17 Developing organisational culture and competence

The long-term aim of the use of National Occupational Standards is to aid the development of an organisation’s culture and competence.

National Occupational Standards have been developed to apply to different roles across the Legal Advice field. This means that you can look across your organisation and profile its competence against the standards set for particular roles. You might want to audit organisational competence to:

  • Determine what competence is needed to meet business objectives
  • Review and assess how the organisation’s structure reflects levels of responsibility and competence
  • Assess the organisation’s capacity for change
  • Assess the consequences of change on jobs
  • Link learning policy and strategy to business objectives
  • FInd out where organisational standards and behaviours need to be developed, modified or updated.

National Occupational Standards can have a significant impact on organisational culture as they:

  • Clearly describe what is expected of individuals in their work
  • Clearly list the knowledge and skills required for the job
  • Provide a transparent way of describing what is, and is not, acceptable behaviour
  • Encourage individuals to reflect on their practice, and continuously look for ways to improve
  • Provide a common language for discussing work and providing feedback on performance
  • Help individuals understand the work of their colleagues and build effective working relationships

Steps to take:

Step 1 Make an organisational commitment to performance
The first principle of the Investors in People (IiP) standard states that an Investor in People is fully committed to developing its people in order to achieve its aims and objectives.

This is a valid business aim even if an organisation is not working towards IiP recognition. Performance by the organisation will improve if the organisation makes a commitment:

  • To be clear about the standards of performance and behaviours it expects from people
  • To ensure that people have the behaviours, knowledge, skills and resources to perform to this standard
  • To monitor people’s performance
  • To recognise performance that meets the standards

This commitment needs to come from the top of the organisation, but it needs to be underpinned by a realistic plan to make it happen and the availability of the necessary resources.

Step 2 Be clear about the standards and behaviours people should be working to
Everyone should be clear about the units of the Legal Advice Standards and other sets of National Occupational Standards that apply to them. They need copies of the standards so they can use them to:

  • Monitor their own performance to ensure it meets the standard, and
  • Take personal responsibility for developing the behaviours, knowledge and skills they need

Check that the role profiles and therefore the standards linked to them reflect the competences needed to achieve business objectives. Are there jobs in the organisation that appear overloaded with standards? Does this mean that expectations are too high? Is this an indication of the need to delegate or reshape the structure?

Step 3 Encourage people to reflect on their work and discuss performance
People should be encouraged to use the National Occupational Standards to help them reflect on their own work in an open way with colleagues. The language of National Occupational Standards will soon become part of the culture.

People must feel confident they can give feedback to colleagues, being specific about when their performance meets the standards and when it does not. People should be encouraged to work together to identify ways in which they can improve their performance.

Step 4 Recognise performance and behaviours which meets the standards
Motivation is enhanced when people feel that their performance and behaviours have been properly recognised. This can be done in the following ways:

  • The organisation’s performance management and appraisal process
  • The recognition of performance and behaviour in succession planning and promotion
  • External accreditation through qualifications
  • Organisational events to celebrate performance
  • FInancial reward for performance

Checklist

  • Has your organisation made a public commitment to the performance of its people?
  • Is this backed up by a realistic and properly resourced plan?
  • Is everybody clear about the National Occupational Standards and behaviours to which they should be working?
  • Are people encouraged and given opportunities to discuss their own and others’ performance and behaviours openly with colleagues?
  • Do you have effective ways of properly recognising people’s performance?