Guidance
Capability and Resourcing - Commercial Lead
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 |
Commercial Lead (Grade 7 equivalent) |
| Role Summary | In this role you will contribute to delivering commercial excellence for your department by managing the financial budget, commercial capability, learning and development, capacity, resourcing and competency. 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 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): 鈼徧鼵ontributing to the improvement of commercial awareness and capability across the organisation to ensure best practice is applied through all phases of the commercial lifecycle 鈼徧齍ndertaking a commercial capability review for the department and using the findings to drive commercial capability improvement initiatives 鈼徧鼶efining the approach for driving improvements to capability across the Commercial Function 鈼徧鼸ngaging with a wide range of stakeholders across the department and Government Commercial Function 鈼徧鼴ringing together the end-to-end change and capability, communications and engagement and training activities across commercial services 鈼徧鼶efining and delivering a commercial L&D strategy for the department to enhance commercial capability 鈼徧齏orking closely with the Commercial Function鈥檚 delivery teams to define the commercial skills required 鈼徧齋trengthening the department鈥檚 commercial capability through the recruitment and effective induction of capable professional commercial staff 鈼徧齅aintaining commercial and corporate records and compliance 鈼徧齋haring knowledge and best practice to achieve better outcomes for the department鈥檚 commercial team 鈼徧齃eading on strategic workforce planning and driving resource decision making 鈼徧齃eading on succession planning and talent management 鈼徧鼸stimating costs, managing a budget and controlling forecasts and actual spend against the budget 鈼徧齃eading the department鈥檚 qualification and licencing approach 鈼徧鼸ngaging with stakeholders and effectively communicating messages to support decision making 鈼徧鼳pplying a strong visual project management approach |
| Essential Criteria |
Capability and Resourcing: 鈼徧鼿as a proven track record of managing projects in accordance with agreed specifications, delegations and timelines 鈼徧鼿as the ability to support the development of others by sharing technical knowledge, coaching and mentoring 鈼徧鼿as experience in HR, talent management and recruitment 鈼徧鼿as the ability to produce summary dashboards by drawing together and manipulating information and understands how this feeds into strategic workforce planning Commercial Focus: 鈼徧鼿as strong commercial knowledge, understands the need for trade-offs in an area of responsibility, can apply the commercial principles within the boundaries of contract law 鈼徧鼶emonstrates the ability to lead on securing 鈥榲alue for money鈥� through achieving good return on investment on commercial projects Risk and Assurance Management: 鈼徧鼶emonstrates the ability to analyse risks and understand margins of error in developing recommendations and making effective decisions Commercial Ethics: 鈼徧鼶emonstrates the ability to communicate standards to eliminate corruption, fraud and unethical behaviour in supply chains, taking appropriate actions in the event of any alleged breach of standards Team Focus: 鈼徧鼶emonstrates the ability to manage and build confidence in a team in order to deal with setbacks, resolve internal issues and can implement change at a local level by working with affected parties to identify and overcome challenges Build Relationships: 鈼徧鼿as strong stakeholder engagement skills and can present technical advice successfully in order to influence internal and external decision making 鈼徧鼶emonstrates the ability to articulate commercial motivations and expected behaviours of stakeholders, suppliers and networks |
| Civil Service Behaviours | Ability to show examples across all of the following behaviours for level 4 of the : Changing and Improving: 鈼徧鼸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: 鈼徧鼵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: 鈼徧齈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: 鈼徧齈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 听 |
| 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: 鈼徧鼳n additional short paragraph in the role summary 鈼徧鼳dditional key responsibilities based on the department context 鈼徧鼴espoke essential skills/experience required for the role |