Без темы
<<  OFC202 Introduction To Microsoft Office InfoPath 2003 OGP STANDARDS COMMITTEE MEETING Berlin, Germany  >>
Official Veterinarian Competencies Requirements Ian McLeish Lead
Official Veterinarian Competencies Requirements Ian McLeish Lead
MHS Operational Organogram
MHS Operational Organogram
Area / Cluster Structure
Area / Cluster Structure
Official Veterinarian as Team Leader (OVTL)
Official Veterinarian as Team Leader (OVTL)
Competencies vs Competence
Competencies vs Competence
Competencies in the MHS (1)
Competencies in the MHS (1)
Competencies in the MHS (2)
Competencies in the MHS (2)
Competencies in the MHS (3)
Competencies in the MHS (3)
MHS Competencies Frameworks: Leadership & Management High Level
MHS Competencies Frameworks: Leadership & Management High Level
MHS Competencies Frameworks: Leadership & Management High Level
MHS Competencies Frameworks: Leadership & Management High Level
MHS Competencies Frameworks: Business Administration High Level
MHS Competencies Frameworks: Business Administration High Level
MHS Competencies Frameworks: Veterinary & Operational Policy Delivery
MHS Competencies Frameworks: Veterinary & Operational Policy Delivery
MHS Competencies Frameworks: Veterinary & Operational Policy Delivery
MHS Competencies Frameworks: Veterinary & Operational Policy Delivery
MHS Competencies Frameworks: Veterinary & Operational Policy Delivery
MHS Competencies Frameworks: Veterinary & Operational Policy Delivery
Lead Veterinarian / Official Veterinarian Competencies Role Profile
Lead Veterinarian / Official Veterinarian Competencies Role Profile
LV / OV Competencies: Some details
LV / OV Competencies: Some details
LV / OV Competencies: Some details
LV / OV Competencies: Some details
LV / OV Competencies: Understanding your Impact on Others Level 3
LV / OV Competencies: Understanding your Impact on Others Level 3
LV / OV Competencies: Some details
LV / OV Competencies: Some details
LV / OV Competencies: Some details
LV / OV Competencies: Some details
Assessment of Competencies
Assessment of Competencies
Any questions
Any questions

Презентация: «Official Veterinarian Competencies Requirements». Автор: BDU. Файл: «Official Veterinarian Competencies Requirements.ppt». Размер zip-архива: 714 КБ.

Official Veterinarian Competencies Requirements

содержание презентации «Official Veterinarian Competencies Requirements.ppt»
СлайдТекст
1 Official Veterinarian Competencies Requirements Ian McLeish Lead

Official Veterinarian Competencies Requirements Ian McLeish Lead

Veterinarian, MHS

2 MHS Operational Organogram

MHS Operational Organogram

3 Area / Cluster Structure

Area / Cluster Structure

12 Business Areas – 12 Business Managers (employed) 37 Clusters (not including the Scottish Islands & London Central Market) – 37 Lead Veterinarians (employed and contracted) Generally 3 Clusters per Business Area Number of approved premises within each Cluster Current at May 2009

4 Official Veterinarian as Team Leader (OVTL)

Official Veterinarian as Team Leader (OVTL)

Overall work objective: Operate as the Team Leader in an approved establishment by line managing & providing technical advice to the plant team to ensure the efficient & consistent delivery of Official Controls. Seek to build & manage effective relationships with the plant Food Business Operator (FBO) & other stakeholders. Take responsibility for health & safety management at plant level.

5 Competencies vs Competence

Competencies vs Competence

Competencies are the skills, knowledge & behaviours an individual must have, or must acquire, in order to fulfil his or her role & achieve required levels of performance. Competence is a minimum standard or the level of output required by an individual (e.g. highly competent, competent). Competencies are not lists of job tasks or a type of job description. Competencies are cumulative & build upon each other (e.g. where Competency Level 2 applies to a job, ALL of the indicators at Level 1 within a Competencies area must be achieved by the post-holder as well as those at Level 2).

6 Competencies in the MHS (1)

Competencies in the MHS (1)

Leadership & Management Business Administration Technical Competencies Frameworks: Finance & Commercial Management Human Resources Information & Communications Technology Internal Audit Veterinary & Operational Policy Delivery

7 Competencies in the MHS (2)

Competencies in the MHS (2)

Each role within the MHS has an Individual Competencies Role Profile defining the level of competencies required from the following Frameworks: Leadership & Management Competencies Business Administration Competencies Relevant Technical Competencies Each Framework has a number of areas with up to 5 levels in each & the role itself defines the level that applies.

8 Competencies in the MHS (3)

Competencies in the MHS (3)

The Competencies Role Profile is defined by the job & each individual is assessed against this through the Performance & Development Review. Any gap between the Role Profile & the individual defines their learning & development need. Individuals can then use this information to inform their desired career path, understanding what skills, knowledge & behaviours would be required for the role to which they aspire.

9 MHS Competencies Frameworks: Leadership & Management High Level

MHS Competencies Frameworks: Leadership & Management High Level

Definitions (1)

Business Awareness Understands the MHS business environment. Able to understand others’ perspectives & collaborates both internally & externally. Is able to empathise with customers, monitor levels of satisfaction & respond appropriately in line with business needs. Understanding & Knowing Self Has a high awareness of own strengths & limitations & is able to express themselves clearly & openly. Welcomes constructive criticism & feedback & has a willingness to learn. Displays self confidence & takes responsibility for own decisions & actions. Understanding Your Impact on Others Achieves positive outcomes by utilising strengths and understanding limitations of self & others. Demonstrates self control, remains calm & level headed under pressure & is adaptable & flexible in a range of situations. Embraces change, is a strong team player & generates an atmosphere of respect, friendliness & cooperation.

10 MHS Competencies Frameworks: Leadership & Management High Level

MHS Competencies Frameworks: Leadership & Management High Level

Definitions (2)

Managing & Influencing Others Has the ability to inspire people with a clear vision & common purpose, & is able to influence across all levels in a wide range of situations. Shows genuine interest in developing others through understanding their goals & aspirations & coaching them towards success. Challenges unethical behaviour in others & drives for performance improvements in self & others. Decision Making Has a clear understanding of their remit for decision making. Finds & delivers solutions by effectively analysing all the information, probing to develop alternatives & taking sound & timely decisions. Is able to prioritise tasks & provide direction against agreed objectives.

11 MHS Competencies Frameworks: Business Administration High Level

MHS Competencies Frameworks: Business Administration High Level

Definitions

Contributes to a positive Health and Safety culture & the achievement of Health and Safety objectives Actively manages risk (including Health and Safety) to maximise return on investment Understands own role & responsibility with regards to the use & management of information Understands own role in all aspects of a project in order to achieve the project objectives appropriately & within agreed time, cost & performance parameters Understands own role in all aspects of a delegated budget in order to retain financial control & to ensure adherence to financial standards

12 MHS Competencies Frameworks: Veterinary & Operational Policy Delivery

MHS Competencies Frameworks: Veterinary & Operational Policy Delivery

High Level Definitions (1)

MHS & Meat Industry Knowledge Understands the MHS & the Meat Industry environment Legislative Framework & The Manual for Official Controls Understands the relevant legislation, its framework & the Manual for Official Controls (MOC) & applies appropriately Knowledge of HACCP-Based Food Management Procedures Understands & appropriately uses the principles & applications of HACCP-based procedures Ante-Mortem & Pre-Slaughter Inspection Clearly understands how to carry out pre-slaughter inspection & ante-mortem activities & actions appropriately

13 MHS Competencies Frameworks: Veterinary & Operational Policy Delivery

MHS Competencies Frameworks: Veterinary & Operational Policy Delivery

High Level Definitions (2)

Slaughter & Processing Clearly understands how to carry out slaughter & processing activities & takes appropriate actions Post-Mortem Inspection Clearly understands post-mortem inspection process & carries out activities as appropriate Health Marking & Identification Marking Clearly understands the correct use of the health mark & identification mark & applies as appropriate Specified Risk Material Procedures & the Controlled Removal of Animal By-Products, & Edible Co-Products Understands the controlled removal of by-products of slaughter & applies legislation as appropriate

14 MHS Competencies Frameworks: Veterinary & Operational Policy Delivery

MHS Competencies Frameworks: Veterinary & Operational Policy Delivery

High Level Definitions (3)

Service Level Agreements & Sampling Operations Understands the purpose of Service Level Agreements & the need for sampling & carries such duties out appropriately. Enforcement Understands the role of the MHS as an enforcement body & applies enforcement as appropriate to role.

15 Lead Veterinarian / Official Veterinarian Competencies Role Profile

Lead Veterinarian / Official Veterinarian Competencies Role Profile

LEADERSHIP & MANAGEMENT COMPETENCIES

LEADERSHIP & MANAGEMENT COMPETENCIES

LEADERSHIP & MANAGEMENT COMPETENCIES

LEADERSHIP & MANAGEMENT COMPETENCIES

LEADERSHIP & MANAGEMENT COMPETENCIES

BUSINESS ADMIN

VETERINARY & OPERATIONAL POLICY DELIVERY

VETERINARY & OPERATIONAL POLICY DELIVERY

VETERINARY & OPERATIONAL POLICY DELIVERY

VETERINARY & OPERATIONAL POLICY DELIVERY

VETERINARY & OPERATIONAL POLICY DELIVERY

VETERINARY & OPERATIONAL POLICY DELIVERY

VETERINARY & OPERATIONAL POLICY DELIVERY

VETERINARY & OPERATIONAL POLICY DELIVERY

VETERINARY & OPERATIONAL POLICY DELIVERY

VETERINARY & OPERATIONAL POLICY DELIVERY

Business Awareness

Understanding & Knowing Self

Understanding Your Impact on Other

Managing & Influencing Others

Decision Making

Business Administration

MHS & Meat Industry Knowledge

Legislative Framework & Manual Of Official Controls

Knowledge of HACCP-Based Food Management Procedures

Ante-Mortem & Pre-Slaughter Inspection

Slaughter & Processing

Post-Mortem Inspection

Health & Identification Marking

Specified Risk Material Procedures & the Controlled Removal of Animal By-Products & Edible Co-Products

Service Level Agreements & Sampling Operations

Enforcement

LEAD VETERINARIAN

3

3

3

3

3

3

3

2

3

3

4

2

2

4

3

3

OFFICIAL VETERINARIAN

3

3

3

3

3

3

2

2

2

3

3

2

2

3

2

2

16 LV / OV Competencies: Some details

LV / OV Competencies: Some details

Business Awareness: Level 3 Builds productive & co-operative working relationships with external customers / stakeholders / OGDs & communicates MHS’ responsibilities, aims & objectives. Advocates & builds effective & consultative working relationships with key customers / stakeholders across MHS directorates, & actively encourages others to do the same. Plans work activities for self & others in response to strategic direction supplied by senior managers & adapts & expands business & technical knowledge to meet new requirements. Ensures that viable & verifiable evidence is used in assessing the success of policies, procedures, projects & processes. Presents bids for resources which demonstrate an understanding of key issues & are based on sound evidence & the principles of cost-efficiency & the value added.

17 LV / OV Competencies: Some details

LV / OV Competencies: Some details

Understanding & Knowing Self : Level 3 Creates & welcomes opportunities for feedback, uses feedback to strengthen working relationships both within the MHS & with other bodies as appropriate. Supports individuals within own area of responsibility in identifying their own development needs & creates & provides realistic learning opportunities for staff taking into account individual’s learning style & motivators. Creates an environment & opportunities for teams / individuals to take personal responsibility. Supports & works in partnership with colleagues to achieve agreed outcomes. Works with others to ensure that new challenges & ideas are communicated positively & ensures that these are embedded within own work area & the commitment of staff gained through explaining the reason for change.

18 LV / OV Competencies: Understanding your Impact on Others Level 3

LV / OV Competencies: Understanding your Impact on Others Level 3

INDICATORS

INDICATORS

INDICATORS

INDICATORS

INDICATORS

LEVELS

LEVELS

LEVELS

LEVELS

LEVELS

1

2

3

4

a) Actively communicates appropriately all relevant information, using methods of communication / information sharing that are timely, appropriate to the knowledge level & needs of the audience, the prevailing circumstances & any accessibility & diversity issues. Checks own correct understanding of communications & seeks advice where appropriate.

a) Encourages & creates appropriate communication channels (up, down and across) & mediums & ensures their correct usage. Supports, communicates & explains complex issues clearly, accurately & concisely. Ensures correction of message where appropriate.

a) Ensures that all communications & their messages to team & peers are managed appropriately.

a) Creates & supports a culture of open & honest communication & drives this through the MHS & in its relationships with industry / OGDs / parliamentary bodies. Demonstrates an understanding of the wider Government communication agenda.

b) Positively supports decisions through actively implementing agreed actions within specified timeframes.

b) Actively drives the implementation of decisions & supports colleagues in delivering such decisions in practice.

b) Communicates support for decisions to others, providing clear direction on implementation of such decisions.

b) Ensures that decisions made are supported & communicated within the MHS & to other interested external stakeholders showing active commitment to the agreed message.

c) Demonstrates respect & consideration for self & others at all times, showing honesty, integrity & tact & using assertive behaviours to support approach. Listens to others & appreciates their views & opinion. Actively seeks to understand own strengths & limitations & develop as appropriate.

c) Understands own approach to various situations & is prepared to adapt such approaches to ensure positive & equitable working relationships whilst ensuring personal integrity.

c) Understands approaches of others & demonstrates respect & consideration for such differences by adapting own approach & influencing that of others to ensure positive outcomes for the work area.

c) Creates a culture (supported by policies, procedures, working practices & actions) which encourages diversity & equality, supports different approaches & acknowledges that all individuals have a contribution to make to the success of the MHS.

d) Is receptive to constructive feedback regarding work approach & gives accurate, timely & constructive feedback to others in an appropriate manner & is willing to discuss further.

d) Identifies & creates opportunities for giving & gaining feedback from MHS contacts on own work approach.

d) Creates & welcomes opportunities for feedback to be given & received from internal & external stakeholders on approach & impact on organisational relationships

d) Creates & supports a culture where feedback is encouraged to & from industry / OGDs / parliamentary bodies as to approach & impact & drives relevant changes through the MHS.

19 LV / OV Competencies: Some details

LV / OV Competencies: Some details

Managing and Influencing Others: Level 3 Drives MHS behavioural standards through providing a positive example & encourages & develops such standards in staff within own area of responsibility, addressing inappropriate behaviours & taking any necessary action as required. Drives the process of continuous improvement within work area, champions positive contributions from individuals & ensures lessons learned are embedded. Uses area business plan to set priorities & required SMART outcomes for self & work area, defining and redistributing resources to support the meeting of objectives. Encourages the use of coaching within own work area, developing others as coaches as appropriate & drives personal & professional development across the work area. Champions a pro-active relationship management & conflict resolution culture within own area(s) of responsibility & working towards positive outcomes. Uses awareness of MHS business priorities & issues & external factors to give clear direction to others within own area(s) of responsibility.

20 LV / OV Competencies: Some details

LV / OV Competencies: Some details

Decision Making: Level 3 Defines and agrees team decisions & supports where necessary. Takes responsibility for team actions & decisions & their outcomes. Makes decisions that are appropriate to the MHS, balancing risk against potential benefits, & ensuring that relevant links are made with other internal & external stakeholders. Understands MHS strategic objectives & ensures decisions support these & are translated into achievable actions, ensuring that appropriate contingency plans are made where necessary. Communicates & promotes MHS corporate decisions, translating into workable actions for self & others within own work area. Takes the MHS business environment (including any legislative constraints) into account when recommending a range of creative & workable solutions to issues /opportunities raised. Is prepared to take decisions that may prove unpopular but are in the best interests of the MHS.

21 Assessment of Competencies

Assessment of Competencies

Competencies can be assessed through: Directed Questioning: ‘Please tell me about the last team meeting you attended and how you ensured that contributions were encouraged from all participants.’ ‘How does the MHS communicate new policies / amendments to policies etc.? How have you cascaded this to your team?’ Use of Scenarios: Provide sets of circumstances and ask the individual what action s/he would take, with particular reference to the related legislation / regulation etc. Ask ‘Who would you contact if you saw [describe situation]?’ Observation: Observe the individual carrying out a specific task.

22 Any questions

Any questions

«Official Veterinarian Competencies Requirements»
http://900igr.net/prezentacija/anglijskij-jazyk/official-veterinarian-competencies-requirements-63371.html
cсылка на страницу
Урок

Английский язык

29 тем
Слайды