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Planning, organising and flexibility

   
   

Personal Effectiveness

 

Planning, Organising and Flexibility

Description

  • This is about adopting a methodical approach to work. It involves planning and organising oneself and others in order to deliver work and prevent future problems. This includes the ability to adapt and change plans as the requirements of the situation change. At the higher levels it involves thinking long-term, strategically and creatively.

 

Behavioural Indicators

Complexity

 Examples

A. 

Is organised and methodical

  • Manages own time and workload effectively
  • Records/stores information in a systematic way
  • Gets planned work done within daily deadlines
  • Plans and co-ordinates own work to meet objectives and development plans
  • Adapts to unexpected changes in circumstances
  • Thinks about the way things are done and is prepared to change approach to meet the needs of a situation 

B.

Plans specific activities effectively

  • Plans time effectively - develops clear and realistic plans
  • Assists customer in establishing priorities
  • Takes follow up actions when required
  • Prioritises/re-prioritises work appropriately
  • Monitors work activity against plan and takes remedial action when necessary to deliver what is required on time
  • Co-ordinates and organises others 

C.

Plans ahead and adapts

  • Involves others in planning activities
  • Shifts resources to ensure delivery
  • Monitors and manages staff skills and competence to ensure sufficient resources are available to meet expectations
  • Assesses time and resources needed for projects or activities
  • Develops practical and realistic plans that ensure efficient use of resources
  • Plans how to deal with peaks and troughs in workload over time
  • Draws up contingencies and adapts plans as necessary 

D.

Develops long-term plans to realise University for large project objectives

  • Integrates and prioritises plans in line with strong understanding of goals and objectives of the University
  • Plans capacity and schedules work effectively with both a long term view using milestones to monitor success
  • Prepares plans taking in to account the whole supply chain and how the function relates to the operation of the whole University
  • Actively plans to improve service and not just deliver to the University norms
  • Translates strategic goals into clear working/functional plans
  • Changes the overall strategy, goal or project as external and internal conditions alter
  • Develops short and long term plans that anticipate future trends and identifies shortfalls
  • Makes use of cross departmental working to generate plans 

Negative indicators

  • Fails to meet work schedules most of the time
  • Generally untidiness inconveniences others and has a disorganised approach
  • Sticks rigidly to plans even when circumstances change
  • Is unable to make decisions
  • Procrastinates to a point where tasks are not completed
  • Unable to respond to last minute changes/glitches/problems
  • Wastes time 

 

Development Tips

Staff development activities

  • Define a personal task list with priorities.
  • When acting as a manager/project manager, ensure that the work/project is broken down into mini deliverables with unambiguous targets. Ensure all team members are clear what these goals are.
  • Volunteer to lead projects of increasing size and complexity to develop skills in project management.
  • Make self aware of project management processes and procedure using the University agreed tool kit and standards.
  • When next acting as a project team member observe how the project manager works to achieve the project aims. Observe both processes and behaviour.
  • Identify obstacles that may prevent progress and plan to avoid or identify alternatives. 

Manager activity

  • When deadlines are missed, review why and highlight redundant activity.
  • Regularly and formally review staff member’s performance against agreed targets.
  • Regularly discuss the University, Faculty and team objectives.
  • Develop specific and measurable targets with staff member.
  • Ensure staff member has absolute clarity regarding objectives.
  • Ensure staff members with project manager responsibilities are clear about the processes and behaviours expected of project managers and that full coaching support is provided for this. 

 

Recruitment and Selection

Further advice on using competencies in the selection processes is available on Workspace in the Recruitment section.

Last edited Apr 16, 2014

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