Guidance
Commercial Policy - 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 |
STRATEGY AND POLICY DEVELOPMENT Commercial Policy |
|---|---|
| Commercial Professional Level |
Commercial Lead (Grade 7 equivalent) |
| Role summary | In this role you will contribute to the delivery of commercial excellence for your department by contributing to the shaping of organisational and ministerial policies from a commercial perspective. You will be expected to manage the design, development and implementation of commercial policy and oversee operational management reviews, risk management and independent audits in order to ensure that all appropriate controls are in place to ensure high quality delivery. 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 |
听Typically, the key responsibilities in this role will include (but are not limited to): 鈼徧齅anaging, inputting, assessing and shaping department and ministerial policies from a commercial perspective and challenging risk averse behaviours where appropriate 鈼徧鼳pplying a strong understanding of the difference between guidance, policy and legislation to ensure delivery teams understand their risks and opportunities and can successfully operate within the agreed 鈼徧齏orking with senior internal stakeholders from across the business to support the shaping and implementation of organisational and ministerial policies 鈼徧齀dentifying security requirements particularly in relation to general data protection regulation (GDPR) and data off-shoring 鈼徧鼵ombining market specific data analysis with big picture considerations in order to advise on future market changes 鈼徧鼳pplying a detailed understanding of procurement and contract management regulations and guidance when shaping and implementing policy 鈼徧鼸mbedding Intellectual Property Rights when implementing commercial policies 鈼徧齋ecuring and acting on insight into customers, citizens, services, communities and markets relating to a policy 鈼徧齅anaging the implementation and embedding of new policies, guidance and legislation across multifunctional teams |
| Essential Criteria |
听Strategy and Policy Development: 鈼徧鼿as considerable experience in translating the needs of the business into policy objectives 鈼徧鼿as practical experience in the development and implementation of business unit strategies through supply chain management and has the ability to challenge risk averse behaviours where appropriate 鈼徧鼿as the ability to practically apply the procurement rules and link them to the implementation of policy objectives 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 : Managing a Quality Service: 鈼徧鼶emonstrate positive customer service by understanding the complexity and diversity of customer needs and expectations. Deliver a high quality, efficient and cost effective service by considering a broad range of methods for delivery. Ensure full consideration of new technologies, accessibility and costings. Make clear, practical and manageable plans for service delivery. Ensure adherence to legal, regulatory and security requirements in service delivery. Proactively manage risks and identify solutions. Establish how the business area compares to industry best practice. Create regular opportunities for colleagues, stakeholders, delivery partners and customers to help improve the quality of service Delivering at Pace: 鈼徧鼸nsure everyone clearly understands and owns their roles, responsibilities and business priorities. Give honest, motivating and enthusiastic messages about priorities, objectives and expectations to get the best out of people. Comply with legal, regulatory and security requirements in service delivery. Set out clear processes and standards for managing performance at all levels. Ensure delivery of timely quality outcomes, through providing the right resources to do the job, reviewing and adjusting performance expectations and rewarding success. Maintain own levels of performance in challenging circumstances and encourage others to do the same 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 |
| 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 |