Download Setting performance objectives - Government Communication Service

Using the Communications Professional Competency Framework:
Setting Performance Objectives
Introduction
The new Communication Professional Competency Framework defines the
professional skills and knowledge required for all government communicators.
These professional competencies are designed to complement and be used
in conjunction with the new Civil Service Competency Framework.
Both competency frameworks were introduced in April 2013 and will be used
to inform objective setting for the 2016-17 reporting year.
Setting objectives
Performance objectives set out what you aim to achieve in your role in the
coming year and define how you will measure success.
Objectives should relate to the wider Directorate communication objectives
and be aligned to overall Departmental or Agency policy / business priorities:





Start by looking at your Department / Agency’s business plans to
understand the overall policy / business objectives.
Next review your Directorate’s communication strategy and plans to
identify the role communication will play in achieving policy objectives.
There may be communication sub-objectives describing how different
communication activities or channels will support the achievement of
the overall communication objective.
Consider your role and the activities you will be involved in to support
the delivery of communications objectives.
Now you can identify individual objectives that specify the tasks,
activities and projects you will deliver, aligned to overall communication
and Departmental/Agency priorities.
Using the communication competencies
Together with the Civil Service Competency Framework, you can use the
communication competencies to help you illustrate how you are going to
achieve your objectives – the behaviours, skills and knowledge you will need
to demonstrate. The competencies can also be used to help you identify skills
gaps and training needs.


The communication competency framework is structured around the
four stages of a strategic communication planning process – Insight,
Ideas, Implementation and Impact. Look at the skills, knowledge and
behaviours required for professional communicators at your level for
each of these four competencies.
The framework lists core skills and knowledge that apply to all
communicators. It then includes specialist skills specific to four
communication disciplines – Campaigns and Marketing, Press and
Media, Digital and Internal Communication. Have a look at the
discipline specific skills relevant to your role.


Review the competencies relevant to your role and use them to identify
behaviours and skills to incorporate in your objectives.
Consider whether you have any skills gaps or training needs. Reflect
these in your development plans.
The competencies are designed to be flexible and are not exhaustive. Some
specialist roles may have additional competencies that are not included in the
framework.
Setting SMART objectives
Use SMART to check that your objectives are clear and measurable:
Specific: Objectives should specify what you expect to achieve and how you
expect to achieve the outcomes / deliverables. Consider the steps involved,
the key priorities for the role, and the skills and behaviours needed to deliver
to high standards.
Measurable: You should be able to measure whether the objective is met and
how it has been achieved. Typical measures include cost, quality, timeliness,
value for money. Consider which stakeholders/partners might be useful in
providing feedback.
Achievable: Objectives should be stretching but realistic, appropriate to the
role and achievable.
Relevant: Objectives should be selected based on priority and significance.
They should relate to the Directorate communication objectives and be
aligned to overall Departmental or Agency policy / business objectives.
Timely: Objectives should include timescales (deadlines, frequency). Where
objectives span the whole performance year, it is useful to set milestones so
progress can be measured through the year.
Reviewing objectives
When you have set and agreed your objectives with your manager, they
should be reviewed regularly, and as a minimum at the mid-year and end of
year performance reviews. Objectives will also need to be updated to reflect
any changes within your role and whenever you change jobs.
Example objectives
These examples draw on the communications professional competency
framework. Objectives vary for each individual based on the needs of the job
and departmental priorities. These examples illustrate how the competencies
can be used to inform objective setting, rather than providing a template.
AIO/IO
Demonstrate good written communication skills in the delivery of clear,
concise and accurate communication products. Conduct media monitoring to
assess press coverage and progress against target of X number of pieces
featured.
Design and develop engaging and targeted content and messages within
planned timescales for X communications strategy. Use insight to identify the
most effective channels to maximise reach and explore opportunities to use
low-cost channels. Monitor, analyse and summarise progress against
campaign effectiveness indicators.
SIO
Design effective, integrated and creative communications strategies to
support the delivery of X policy objective by X date. Develop measurable
objectives for communications and ensure strategies take into account of
insight and lessons learned. Gather evidence and track progress against
communications objectives and KPIs (for example targets of X% increase of
understanding of key messages, X% shift in attitude towards issue).
Ensure delivery of quality and timely reactive and proactive PR and press
activity. Demonstrate strong editing skills and handle high-profile media
issues through building good relationships and providing a trusted brief to
journalists. Evaluate media response and track coverage of key messages,
with a target of X% favourable coverage.
Grade 7/Grade 6
Draw on knowledge of internal communications best practice to advise
leaders on the overall internal communications strategy for X organisational
change from X date to X date. Track effectiveness of internal
communications through engagement surveys, with a target of improving
understanding of the impact of change by X% by X date.
Further Guidance
Performance management processes vary - your Departmental / Agency HR
team will be able to provide more information on the Performance
Management process within your organisation and the forms you should use.
More information on the Civil Service competencies can be found on the Civil
Service Learning site:
https://civilservicelearning.civilservice.gov.uk/competency-framework/welcome
There is also an e-learning package on using the Civil Service competencies
in Performance Management:
https://civilservicelearning.civilservice.gov.uk/learningopportunities/performance-management-e-learning