our people in order to support our strategy and the effective operation of our processes
INDICATOR 3.1
We use selection procedures to recruit people and then identify, develop and sustain their competencies in line with the needs of the business
This indicator relates to how the organisation recruits people and then, subsequently manages, develops and releases the knowledge and full potential of those people in order to maximise their contribution to the effective achievement of organisational goals.
SELF SCORE
Questions to consider include:
- How effective is the approach to recruiting and selecting people?
- Is there a recognised process for managing and integrating the various stages of the recruitment and selection procedure?
- Are managers trained in interviewing skills to ensure a consistent and equitable approach during the selection of people?
- Is there a systematic approach to people development?
- Is there an effective performance appraisal system?
- How well are training and people development activities aligned with needs of the business?
- How is the effectiveness of training and development programmes monitored and measured?
NEXT STEPS ACTIONS TO DEVELOP OUR CAPABILITY
Where we plan to be in 12 months
Actions to consider include:
- Review the recruitment and selection process to ensure the integration of all aspects (eg advertising, identifying competencies, interviewing etc).
- Ensure that those who interview potential recruits possess the skills to conduct equitable, competency-based interviews.
- Ensure that training and development activities are aligned with organisational goals and needs.
- Consider the establishment of dedicated training and development personnel.
- Ensure the proactive role of managers in developing their staff.
- Establish a systematic management development programme.
- Ensure that the appraisal system is forward looking to address individual needs, in addition to looking back to identify achievement.
- Ensure training and development activities are reviewed and evaluated for their effectiveness.
ATTRIBUTE 4 PARTNERING
How well we plan and manage our external partnering arrangements in order to support our business objectives
INDICATOR 4.1
We select our key partners on their company capability and the quality of their people. We work with them over the long term in order to be more effective
This indicator looks at how the organisation chooses the trading partners it wishes to work with in terms of supply chain and joint ventures, both on a project-to-project and long-term basis. It also examines how the organisation works with them to deliver continuous improvement
SELF SCORE
Questions to consider include:
- How are the people the organization works with selected?
- What criteria are used?
- Once selected, how is their performance measured?
- How is this information shared with them?
- How is this used to help bring about continuous improvement in their capability and performance?
- How is this used to help bring about continuous improvement in the way they are managed?
- What processes are in place to support selection, measurement and continuous improvement?
NEXT STEPS ACTIONS TO DEVELOP OUR CAPABILITY
Where we plan to be in 12 months
Actions to consider include:
- Develop a more formal selection process based on suitability.
- Develop appropriate benchmarks for assessing their and your own performance.
- Use benchmarking techniques to stimulate continuous improvement.
- Develop formal processes to manage and work with the supplier organisations
- Identify methods of stimulating two way communication.
- Set up of longer term frameworks with your key partners.
ATTRIBUTE 5 PROCESSES
How well we design, manage and improve our processes in order to support our strategy and generate increasing value for our customers and other stakeholders while ensuring we operate in a safe manner
INDICATOR 5.1
We systematically design, manage and improve processes using innovation in order to manage risks and generate increasing value for our customers and other stakeholders
This indicator examines how well the organisation designs, manages and improves processes to support quality delivery.
SELF SCORE
Questions to consider include:
- How well does the system employed ensure that all the processes are managed, controlled and developed against appropriate standards?
- Are all areas of the organisation covered?
- What roles do the process owners play?
- How do we use innovation to improve these processes?
- How well are risk management, value management and value engineering used across the organisation?
- How well do these processes generate best value?
- Is everyone in the organisation aware of these processes, what they are there for, and how they impact on their roles?
- How are internal and external benchmarking used to identify levels of performance?
NEXT STEPS ACTIONS TO DEVELOP OUR CAPABILITY
Where we plan to be in 12 months
Actions to consider include:
- Review and develop qualitative and quantitative measures of performance.
- Identify how benchmarking, innovation and continuous improvement are incorporated and driven.
- Identify what formal learning and feedback mechanism are in place.
- Ensure that process owners are fully trained and competent.
ATTRIBUTE 6 INTERNAL RESOURCES
How well we plan and manage our internal resources in order to support our strategy and the effective operation of our processes
INDICATOR 6.1
We promote sustainability, the use of renewable resources and the minimisation of waste
This indicator relates to how effective the organisation is in adopting and promoting the responsible use of resources in order to minimise waste and encourage the sustainable use of materials.
SELF SCORE
Questions to consider include:
- Is there a strategy in place to promote the use of renewable resources and the minimisation of waste?
- Is there a written statement/document regarding our strategic approach?
- How does the procurement strategy take into account renewable resources?
- How much does the approach of suppliers to the sustainable use of materials affect their selection?
- How is waste material in terms of cost to the business monitored?
- Is less efficient equipment replaced with power saving alternatives?
- Are there people who are responsible for good practice in this field?
- Are people in the organisation informed and educated about good practice in this field?
- Is the approach to environmental issues and the efficient use of resources regularly reviewed and discussed at a senior level in the business?
- Are practices benchmarked against other organisations in the industry?
NEXT STEPS ACTIONS TO DEVELOP OUR CAPABILITY
Where we plan to be in 12 months
Actions to consider include:
- Ensure that a strategy is in place to procure and promote the responsible use of resources.
- Ensure that information regarding this is available to people in the organisation and members of the public.
- Assess materials sourced through external suppliers for their impact on the environment.
- Establish objective measures for evaluating the cost to the business of waste materials and savings from the responsible use of resources.
- Appoint dedicated people or establish a champion to ensure that the strategy is driven and achieved.
- Ensure the regular review of the resources strategy.
- Benchmark practices against similar businesses in the industry.
- Ensure all equipment is environmentally friendly.