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People Commitment & Development

We will promote a learning culture and we will treat people with dignity and respect.

We will contribute towards a learning and development culture, enabling us to achieve success and reach our full potential. We will be transparent and honest about the decisions we make and the challenges we face. We will seek to collectively build our capabilities to deal with these challenges and the diverse needs of the organisation. We will embrace feedback and promote a coaching culture. We will have a genuine commitment to continuous learning.

Why is it important?

Collectively engaging in people commitment and development is integral to building Encirc’s capability for a better future.

Level 1
Level 2
Level 3
Level 4
Level 5
Effective Behaviour
  • Keeps up to date with new processes and information within own role.
  • Reflects and learns from new experiences, colleagues and structured learning. Shares their learning with the team.
  • Requests and is open to feedback, responding constructively and makes changes as a result.
  • Actively seeks out opportunities, making the most of available developmental resources (e.g. Aspire, Toolbox Talks, projects, coaching and mentoring).
  • Identifies own skills, knowledge and behaviour gaps to inform own personal development plan and openly discusses these with their line manager.
  • Sets clear self-development and learning objectives.
Ineffective Behaviour
  • Views their own personal development as their manager’s responsibility.
  • Views others’ knowledge and experience as a threat.
  • Acts defensively in response to feedback from others.
  • Lacks awareness or interest in using available developmental resources and declines invites to learning opportunities.
  • Avoids stepping outside of comfort zone for fear of making mistakes.
Effective Behaviour
  • Encourages colleagues to share skills, knowledge and information, leads by example, mentoring and coaching others to support their continuous learning.
  • Continuously updates knowledge through reviewing materials and/or consulting internal or external colleagues.
  • Creates opportunities and experiences through which team members can improve their skills and capabilities.
  • Encourages and is open to developmental feedback from colleagues.
  • Demonstrates initiative in personal and professional self-development and encourages colleagues to do so.
  • Actively seeks out opportunities to gain additional exposure and experience, seeks to make improvements through continuous learning.
  • Provides developmental feedback that is constructive, based on fact and observed behaviour. Offers suggestions for improvements.
Ineffective Behaviour
  • Disinterested in giving or receiving constructive feedback.
  • Does not give colleagues tasks designed to put new skills into practice or provide opportunities to stretch colleagues.
  • Fails to see the need to continually learn new knowledge or skill.
  • Expects development without coaching or supporting team members.
  • Lacks self-awareness, unaware of and/or unconcerned with own development needs.
Effective Behaviour
  • Provides an effective induction for all new team members, to ensure they are clear on expectations and understand their role within the team.
  • Devises a long term plan for their own personal and professional development.
  • Supports and enables the development plans of others.
  • Recognises the potential in others and supports development opportunities through various methods, including delegating new responsibilities with the appropriate support, guidance and authority.
  • Conducts productive performance discussions giving team members the necessary feedback, focus, guidance and direction.
  • Meaningfully engages in the PDR, Probation, and other people management systems and processes.
  • Demonstrates self-awareness, proactively seeking feedback on their leadership style. Evaluating and acting on feedback in order to improve their own performance.
Ineffective Behaviour
  • Does not engage with or pays “lip service” to the PDR and other people management processes.
  • Thinks that development is only achieved by “sending colleagues” on a course.
  • Fails to identify the difference between abdication and delegation.
  • Acts as a blocker to learning and development requests from others.
  • Makes no attempt to learn or make changes as a result of feedback.
Effective Behaviour
  • Assembles teams with complementary skills and behaviours and promotes the expectation that they will learn and support each other.
  • Encourages others to develop their people through development discussions and personal development plans.
  • Actively stays up to date with key business issues, as well as latest research, trends and/or technologies in their area.
  • Devotes time to identifying talent and succession planning. Coaches and mentors team member to develop their skills.
  • Systematically analyses and shares the learning and knowledge gained from projects with team members and key stakeholder.
  • Identifies and develops capability requirements needed to deliver short and long term departmental strategy.
  • Ensures that individual and organisational learning and talent development opportunities are utilised to enhance organisational capability.
Ineffective Behaviour
  • Fails to promote emerging learning and development opportunities that could benefit individuals and organisation.
  • Lacks passion, enthusiasm or commitment to grow and develop talent in the organisation.
  • Fails to plan knowledge, skills and behaviours required to deliver departmental objectives.
  • Only develops team members who have similar styles and strengths to their own.
Effective Behaviour
  • Champions the strategic importance of people, talent management and learning and development.
  • Role models continuous learning and self -development, evaluating own effectiveness and growth.
  • Takes a strategic approach to identifying capability needs of their department now and in the future.
  • Integrates people development in their project/business plans.
  • Matches long term business needs with the career development and job satisfaction of colleagues.
  • Has a reputation as an effective coach and mentor for senior colleagues.
Ineffective Behaviour
  • Is resistant to or dismissive of personal feedback and sees personal growth not relevant at their level.
  • Focuses on delivery to the detriment/exclusion of learning and people development.
  • Takes a short term perspective to talent management and succession planning and struggles to identify long term capability requirements.
Value Leaders
James Currie
James Currie
Paddy O’Doherty
Paddy O’Doherty