the Work Levels Methodology

The Work Levels Taxonomyâ&#x201E;˘ Creating the Dynamic Alignment Between Contribution and Capability

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The Work Levels Taxonomy™

Three Cs provide the central core:

3C

• Context • Contribution • Capability

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Context • Context describes the complexity of the environment in which decisions get made • Complexity is dependent upon three factors, namely the; ◊ Scale and scope of the decisions ◊ Nature of the available resources ◊ Timescale over which the consequences of decisions play-out

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Global Transformation Citizenship Vision and Mission

Context

Breakthrough

7 Levels of Decision Making Complexity

System Process Task

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Contribution • Each level of complexity directly relates to a different level of contribution • Contribution describes the purpose, accountabilities and main outputs of a job • At each success level, value is added to the work carried out above and below

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Job Contribution- Expanded

• The outputs of a job can be allocated to Accountability Areas • Four critical job dimensions define the level specific, enabling, factors that lead to outputs

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Job Contribution- Expanded * * * * * * *

Shaping the Business Design Production Taking to Market Managing the Money Managing Information Managing People

* * * *

Analysis Innovation/Change Internal Interaction External Interaction

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Connecting People and Jobs Context provides the direct connection between the outputs of work and the inputs • The outputs define the contribution of a job

Contribution

• The inputs relate to the personal capabilities required to achieve these • Both have to be in balance for work to be performed well

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Context

Capability

Capability • At each successive level, the capability to get one’s head around the scale of the challenge needs to change profoundly • When a person’s capability is aligned to the scale of the challenge, they are likely to feel in-flow and make sensible decisions • When out of-flow, there are consequences that impact the business and a person’s self esteem - which may take years to become apparent ©Dynamic Link. All Rights Reserved

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Personal Capability- Expanded

• In order to cope with the scale and scope of decisions, jobholders require level-specific competences • In order to assess whether a person has made a contribution at certain level, typical Key Performance Measures are identified

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Personal Capability- Expanded

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* * * * * * *

Shaping the Business Design Production Taking to Market Managing the Money Managing Information Managing People

* * * *

Analytical Thinking Innovation Internal Influencing External Influencing

The Complete Picture • The ability to get one’s head around a particular level of complexity is a necessary but not sufficient condition for success in a job • General competence has to be supplemented by specialist skills, knowledge and experience • In addition, the personal style has to fit the demands of the team and organizational culture

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The Work Levels Taxonomy™

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