Influence - self assessment of behavioural factors

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Generic Attribute: Influence

Describes the level of positive impact with colleagues, clients, suppliers, partners, managers, leaders, and the industry as a whole.

Influence

The power or capacity of causing an effect in others behaviour and or outcomes. This Behavioural Factor defines who you engage with and influence in achieving work outcomes. For e.g. immediate colleagues, suppliers and partners, organisation and Industry.

This behavioural factor describes and quantifies:

The expectation to influence for e.g., minimal, may or possible influence or actual influence.
The scope of influence e.g. immediate colleagues, customer, suppliers, partner, peer or group or organisational level.

Question: In your role who do you engage with and what is the scope of your influence?

SFIA Level	Statement
1	Minimal influence.
2	Interacts with and may influence immediate colleagues.
3	Interacts with and influences colleagues.
4	Influences customers, suppliers and partners at account level.
5	Influences organisation, customers, suppliers, partners and peers on the contribution of own specialism.
6	Influences policy and strategy formation.
7	Inspires the organisation, and influences developments within the industry at the levels. highest

Collaboration

Is the process of two or more people or organisations working together to complete a task or achieve a goal. This Behavioural Factor defines who you engage with and collaborate with and quantifies the alignment of their needs and expectations. For example, stakeholders who share common or have diverse or competing objectives.

This behavioural factor describes and quantifies:

The extent of collaboration for e.g. interaction, engagement, leading, initiating and developing strategic relationships.
The people or groups you collaborate with for e.g. immediate colleagues, customers, suppliers, partners, cross functional teams,
The collaboration activities e.g. aware of need, collaboration on analysis, facilitation of collaboration, Creates and supports collaborative ways of working, Leads on collaboration.
The organisational scope and impact of the collaboration activities e.g. Team, customers, stakeholders with common objectives and diverse objectives, across competing organisational objectives.

Questions:
- Who do collaborate with in order achieve your work objectives? E.g. Team, project, group or organisational objectives?
- How would you characterise the alignment of the various stakeholder groups needs you work with?

SFIA Level	Statement
1	May work alone or interact with immediate colleagues.
2	May have some external contact with customers, suppliers and partners. Aware of need to collaborate with team and represent users/customer needs.
3	Has working level contact with customers, suppliers and partners. Understands and collaborates on the analysis of user/customer needs and represents this in their work. Contributes fully to the work of teams by appreciating how own role relates to other roles.
4	Engages with and contributes to the work of cross-functional teams to ensure that customer and user needs are being met throughout the deliverable/scope of work. Facilitates collaboration between stakeholders who share common objectives. Participates in external activities related to own specialism.
5	Leads on user/customer and group collaboration throughout all stages of work. Ensures users’ needs are met consistently through each work stage. Builds appropriate and effective business relationships across the organisation and with customers, suppliers and partners. Creates and supports collaborative ways of working across group/area of responsibility. Facilitates collaboration between stakeholders who have diverse objectives.
6	Initiates influential relationships with internal and external customers, suppliers and partners at senior management level, including industry leaders. Leads on collaboration with a diverse range of stakeholders across competing objectives within the organisation.
7	Develops long-term strategic relationships with customers, partners, industry leaders and government. Collaborates with leadership stakeholders ensuring alignment to corporate vision and strategy.

Decision making

Decision making is the process of making choices by identifying a decision, gathering information and assessing alternative resolutions. Using a step-by-step decision-making process can help you make more deliberate, thoughtful decisions by organizing relevant information and defining alternatives.

This behavioural factor describes and quantifies:

The organisational scope of the actvities e.g. projects and team objectives, assigned work, i.e. results, deadlines and budget, organisational objectives and financial performance or organisational success.
The decision-making expectations of the level of responsibility.

Question: What are the expectations of your role? What is the scope of your decision-making responsibilities?

SFIA Level	Statement
4	Makes decisions which influence the success of projects and team objectives.
5	Makes decisions which impact the success of assigned work, i.e. results, deadlines and budget.
6	Makes decisions which impact the achievement of organisational objectives and financial performance.
7	Makes decisions critical to organisational success.

Delegation

Assignment of authority to another person to carryout specific work activities. This Behavioural Factor describes the general scope of activities being delegated. E.g. Influencing routine work, the work of others, allocation and management.

This behavioural factor describes and quantifies:

The level of delegated expected in your role e.g. May oversee others, May have some responsibility or has significant influence.
The scope of the activities being delegated by you e.g. routine work, work of others and for the allocation of resources or allocation and management of resources appropriate to given assignments.

Question: What is the scope of your authority when delegating work to another person?

SFIA Level	Statement
3	May oversee others or make decisions which impact routine work assigned to individuals or stages of projects.
4	May have some responsibility for the work of others and for the allocation of resources.
5	Has significant influence over the allocation and management of resources appropriate to given assignments.