Guidance
Capability and Resourcing - Associate Commercial Specialist
Published 8 July 2024
漏 Crown copyright 2024
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Job Pillar 搁辞濒别听颁辞尘辫辞苍别苍迟 |
ENABLING Capability and Resourcing |
|---|---|
| Commercial Professional Level |
Associate Commercial Specialist (Grade 6 equivalent) |
| Role Summary | In this role you will contribute to delivering commercial excellence for your department by leading on the financial budget, commercial capability, learning and development, capacity management, resourcing and competency management. You will work closely with the Government Commercial Function to ensure that your department aligns with best practice and has the right commercial skills and resources in place to deliver against objectives now and in the future. You will lead a team, building their confidence and commercial capability to drive performance and manage setbacks. The role will also require you to use your commercial expertise to identify opportunities for improvement and implement these changes at a local level by working with affected parties to identify and overcome challenges. |
| Key Responsibilities | Typically, the key responsibilities in this role will include (but are not limited to): 鈼徛燣eading the improvement of commercial awareness and capability across the organisation to ensure best practice is applied through all phases of the commercial lifecycle 鈼徛燯ndertaking a commercial capability review of the department and using the findings to drive commercial capability improvement initiatives 鈼徛燚efining the approach for driving improvements to capability across the Commercial Function 鈼徛燛ngaging with a wide range of stakeholders across the department and Government Commercial Function 鈼徛燘ringing together the end-to-end change and capability, communications and engagement and training activities across commercial services 鈼徛燚efining and delivering a commercial L&D strategy for the department to enhance commercial capability 鈼徛燬trengthening the department鈥檚 commercial capability through the recruitment and effective induction of capable professional commercial staff 鈼徛燤aintaining commercial and corporate records and compliance 鈼徛燬haring knowledge and best practice to achieve better outcomes for the department鈥檚 commercial team 鈼徛燣eading on succession planning and talent management 鈼徛燣eading on strategic workforce planning and driving resource decision making 鈼徛燛stimating costs, managing a budget and controlling forecasts and actual spend against the budget 鈼徛燣eading the department鈥檚 qualification and licencing approach 鈼徛燛ngaging with stakeholders and understanding their motivations and behaviours in order to influence decision making 鈼徛燗pplying a strong visual project management approach |
| Essential Criteria |
Capability and Resourcing: 鈼徛燞as a proven track record of managing projects in accordance with agreed specifications, delegations and timelines 鈼徛燞as the ability to support the development of others by sharing technical knowledge, coaching and mentoring 鈼徛燞as experience in HR, talent management and recruitment 鈼徛燞as the ability to produce summary dashboards by drawing together and manipulating information and feeds conclusions into strategic workforce planning Commercial Focus: 鈼徛燞as a strong practical understanding of market and commercial drivers as well as contract law 鈼徛燚emonstrates the ability to draw conclusions from a wide range of complex data from different sources 鈼徛燞as a practical understanding of the concept of 鈥榲alue for money鈥� and can articulate what a successful return on investment looks like for a particular project/programme Risk and Assurance Management: 鈼徛燚emonstrates the ability to take calculated risks in an area of responsibility in order to implement efficient and innovative solutions 鈼徛燚emonstrates the ability to conduct analysis of options, risks and margins of error to provide assurance on decisions and manage subsequent trade-offs Commercial Ethics: 鈼徛燗bility to influence stakeholders to take active steps to eliminate corruption, fraud and unethical behaviour in supply chains, taking appropriate actions in the event of any alleged breach of standards Team Management: 鈼徛燚emonstrates the ability to manage a team, understands their commercial capability and where they have development gaps and can build their confidence to deal with setbacks 鈼徛燞as an understanding of the cumulative impact of implementing change in their business area to include: culture, structure, service and morale Build Relationships: 鈼徛燚emonstrates strong stakeholder engagement skills with the ability to demonstrate resilience in interactions with suppliers in order to defend the department鈥檚 position 鈼徛燚emonstrates the ability to present technical issues to senior stakeholders in order to help them arrive at decisions by acting in an advisory capacity |
| Civil Service Behaviours | Ability to show examples across all of the following behaviours for level 4 of the : Changing and Improving: 鈼徛燛ncourage, recognise and share innovative ideas from a diverse range of colleagues and stakeholders. Give people space to take initiative and praise them for their creativity. Create an environment where people feel safe to challenge and know their voice will be heard. Make changes which add value and clearly articulate how changes will benefit the business. Understand and identify the role of technology in public service delivery and policy implementation. Consider the full impact of implementing changes on culture, structure, morale and the impacts on the diverse range of end users, including accessibility needs. Identify early signs that things are going wrong and respond promptly. Provide constructive challenge to senior management on change proposals Making Effective Decisions: 鈼徛燙larify your own understanding and stakeholder needs and expectations, before making decisions. Ensure decision making happens at the right level, not allowing unnecessary bureaucracy to hinder delivery. Encourage both innovative suggestions and challenge from others, to inform decision making. Analyse and accurately interpret data from various sources to support decisions. Find the best option by identifying positives, negatives, risks and implications. Present reasonable conclusions from a wide range of complex and sometimes incomplete evidence. Make decisions confidently even when details are unclear or if they prove to be unpopular Developing Self and Others: 鈼徛燩rioritise and role-model continuous self-learning and development. Identify areas individuals and teams need to develop in order to achieve future objectives. Support colleagues to take responsibility for their own learning and development. Ensure that development opportunities are available for all individuals regardless of their background or desire to achieve promotion. Ensure individuals take full advantage of learning and development opportunities available to them, including workplace based learning. Encourage discussions within and between teams to learn from each other鈥檚 experiences and change organisational plans and processes accordingly Leadership: 鈼徛燩romote diversity, inclusion and equality of opportunity, respecting difference and external experience. Welcome and respond to views and challenges from others, despite any conflicting pressures to ignore or give in to them. Stand by, promote or defend own and team鈥檚 actions and decisions where needed. Seek out shared interests beyond own area of responsibility, understanding the extent of the impact actions have on the organisation. Inspire and motivate teams to be fully engaged in their work and dedicated to their role |
| Department Context | To enhance the generic commercial role profile, additional information can be added by a department to outline the specific nature of the role. This may include: 鈼徛燗n additional short paragraph in the role summary 鈼徛燗dditional key responsibilities based on the department context 鈼徛燘espoke essential skills/experience required for the role |