K1: How to shape organisational mission, culture and values.
K2: Organisation structures; business modelling; diversity; global and horizon scanning perspectives; governance and accountability; technological and policy implications.
K3: New market strategies, changing customer demands and trend analysis.
K4: Innovation; the impact of disruptive technologies (mechanisms that challenge traditional business methods and practices); drivers of change and new ways of working across infrastructure, processes, people and culture and sustainability.
K5: Systems thinking, knowledge/data management, research methodologies and programme management.
K6: Ethics and values-based leadership theories and principles.
K7: Competitive strategies and entrepreneurialism, approaches to effective decision making, and the use of big data and insight to implement and manage change.
K8: Financial strategies, for example scenarios, modelling and identifying trends, application of economic theory to decision-making, and how to evaluate financial and non- financial information such as the implications of sustainable approaches
K9: Financial governance and legal requirements, and procurement strategies.
K10: Organisational/team dynamics and how to build engagement and develop high performance, agile and collaborative cultures.
K11: Approaches to strategic workforce planning, for example, talent management, learning organisations, group work, workforce design, succession planning, diversity and inclusion.
K12: Influencing and negotiating strategies both upwards and outwards.
K13: The external social and political environment and use of diplomacy with diverse groups of internal and external stakeholders.
K14: Working with board and other company leadership structures.
K15: Brand and reputation management.
K16: Working with corporate leadership structures, for example, the markets it operates in, roles and responsibilities, who its stakeholders are and what they require from the organisation and the sustainability agenda.
K17: Crisis and risk management strategies.
K18: Coaching and mentoring techniques.
K19: Approaches to developing a Corporate Social Responsibility programme.
K20: The organisation’s developing communications strategy and its link to their area of responsibility.
S1: Use horizon scanning and conceptualisation to deliver high performance strategies focusing on growth/sustainable outcomes.
S2: Set strategic direction and gain support for it from key stakeholders.
S3: Undertake research, and critically analyse and integrate complex information.
S4: Lead change in their area of responsibility, create an environment for innovation and creativity, establishing the value of ideas and change initiatives and driving continuous improvement.
S5: Lead and respond in a crisis situation using risk management techniques.
S6: Act as a Sponsor/Ambassador, championing projects and transformation of services across organisational boundaries such as those impacted by sustainability and the UK Net Carbon Zero by 2050 target.
S7: Challenge strategies and operations in terms of ethics, responsibility, sustainability, resource allocation and business continuity/risk management.
S8: Apply principles relating to Corporate Social Responsibility, Governance and Regulatory compliance.
S9: Drive a culture of resilience and support development of new enterprise and opportunities.
S10: Oversee development and monitoring of financial strategies and setting of organisational budgets based on Key Performance Indicators (KPIs), and challenge financial assumptions underpinning strategies.
S11: Uses financial data to allocate resources.
S12: Oversee procurement, supply chain management and contracts.
S13: Use personal presence and “storytelling” to articulate and translate vision into operational strategies, demonstrating clarity in thinking such as consideration of sustainable approaches.
S14: Create an inclusive culture, encouraging diversity and difference and promoting well-being.
S15: Give and receive feedback at all levels, building confidence and developing trust, and enable people to take risks and challenge where appropriate.
S16: Enable an open culture and high-performance working environment and set goals and accountabilities for teams and individuals in their area.
S17: Lead and influence people, building constructive working relationships across teams, using matrix management where required.
S18: Optimise skills of the workforce, balancing people and technical skills and encouraging continual development.
S19: Manage relationships across multiple and diverse stakeholders.
S20: Lead within their area of control/authority, influencing both upwards and outwards, negotiating and using advocacy skills to build reputation and effective collaboration.
S21: Shape and manage the communications strategy for their area of responsibility.
B1: Work collaboratively enabling empowerment and delegation.
B2: Take personal accountability aligned to clear values.
B3: Curious and innovative – exploring areas of ambiguity and complexity and finding creative solutions.
B4: Value difference and champion diversity.
B5: Seek continuous professional development opportunities for self and wider team.
DUTY | KSBS |
---|---|
Duty 1 Lead the design, creation, implementation and review of people policies and practices aligned to the needs of the organisation, Critically evaluate a range of people practices to ensure fit for purpose and review as appropriate. |
K1 K3 K8 |
Duty 2 Using critical analysis and evaluation of internal and external factors contribute to the development of the wider organisational people strategy and lead on the implementation of a workstream (e.g. HR/L&D/OD) relevant to the role. |
K3 K4 K8 |
Duty 3 Manage and lead people projects and lead the people element of broader organisation wide projects and programmes. Critically analyse, interpret and evaluate complex information, concepts and problems to develop business cases for change and evaluate and apply appropriate change management methodologies. |
K6 K11 K12 |
Duty 4 Assess both current and future workforce needs, building future capability and talent and actively contribute to the organisation’s strategic workforce planning or talent management processes for example, they may need to analyse the transferability of skills in the current workforce and devise strategies that enable a just transition for staff into the green economy. |
K5 K7 K8 K9 |
Duty 5 Proactively develop and maintain relationships with senior stakeholders in order to communicate, engage, influence and challenge effectively in order to achieve the people strategy and represent the organisation externally. |
K3 K9 K10 |
Duty 6 Bring together the right people to ensure resource availability to drive sustained commercial success and value for people. Manage a budget and people metrics, review and forecast spend relating to the workforce. |
K4 K7 K10 |
Duty 7 Select and implement appropriate technology to deliver the people strategy, policy and practices, taking into account the risks, opportunities, impact and value of technology. Seek out, critically evaluate and utilise technologies to drive a continuous improvement approach. |
K4 K5 K6 |
Duty 8 Review and critically evaluate current and future trends to ensure organisation effectiveness and commercial awareness. Interpret people analytics to provide insight, make recommendations, and to influence senior stakeholders regarding organisation decisions. |
K3 K4 K10 |
Duty 9 Proactively shape and drive the organisation’s culture and role model the organisations core values and beliefs, creating working practices that reflect the organisation’s culture, core values and beliefs. |
K2 K8 |
Duty 10 Integrate diversity and inclusion into people and wider organisation approaches. |
K2 K8 |
Duty 11 Proactively keep up to date with external trends and developments, both in the people profession and wider context (relevant to your role) and take responsibility for the development of other people professionals, managers and leaders, including providing coaching and mentoring where appropriate, for example, the current and potential impacts of the transition to net carbon zero emissions by 2050. |
K5 K9 |
Duty 12 Keep up to date with and interpret relevant legislation and regulation, such as employment law, ethics, equality and diversity and critically evaluate relevant organisation people policies and practices to ensure compliance and mitigate risk. |
K1 K6 |
DUTY | KSBS |
---|---|
Duty 13 Lead and advise on complex HR and employment issues & practices to mitigate risk and maximise effectiveness. |
K1 K23 K24 |
Duty 14 Create and sustain a positive employee relations climate to ensure the relationship between the organisation and its people is managed through its practices and relevant law. |
K1 K2 K12 K23 K24 |
Duty 15 Critically evaluate, develop and implement approaches to maximise employee engagement within the organisation. |
K2 K8 K12 K21 |
Duty 16 Champion, design and implement approaches to employee well-being across the organisation. |
K2 K8 K12 K21 |
Duty 17 Critically analyse, design and implement people reward strategies to attract, motivate and retain employees. |
K3 K22 |
Duty 18 Critically analyse and review approaches to managing performance across the organisation, design and implement changes where appropriate. |
K1 K8 K9 K24 |
DUTY | KSBS |
---|---|
Duty 19 Critically analyse and evaluate the formulation and implementation of the learning and development strategy ensuring it is underpinned by the full learning cycle, ensuring the creation of an organisation learning culture that shapes and ensures continuing professional development. . |
K4 K17 K19 |
Duty 20 Critically evaluate, select and apply a range of approaches and processes to establish learning and development needs at an organisational, group/team, occupational and individual level in collaboration with relevant senior stakeholders. |
K3 K4 K18 |
Duty 21 Critically evaluate a range of learning design theories, channels, methods and approaches in order to select the appropriate solutions which will meet organisation wide development needs. |
K5 K17 K18 K19 |
Duty 22 Initiate and drive an appropriate coaching and mentoring strategy and culture to enhance the effectiveness and capability of the organisations people. Critically analyse and develop the coaching and mentoring capability and capacity to ensure it drives performance and/or supports the culture of the organisation. |
K2 K9 K17 K18 |
Duty 23 Select and use complex or sophisticated facilitation techniques in order to facilitate complex events, development interventions and discussions to support senior colleagues, groups and teams to achieve a desired successful outcome. |
K17 K18 K20 |
Duty 24 Design and implement appropriate evaluation strategies and methods to assess the effectiveness of learning plans and interventions. |
K4 K10 K17 |
DUTY | KSBS |
---|---|
Duty 25 Critically evaluate overarching organisation strategy and establish organisation development needs through using a range of consulting processes, styles and diagnostic tools and methodologies. |
K2 K10 K12 K14 |
Duty 26 Lead the design, creation and review of a range of organisation development interventions in order to improve organisational effectiveness and performance. |
K2 K6 K11 K15 |
Duty 27 Actively measure organisation culture and critically analyse, select and implement different approaches to culture development. |
K2 K6 K13 |
Duty 28 Apply models of systemic thinking to a range of people practices. |
K1 K4 K5 K16 |
Duty 29 Critically evaluate and implement appropriate organisation design structures to align with business needs and improve performance. |
K2 K14 |
Duty 30 Critically evaluate and apply work design choices (who does what/how work is done). |
K5 K6 K7 K14 K21 |
K1: The employee lifecycle and the range of people practices that underpin it, including relevant regulation, compliance, governance and relevant law and how to develop policy in line with this.
K2: Organisational culture, theories and concepts, organisational behaviour, models and theories of human behaviour, ethics, values and beliefs. This may include approaches to sustainability.
K3: Business acumen, including organisational strategy creation, strategic planning tools (including business cases) and trends in the wider business context as well as drivers of organisational performance and methods of measuring organisational data. Knowledge of financial and commercial information and value for money principles. This may include the impacts of the transition to a green economy and net carbon zero emissions by 2050.
K4: Methods of measuring value and impact and types of analytical tools relating to creating value for an organization as well as methods of evaluating opportunity costs including qualitative and quantitative metrics.
K5: Ways in which technology supports the delivery of people practice and enables collaboration and the risks, opportunities and impact of technology on ways of working, both in the wider organisation and in the people profession, including how social media fits with the organisational communication strategy.
K6: Change methodology and tools and the psychology and impact of change on the workforce and the organisation.
K7: The elements that make up strategic workforce planning, such as talent management, succession planning and resourcing. This may include approaches to ensuring a just transition for employees within the high carbon legacy economy to the low carbon economy by 2050.
K8: How to integrate diversity and inclusion into wider organisational approaches.
K9: Strategies, tools and techniques to build management, coaching and mentoring capability across the organisation.
K10: A range of consulting processes and styles as well as diagnostic tools appropriate to the role.
K11: How projects fit as part of wider programme management and how to use project management methodologies in order to deliver a project.
K12: Worker voice tools and approaches and how these potentially impact on worker engagement and performance.
K13: (OD) How to critically evaluate and apply models and measures of culture and behaviour in organisational development.
K14: (OD) Organisational design theories, principles, models, structures, good work design and job design.
K15: (OD) Organisation development theories, principles, models, tools, interventions and scenario planning.
K16: (OD) Essential concepts of systems thinking.
K17: (LD) How to critically evaluate and apply theories, concepts and the value of learning, coaching and mentoring cultures.
K18: (LD) The psychology of learning as well as current and future trends in adult learning and motivation and how to integrate into an organisations learning approach.
K19: (LD) Learning design principles and methods aligned to learning strategy.
K20: (LD) Complex facilitation techniques and when to use them.
K21: (HR) Strategies and drivers of employee well-being and engagement and how to integrate into wider organisation approaches.
K22: (HR) How to create remuneration and benefit approaches that are aligned to current and future organisation needs and market conditions such as equal pay.
K23: (HR) Employment law, (including associated case law), different theories and perspectives on employee relations and employee body relationships, and the implications on people policies and practices.
K24: (HR) The impact of performance management approaches and how performance management data can be used to drive improvement.
S1: Design and implement a range of people policies, processes, approaches and practices in line with the organisations strategic plan, culture and values.
S2: Identify and recognise the interventions an organisation needs to create the desired culture and behaviours.
S3: Create and manage relevant budgets (for example HR and projects) and make balanced commercial decisions, recording them appropriately.
S4: Design and contribute to the formulation and shaping of the People strategy and ensure alignment to organisational strategy.
S5: Devise, analyse, interpret and offer insight into data and metrics and the insights they provide to the industry and organisation for the purpose of creating value.
S6: Evaluate, identify and where appropriate select a technological/digital solution that will enhance current ways of working.
S7: Question accepted practices and articulate the need for change, implementing change programmes where required (including diagnostics, options and methodologies).
S8: Develop and implement people plans and integrated people practices in line with organisational and people strategy.
S9: Ensure that people policies and practices are inclusive, recognising the impact on individuals and groups and supporting diversity.
S10: Develop the management, coaching and mentoring capabilities utilising appropriate tools and methodologies.
S11: Select and apply a range of consulting processes, styles and diagnostic tools appropriate to the role.
S12: Align and evaluate worker voice tools and approaches and drive forward the outputs.
S13: Select appropriate project management methodologies and resources in order to plan, lead and deliver complex projects (often as part of wider programmes) including the management of risk.
S14: Influence senior leaders in order to position the people strategy at the heart of the business and ensure it is considered when decisions are taken across the organisation. Manage complex relationships across multiple and diverse stakeholders, building trust and rapport with the ability to positively challenge. Lead beyond area of control/authority and influence, negotiate and use advocacy skills to build reputation and effective collaborations.
S15: Present complex information (which may include difficult messages) selecting channels that are tailored to the audience and can be clearly understood, including across the organisational boundaries, cultures and other disciplines.
S16: (OD) Select and apply organisation development models and measures and lead the implementation of different approaches to enable cultural development.
S17: (OD) Select, evaluate and apply appropriate design theories, principles, models, structures, for good work design and job design.
S18: (OD) Select, evaluate and apply appropriate organisation development theories, principles, models, tools (including scenario planning), to design and implement interventions.
S19: (OD) Apply appropriate systems thinking approaches to organisational development and design.
S20: (LD) Select, evaluate and apply appropriate theories and concepts to embed the value of learning, and to create a coaching and mentoring culture.
S21: (LD) Integrate appropriate current and future trends in adult learning and motivation into an organisation’s learning approach, evaluating the effectiveness of the approach.
S22: (LD) Select and apply appropriate complex facilitation techniques to achieve the desired outcome.
S23: (LD) Select, evaluate and apply appropriate design principles and methods aligned to learning strategy.
S24: (HR) Select, evaluate and apply appropriate strategies to integrate employee well-being and engagement into wider organisation approaches.
S25: (HR) Select, evaluate and apply appropriate remuneration and benefit approaches which are aligned to current and future organisation needs and market conditions.
S26: (HR) Recognise, interpret and apply employment law, (including associated case law), and the implications on people policies and practices, ensuring the relationship between an organisation and its people is managed through transparent practices and relevant law whilst taking account of different theories and perspectives on employee relations.
S27: (HR) Select, evaluate and apply appropriate performance management approaches and use relevant data to drive improvement.
B1: Role models ethical behaviour and practices and challenge decisions and actions that are not ethical.
B2: Demonstrates professional courage and influence by challenging constructively and confidently in the face of opposition and tailoring influencing techniques to gain buy-in.
B3: Makes a visible commitment to valuing people; demonstrate compassion and fairness and enable people to have a meaningful voice in decisions that impact them.
B4: Role models collaborative and inclusive working across organisational and cultural boundaries, driving diversity to achieve positive outcomes.
B5: Actively searches and creates opportunities to learn, sharing insights and future trends with others (internally and externally). Brings a reflective mind-set to experiences and learning to innovate and continuously improve performance.
B6: Assimilates evidence and ideas from multiple sources to identify themes and connections and gain insights on whole issues and their wider implications.
B7: Takes an adaptable, evidence based approach to decision making in the context of specific situations or environments.
B8: Applies a strategic and commercial mind-set to drive and enable change and create value for the organisation and its people.
Academic Professionals work within the higher education (HE) sector delivering higher education teaching and undertaking research to support the development of knowledge within their discipline. They may work in Universities, Colleges or the Private Sector, in the primary role of developing and sharing knowledge with students, peers and external stakeholders to support advancement of the discipline and the resolution of major challenges. Academic Professionals play an active role in supporting a range of people including students, funders, stakeholders and government to gain insight into their specialist discipline area. Academic Professionals engage in continuing professional development in both their discipline and their pedagogy and make use of appropriate technologies to support the acquisition of knowledge.
Academic Professionals will reach full competency in their role through this apprenticeship, taking them from their entry point to employment in higher education to full professional competence, which can be achieved only following extensive training and work experience in both the core elements of the apprenticeship and in a specialist route for either teaching or research. At entry point, individuals have considerable expertise in a particular subject discipline, usually as indicated by the completion of postgraduate level 7 or level 8 qualifications, but still need the substantial training indicated below to acquire full competency as an Academic Professional. The Academic Professional Apprenticeship Standard reflects widely understood professional standards for both the teaching and research routes in higher education and is aligned to the Higher Education Academy’s UK Professional Standards Framework and Vitae’s Researcher Development Framework.
Academic Professionals undertake the core role and follow one of two specialist routes, teaching and supporting learning or undertaking research:
Specialist role in Teaching | Specialist role in Research |
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Specialises in teaching and the support of student learning at undergraduate, postgraduate taught and research levels. Employees in this specialism exceed the core teaching abilities of an Academic Professional by playing a leading role in the development of current learning and teaching practice, pedagogical and assessment methodologies, advanced skill in supporting learning for diverse groups of learners, including those with learning disabilities, delivery of a high level of information literacy and the application of technologies in support of learning, promotion of independent learning skills and other teaching techniques. They will contribute to changes of practice by developing innovative forms of teaching for use with students who are working towards higher-level learning at levels 4 to 8 in the Framework for HE Qualifications in England, Wales and Northern Ireland, ie from HE Certificate to Doctorate level. | Has the capacity to operate as a principal investigator, identifying research opportunities, competing for external funding, managing research projects and budgets and creating research outputs. Specialises in research activities, often within a research team addressing major challenges facing the world, or those of public or private funders and commissioners of research. Employees in this specialism exceed the core research abilities of an Academic Professional by playing a leading role in wider research management, oversight and deployment of research-related funding, collaboration with external organisations and dissemination of research outputs. These are competences that reach far beyond the original contribution to knowledge in a defined field which is the prime focus of the research degree held by most academic professionals. |
The Academic Professional in a specialist teaching role will have in-depth knowledge and understanding of:
The Academic Professional in a specialist teaching role will be able to:
The Academic Professional in a specialist research role will have in-depth knowledge and understanding of:
The Academic Professional in a specialist research role will be able to:
The Academic Professional will have knowledge and understanding of:
The Academic Professional will be able to:
Academic Professionals will be mindful of:
Supply chain leadership professionals are involved in procuring, producing, moving and delivering a product or service from a supplier (anywhere) to a customer or end-user (anywhere). They have an important role in integrating the functions and processes of customers, distributors, manufacturers, partners, regulators, sub-suppliers and suppliers within and across companies, cities, towns and countries to form an effective and efficient end-to-end supply chain. They are both globally (world-wide) and domestically (UK-wide) capable with an ability to lead effectively, facilitate trade productively and execute a supply chain successfully. To do this, supply chain leadership professionals are effective at working collaboratively with organisations and people and in the use of information and resources.
Main duties and tasks. The role embraces all of the mission-critical business activities of finance, HR, IT, marketing and sales. It exists to drive company growth, increase market share and generate revenue and profit. Main duties include organisation of a company’s supply chain network of product and service delivery across the key operational functions of plan, source, make, deliver, return and enable. All tasks aim to add value to the customer and end-to-end supply chain.
Types of assignment undertaken. This will vary depending on geography, business size, industry, time-scales, product, system and legislative requirements. Typical assignments will be to:
Knowledge
The Supply Chain Leadership Professional will know and understand: |
Skills
The Supply Chain Leadership Professional will be able to: |
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Area of Work |
Operational Activity Plan |
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Capacity Planning and Forecasting |
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Supply Network Design |
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Source | ||
Finance and Procurement |
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Inventory |
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Make | ||
Operational Design |
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Deliver | ||
External Environment |
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Technology |
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Return | ||
Law |
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Reverse Logistics |
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Enable | ||
Leadership |
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Behavior | The Supply Chain Leadership Professional will: |
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Adaptive |
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Collaborative |
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Co-operative |
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Enterprising |
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Influential |
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Motivating |
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A Digital & Technology Solutions Specialist maintains digital and technology strategies through technology leadership; investigating, identifying and implementing technological strategic solutions. They direct digital technology provision by studying organisation goals, strategies, and practices and delivering and supporting strategic plans for implementing digital technologies. They are confident, competent and capable individuals able to apply leadership and change management skills to operate in a range of digital and technology related specialist roles. This standard is based upon a core set of knowledge, skills and behaviours that will be supplemented by one specialism detailed below.
A software engineering specialist architects, develops and delivers complex software solutions from agreed specifications using contemporary standards and tools, to achieve a well-engineered result. They lead the design and development of bespoke secure and scalable software solutions and services for distributed web, mobile and fixed PC and mainframe platforms throughout the development lifecycle. They work across different platforms and develop software using programming languages appropriate to the applications being developed.
Job roles: Software experience lead, software engineering specialist, solution developer, analyst programmer, senior software developer.
A data analytics specialist investigates business data requirements, and applies data selection, data curation, data quality assurance and data investigation and engineering techniques. This will help the business to most effectively organise their data and they will provide advice and guidance to database designers and others in using the data structures and associated data components efficiently. They will undertake data processing to produce data sets for study and will perform investigations using techniques including machine learning to reveal new business opportunities. They also present data and investigation results along with compelling business opportunities reports to senior stakeholders.
Job roles: Big data analyst, data and insight analyst, data science specialist, data management specialist, analytics lead.
Be able to:
Knows and understands:
A digital business and enterprise systems architecture specialist designs, documents and maintains technical architectures that describes the best approach to provision the business technical infrastructure. This typically involves the interpretation of business goals and drivers into an operating model and the description of inter-relationships between the people, organisation, processes, data, and technology with the external environment. They implement an information technology systems architecture to support or accomplish the strategy of the enterprise.
Job roles: Business and enterprise architecture specialist, enterprise architect, business architect, systems architect.
Knows and understands:
A system test and assurance specialist ensures the high quality of software products, and digital system solutions through establishing appropriate test environments and planning, designing and conducting structured system functionality tests and performance tests against the specified requirements for the system under test. They define test cases, creating appropriate and representative test data for each test case. They execute a range of tests using a range of manual and automated test methods and, analyse the test results and confirm when a digital system solution meets its specified functionality and performance targets.
Job roles: Software assurance engineer, software test specialist, system test analyst.
Be able to:
Knows and understands:
An IT strategy specialist drives the development and implementation of IT strategy by providing consultative advice and guidance to IT managers and stakeholders to help transform their operating model through the delivery of technology based change initiatives. They define, deliver, and support strategic plans for implementing information technologies. They build the case for change and drive support from senior management. They identify opportunities for, and manage the delivery of, system rationalisation and system integration programmes. They recommend revisions to information technology strategies, policies, and procedures by evaluating organisation outcomes; identifying problems; evaluating trends; anticipating requirements. They verify application results by conducting system audits of technology enhancements implemented.
Job roles: IT consultancy specialist, Software consultant, business change specialist, business process management specialist.
An IT business analyst is focused on identifying, prioritising and documenting business requirements that specify the functional, non-functional and performance outcomes of software development projects. They are responsible for delivering a consistent, clear and detailed set of business requirements to support technology change programmes, analysing key processes and producing clear, accurate, agreed documentation. They develop plans and proposals for the steps to be taken (including technology selection/ development) to realise the business requirements and at the same time develop, support and improve existing standards for business analysis processes and deliverables. They investigate operational requirements of new or changed processes, through uncovering, discussing and challenging client requirements, and then document those requirements in the form of a comprehensive specification. They work iteratively with stakeholders, to identify potential benefits and available options for consideration, and define acceptance tests.
Job roles: Business analysis specialist, business analyst.
Be able to:
Knows and understands:
A network engineering specialist will take responsibility for the secure network environment and implement configuration changes across different types of network devices/services deployed across an enterprise based on approved design/change documentation. They create secure network solutions, high and low level designs, migrations or new device implementations. They also manage network operations and analyse and solve complex network related problems, identify root cause of issues and make appropriate recommendations to avoid future failure. They pro actively investigate and advise on network improvements across the range of network services. They respond to changing business needs and develop and maintain network technology roadmaps.
Job roles: Network specialist, network infrastructure engineer, network planner, network designer, network support specialist.
Be able to:
Specialist Knows and understands:
An IT operations management specialist takes responsibility for the availability, performance and resilience of all business IT systems, maintaining the operational integrity of the technologies and services provided, in line with strategy, governance and regulatory requirements. They contribute to strategic planning to ensure the IT infrastructure meets existing and future business requirements. They coordinate the transition of new systems into the live business operations environment. They manage IT operations performance monitoring and ensure that services and components meet their agreed performance targets and manage third party IT systems and services.
Job roles: IT operations management specialist, operations manager, IT service manager.
An IT project management specialist takes full responsibility for the evolution and development of software solutions for web, mobile and fixed platform solutions. Their main objective is to ensure that the delivery and iteration of new solutions meets the client’s expectations. They establish close and trusted relationships with business stakeholders and solutions teams to deliver the roadmap, governance and supporting processes. They manage the programme roadmap, communicating milestones and progress updates with client stakeholders.
Job roles: IT delivery manager, web delivery manager, IT development manager, IT development manager Software product management specialist.
Be able to:
Knows and understands:
A cyber security technical specialist provides advice and guidance on the application and operation of elementary physical, procedural and technical security controls. They co-ordinate and perform security vulnerability assessments and penetration testing for networked information systems. They deliver objective insights into the existence of vulnerabilities reporting on the effectiveness of defences, countermeasures and mitigating controls and identifying issues to resolve. They conduct treat intelligence analysis to keep up to date with the changing threat landscape. They identify and correlate actionable security events and perform forensic analysis to identify possible breaches and preserve evidence.
Job roles: Cyber security technical specialist, penetration tester, vulnerability tester, cyber security forensics specialist.
The digital futures management specialist manages the resources required to plan for, develop, deliver and support digital services and products to meet the digital workplace needs of a business. They design the digital workplace architecture, develop business case proposals and perform horizon scanning to apply foresight processes to identify and select new digital technologies that improve digital workplace efficiency and offer new and improved web, cloud or mobile technology enabled digital products and services. They contribute to improved business performance through reducing overall financial costs and increasing sustainability, developing continual service improvement plans to ensure the digital workplace adequately supports business needs.
Job roles: IT management specialist, digital futures leader.
This occupation is found in a wide range of industries including Pharmaceutical, Clinical Trials, Personal Care, Analytical, Manufacturing, Water/Environmental, Energy, Agricultural, Food Science, FMCG, Petro-Chemical, Nuclear, Aerospace, Oil, Gas, Materials, Renewable, Bio medical, NHS, Diagnostics and MOD/Defense. The broad purpose of the occupation is someone who is primarily involved in planning, leading and conducting experiments and analysing results, either with a definite end use, for example to develop new products, processes or commercial applications, or to broaden scientific understanding in general. They provide scientific and technical leadership, giving a clear sense of purpose and driving strategic intent. They can expect to lead on business critical projects – managing the design and implementation of such projects both internally and externally, disseminating findings to internal and external stake-holders and making strategic recommendations based upon the findings of the project. They take into account new scientific methods and breakthroughs, identifying longer-term opportunities and risks. They will be able to effectively collaborate with both industry and academia, working in multidisciplinary teams, to apply results of research and develop new techniques, products or practices. They are responsible for developing ethical, innovative research practices and programmes with the ability to deliver results. They are a role model, with responsibility for those in senior positions and significant organisational budgets. In their daily work, an employee in this occupation interacts with a wide range of individuals and teams. This is due to the varied work and leadership roles that the individual undertakes through their work. This means that these varied interactions require them to communicate across businesses and industries and lead on ensuring scientific information is communicated in efficient ways, examples of these varied interactions are;
Internal – Direct Reports/teams, Project Teams, Line Managers, Senior Managers, Company Boards, Global Heads of Departments, Teams in other International Regions, Manufacturing Sites, Legal Teams, Sales and Marketing teams, Data Management, Securities Teams, Quality Control and Design Teams
Externals – Compliance, Legislation (court/legal) , Regulatory Bodies, Professional Bodies, Universities and Educational Bodies, Customers, External Partners, NGOs, Contract Research Organisations, Sector forums, Patient groups, Media, Technical Specialists, Suppliers andSector skills councils,
The working environment may also be varied and change from day to day due to the diverse nature of the projects and work that the individual may be working on, but can include;
Lab Based, Manufacturing Plants, Field based – External sites(out side), office based, home based, Customer sites, Conferences and education facilities. An employee in this occupation will be responsible for autonomously managing their own work programs and time while maintaining their own CPD and continuing to develop and update the knowledge and skills of others (coach develop/lead). They are responsible for direct line management of research teams or leading peer groups and collections of scientists in programs/experimentation’s to achieve required goals. They report to senior level management/heads of functions while also being accountable for reporting to board members within the company, clients and research councils. They will be responsible for budgetary control of their projects and advising on wider company impacts of research around production costs and profitability of research results.
They will be responsible for managing different streams of work and leading on/designing and carrying out trails of process and procedures and Translation of science to action. Alongside also designing , developing, implementing and evaluating these business changes.
The volumes and breath of this may vary due to the size of the organisation. With smaller companies also requiring their research scientists to be responsible for acquiring business through communication with customers and leading in this area.
DUTY | KSBS |
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Duty 1 Lead, ensure and be responsible for science based projects. Manage/support, plan, design the running of appropriate activities and make decisions for improvements and next steps |
K1 K2 K3 K4 K5 |
Duty 2 Lead experiments and ensuring that the appropriate processes are carried out |
K1 K3 K4 K5 |
Duty 3 Combine and compare data from diverse and complex sources (e.g. Literature, experimental data, external/internal contributors) to draw conclusions within a wider context |
K1 K4 K5 K6 |
Duty 4 Develop new and existing products, services and methods for organisational needs (e.g. development of a new active ingredient or measurement methodology using new equipment) |
K1 K3 K4 K5 K6 K7 |
Duty 5 Lead on the development of, and drive strategic plans within a scientific context and input to/suggest wider organisational strategy linked to their role |
K1 K2 K3 K4 K5 K6 K7 |
Duty 6 Effectively lead and manage communications (e.g. complex scientific information and organisational goals) with key stakeholders and other interested parties at all levels including specialist and non-specialist audiences, both internal and external to the organisation. |
K1 K2 K8 |
Duty 7 Advise on the development, critique and implement policies and protocols relating to health, safety, security and ethics. |
K2 K3 K5 |
Duty 8 Achieve goals in accordance with budget and finance targets and take account for financial implications within a wider commercial and organisational context |
K2 K3 K5 K6 K7 |
Duty 9 Make decisions based on an understanding of the organisational and the wider business market (e.g. legal, technical, environmental, political and economic) |
K1 K2 K3 |
Duty 10 Carry out all data handling, processing and analysis, ensuring integrity with consideration of commercial practices and guidance including documentation, reproducibility regulated process and IP |
K3 K5 K6 K7 |
Duty 11 Provide leadership and specialist support and organise others in the work place to ensure projects meets the requirements of the organisational goals |
K1 K2 K5 |
Duty 12 Develop others through demonstration of best practice within the organisation by effective coaching, mentoring, teaching and training |
K1 K8 |
Duty 13 Identify and implement change management initiatives to meet the demands of technical and organisational requirements |
K2 K3 K7 K8 |
K1: Subject specific knowledge: A deep and systemic understanding of a named / recognised scientific subject as found in an industrial setting, such as biology, chemistry or physics, found in the nuclear, food manufacture, pharmacology or energy production sectors, at a level that allows strategic and scientific decision making, while taking account of inter relationships with other relevant business areas / disciplines
K2: Management, leadership and effective communication. Organisation objectives and where their role contributes to the success achievement of these objectives. How to communicate effectively with a wide range of senior leaders across different departments, up and down the supply chain, within their own team. Advanced mixed media communication, such as presentations, report writing (technical and non-technical) negotiation and influencing. Leadership within a team of multi discipline specialists at different levels across the organisation, ensuring a shared vision and commitment to success. Effective project management as used in their employer’s environment with regard to quality, cost and time. The employers organisational structure and where their own role fits
K3: Ethics, regulation and registration: All current relevant national and international regulations needed to carry out the role. This will include scientific regulation, health and safety and laboratory safe practice, anti-bribery and anti-corruption. Ethical scientific practice and the employers processes and procedures surrounding professional conduct. How to identify, record, mitigate and manage risk. The impact of failure and how to manage risk on the business. The benefits of equality of diversity in the workplace
K4: Research methodologies: Methodologies appropriate to the sector and how to formulate and apply a hypothesis. Appropriate application of scientific process. The unpredictability of research projects and the need to adapt and adjust daily planning needs to accommodate new developments.
K5: Data analysis and evaluation: Statistical analysis techniques, numerical modelling techniques and how they are applied in context. How to interpret and categorise data to make informed and objective decisions against the goals and targets of the project. How to evaluate and interpret the data and associated analysis against company objectives
K6: Data management: How to safely store and handle data in line with national and international data protection and cyber security regulations that apply to the role. How to manage and store data in line with employer processes and security approach. How to create an appropriate data management plan
K7: Entrepreneurial and enterprise: How to consider a multi solution approach to the objective in the key stages of a project. Market analysis awareness (SWOT / PESTLE / feasibility studies) and how to assess the impact of the project on the business. Intellectual property rights as they apply to the role and specific projects. Value for money and the ability to use market analysis to make go / no go decisions
K8: Development of self and others: The importance of continuing professional development and how to maintain their own specialist knowledge in an ever evolving environment. How to effectively coach and mentor colleagues, peers or team members to address identified skills gaps, using appropriate methods. How to upskill non-technical colleagues to enable them to complete their own role as needed.
S1: Application of Scientific Knowledge: Apply a range of advanced, new and emerging practical and experimental skills appropriate to the role (e.g. chemical synthesis, bio analysis, computational modeling).
S2: Data Collection and Reporting: Capture and evaluate data critically drawing a logical conclusion, e.g. Case Report Forms, Data Management Plans, Data Review Plans, edit checks and User Acceptance Testing Plans
S3: Commercial and Business Issues: Identify issues, including intellectual property and the commercial demands of the business environment. Understand the scientific objectives of work undertaken and its relevance to the organisation
S4: Communication Skills: Write extended reports and critique others’ work across a range of documentation, e.g. protocols, consent forms and scientific reports. Deliver oral presentations and answer questions about their work and/or the work of their team. Utilise interpersonal skills, communication and assertiveness to persuade, motivate and influence. Discuss work constructively and objectively with colleagues customers and others; respond respectfully to and acknowledge the value of alternate views and hypothesis
S5: Project Management and Leadership: Generate effective project plans to include management of scope, schedules, budget and risk. Organise resources, budgets, tasks and people. Co-ordinate team activities to meet project requirements and quality processes. Adapt scientific strategy/delivery to be consistent with requirements. e.g. client, regulatory, ethical, geographic
S6: Critical Thinking: Conceptualise, evaluate and analyse information to solve problems
S7: Research and dissemination: Frame research questions and methodology drawing from current sources e.g., literature and databases. They can produce intellectual insight and innovations in their own discipline to be shared with colleagues, peers and wider stakeholders internal and external to the business
S8: Developing others: Apply a range of coaching and mentoring techniques with colleague’s peers and team members, selecting the correct method to suit the situation and the person being coached / mentored
B1: Team Working: Collaboration, influence, and respect for others
B2: Flexibility and Adaptability: Responsiveness to change, adjusting to different conditions, technologies, situations and environments
B3: Integrity and Reliability: Respect for the confidentiality of individuals and company information. An intrinsic ethical stance to all aspects of day to day activities. Reputation of trust internally and externally
B4: Management of Expectations of senior management, study sponsors, vendors, investigational sites and key opinion leaders
B5: Accountability: For self and others to ensure that actions are in the best interest of affected parties
B6: Planning, Prioritisation and Organisation: Effective time management
B7: Continuing Professional Development (CPD): Accountability of own and others development needs, undertaking CPD. Curiosity of science and proactively develops knowledge to ensure that scientific and business decisions are based on strong science.