Business Services AmP Framework
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Culture
Engages with our culture, commits to our Values, and participates in activities to support them.
Role models and promotes RPC Values, proactively contributes to our culture, and participates in activities to support these.
- Treats everyone with respect, considers impact of behaviours on others.
- Considers team differences and the need to be inclusive.
- Challenges biases.
- Proactively seeks to understand views of others.
- Adapts to different learning styles and ways people process information.
- Considers cultural differences and preferences.
- Values different personality types.
- Informally mentors/sponsors others.
- Proactively checks in on colleague's welfare.
- Considers the environmental impact of decisions they make (e.g., use of public transport rather than cars, mindful of business travel, consciously reduce, re-use and recycle).
- Joins community awareness raising sessions (e.g., talks on neurodiversity, mental health, disability, gender, female health, ethnic diversity, religion, social mobility, families).
- Volunteers to be a mental health champion or first aider.
- Attends team socials, sporting activities, choir, community building initiatives, mentoring, firmwide improvement projects, charities and pro bono, or events run by RPC Communities: Belief, Enable, Ethnicity, Families, Gender, LGBT+, Mental Health and Social Mobility.
Understands the commercial and cultural benefits of our DEIB (Diversity, Equity, Inclusion and Belonging) and ESG (Environmental, Social and Governance) approach, as set out in our Responsible Business Report and commits to taking action.
- Honestly assesses their own strengths, development areas and personal challenges.
- Supports others to be confident in themselves.
- Creates an environment where people feel comfortable voicing their ethical views.
- Thinks independently.
- Challenges constructively.
Contributes to a supportive team culture that encourages inclusive collaboration and enables the team to achieve their ambitions.
- Becomes a buddy for a returning parent.
- Promotes understanding and supports different cultures and ethnicities.
- Participates in inclusion events.
- Reverse mentoring.
- Considers colleague's religious beliefs and avoids meetings or emails on religious holidays.
- Considers the impact of the timings of meetings for colleagues.
- Volunteers for focus groups.
- Proactively shares ideas.
- Seeks a diverse range of opinions to demonstrate an inclusive mindset.
Highlights behaviours that do not represent RPC Values or our DEIB practices and escalates with the appropriate person.
- Micro aggressions.
- Access needs.
- Religious beliefs and holidays.
- Caring responsibilities.
- Gender differences.
- Disabilities.
Supports and understands our 'one firm' approach, and always considers geographical and cultural differences.
- Time zone differences.
- Travel challenges.
- International holidays.
- Respects and values other people's time.
- Attends meetings on time.
- Ensures meetings have clear objectives and agendas.
- Encourages others to contribute.
- Celebrates success and highlights people's achievements to others.
- Regularly reads Edge.
- Attends townhalls and contributes questions or feedback.
- Completes employee survey.
Takes responsibility for maintaining personal health, wellbeing, and balance, and supports colleagues to do the same.
- Considers the Mindful Business Charter.
- Considers timing of emails to colleagues and sets realistic deadlines.
- Considers timings of meetings and impact on colleagues.
Understands and embraces Spark our Future principles and supports others to adopt them.
Knowledge and Expertise
Develops and maintains knowledge, skills, and expertise to produce excellent work.
Building knowledge
Commits to building foundation of technical knowledge and expertise.
Apprentice
- Sets growth objectives.
- Seeks out learning solutions using available resources e.g., AmP Learn and Edge.
Develops understanding of RPC's policies, procedures and terminology.
Apprentice
Learns how the firm operates, our work, brand, pillars, clients, sectors and Business Services.
Apprentice
- Develops an understanding of the legal sector and working life.
- Settles into office basics and the surroundings, such as: correct code of conduct, what you can wear, how to act, when you can have breaks, learning professionalism, how to learn how to answer the phone, transitioning to longer working days, commuting, learning to get a work life balance and learning to balance study and role responsibilities.
Builds knowledge of the firm's systems, processes and applications.
Apprentice
Continually develops technical knowledge of relevant subject areas and shares learning with the wider team.
Administrator
Focuses on an area(s) of subject matter expertise.
Executive
Understands RPC's brand proposition, market strengths, practice areas, pillars and international capabilities.
Executive
Recognised as a technical specialist or 'go-to person' in their field of expertise.
Senior Executive
Develops and applies in-depth subject matter expertise.
Senior Executive
Proactively develops and maintains expertise which supports the department, the firm's strategy and brand proposition.
Manager
Possesses and continually develops broad and deep subject matter technical knowledge and expertise.
Senior Manager
Solution focused
Displays initiative when approaching tasks.
Apprentice
Proactively demonstrates taking initiative.
Administrator
- Suggests new and efficient ways of working and starts to resolve potential issues.
Commits to developing analysis and problem-solving skills.
Administrator
Resolves complex queries and issues that require judgement and experience.
Executive
- Suggests creative ways to approach problems solving.
Addresses issues with a high degree of technical expertise.
Senior Executive
Pre-empts challenges and solves problems using sound judgement and experience.
Manager
- Applies critical thinking, undertakes research and considers the commercial drivers and issues.
Spots issues outside of their own area of expertise and takes appropriate action, collaborating with colleagues across specialisms to problem solve.
Senior Manager
- Leverages both a broad base of professional knowledge as well as detailed knowledge of the specific functional area.
Advisory skills
Provides technical advice and judges when to escalate issues.
Senior Executive
Addresses issues with a high degree of technical expertise or complexity, making decisions and managing risks.
Manager
- Advises on relevant options, strategies and solutions which are both commercially sound and technically appropriate.
Takes responsibility for providing broad and complex advice, solving problems for stakeholders.
Senior Manager
Thought leader in their specialism and sought out for practical, commercial advice and expertise.
Senior Manager
Growth mindset
Completes relevant IT learning, uses and keeps up to date with IT tools available.
Apprentice
Seeks out learning opportunities and constantly strives to improve and develop.
Apprentice
Prepares for own Quarterly Conversations, proactively, considers career aspirations and development needs.
Apprentice
- Updates QC Note online QC meetings and shares with line manager.
- Reviews AmP Framework categories for personal career development areas.
- Sets growth objectives and reviews progress against AmP Framework.
Achieves relevant qualifications by successfully completing formal learning requirements.
Apprentice
Seeks and responds to feedback constructively and with a growth mindset.
Apprentice
- Asks for feedback from a range of colleagues.
- Uses AmP Framework to identify personal strengths and development areas.
Responds to change in a positive and resilient manner.
Administrator
Takes ownership for self-development through QCs and progress against objectives.
Administrator
Seeks opportunities for personal growth.
Executive
Identifies training needs within the team and escalates/supports the learning.
Senior Executive
- Supports the design or delivery of the training.
- Reviews AmP Framework categories for career development areas for team members.
Embraces change and helps others to adapt to change.
Manager
Role models a learning mindset, spotting opportunities for self and team to develop and improve.
Manager
- Recommends learning solutions on AmP Learn or other learning resources.
Responds proactively to market changes, trends and challenges, assessing the value for RPC.
Manager
Understands role as ambassador of the brand and seeks opportunities to promote the brand externally.
Senior Manager
Delivering quality
Develops understanding of RPC's performance and quality expectations.
Apprentice
- Business writing etiquette.
- Office professionalism.
- Code of Conduct and communication best practice.
Performs tasks and makes decisions according to defined policies, processes and procedures.
Administrator
- Maintains a good and up to date understanding of relevant, policies and procedures.
Understands the expertise that is available across the firm to support service delivery and uses it appropriately.
Administrator
- Takes time to understand the skills and expertise and knows where to go for help.
Acts as a point of escalation for junior team members.
Executive
Takes responsibility for the quality control of work done by others.
Senior Executive
For Team Leaders: Supervises workflow and performance of small teams.
Senior Executive
- Ensures work is effectively delegated and appropriately spread across the team, giving feedback and attending QCs.
- Reviews QC Note from team QCs.
Knowledge sharing
Makes connections and identifies opportunities to share knowledge.
Executive
Keeps informed on market trends and shares with the team.
Senior Executive
Develops and shares knowledge in broader related specialisms.
Manager
Anticipates and understands technical changes in the market and shares this understanding to achieve strategic ambitions.
Senior Manager
Risk & regulatory
Understands and applies the fundamentals of risk.
Apprentice
- IT and email risks.
Understands risks and escalates where needed to appropriate person.
Administrator
- To line manager or People Team.
Identifies and mitigates risks.
Executive
Mitigates risk with commercial reality and pragmatism.
Senior Manager
Clients
Delivers commercial solutions and an outstanding client experience to help our external and internal clients achieve their ambitions.
Relationship building
Understands importance of building collaborative client relationships.
Apprentice
- Observes how others build and manage client relationships.
Understands that every interaction impacts the client relationship.
Apprentice
- Consciously considers the impact of social media, is aware of personal impact and client perceptions.
Interacts with clients to build effective, collaborative working relationships based on trust.
Administrator
- Responds promptly following up on queries, calls and emails.
- Takes opportunities to interact with clients and builds relationships based on mutual understanding.
Develops client relationships by responding quickly to queries and being proactive and reliable.
Administrator
Further develops client relationships and always adopts a client-centric approach.
Senior Executive
- Ensures client service approach is tailored appropriately.
Builds strong relationships with a broad range of clients based on credibility and trust.
Manager
- Explores opportunities to develop trust and enhance client relationships.
Coaches team to build strong client relationships, encourages others to take responsibility for responding promptly to client queries and owning follow up, and role models these behaviours.
Manager
Leverages deep and broad client relationships to contribute to the achievement of the firm's ambitions.
Senior Manager
Understanding client needs
Asks relevant questions to understand the brief and clarification of their role in achieving tasks.
Apprentice
- Shows curiosity about the individual needs of clients and how to address them.
Asks questions to effectively prioritise and deliver client requirements.
Administrator
- Interprets the meaning of requests into tangible actions.
Uses judgement and experience to prioritise and deliver client requirements.
Executive
- Deals effectively with changes to timescales and understands clients' priorities and deadlines.
Collaborates with clients to achieve objectives and assess future requirements.
Manager
Service delivery
Takes instructions from line manager/team members and other clients and responds promptly.
Apprentice
- Responds in timely and tailored way, or just acknowledges receipt of message.
Keeps team and internal clients updated on progress.
Apprentice
Delivers on deadlines reliably and is responsive to changing needs.
Apprentice
Updates team on capacity, availability and commitments.
Apprentice
Develops client service skills, learning to be comfortable, confident and personable in dealings with clients.
Administrator
Understands how teams and activities connect to provide effective client service.
Administrator
Delivers strong results for clients consistently.
Executive
Anticipates and responds in a timely manner to client needs and deadlines and takes steps to achieve them.
Executive
- Spots opportunities to help clients achieve their goals, anticipates potential or actual issues that could impact clients.
Makes clients feel special by delivering an experience that exceeds their expectations.
Executive
- Proactively reads about market trends which might affect clients and shares relevant information.
- Keeps colleagues updated to further enhance client service experience.
For Team Leaders: Manages resources to deliver a high-quality service for clients.
Senior Executive
For Team Leaders: Helps others to prioritise.
Senior Executive
For Team Leaders: Proactively seeks client feedback to drive forward improvements.
Senior Executive
Influences at a senior level to deliver for clients and enhance the client experience.
Manager
- Seeks feedback from clients, recommends changes and continual service improvements.
Resolves complex and broad client queries and issues.
Manager
Acts as an escalation point to resolve complex issues.
Senior Manager
- Collaborates with the relevant stakeholders for advice.
Manages teams, prioritises resources and projects to deliver an outstanding client service.
Senior Manager
Understanding client context
Commits to understanding each client's preferences, how they like to work, and their expectations for delivery, and tailors service accordingly.
Apprentice
Clarifies work to be done to ensure clients' needs are interpreted and delivered.
Administrator
Understands and empathises with clients' perspectives, drivers, and challenges.
Executive
Uses expertise and judgement to confidently influence client-oriented situations.
Manager
- Understands the difference between service and overservice.
Reads client dynamics well, is sensitive to different perspectives.
Senior Manager
Client solutions
Anticipates and responds proactively and in a timely manner to client needs and deadlines.
Administrator
- Spots opportunities to help clients achieve their goals.
Inspires client confidence, taking responsibility for actions and client requests.
Executive
Simplifies complexities to deliver great client service.
Executive
- Suggests how to make the client service experience smoother.
Acts as a trusted advisor and confidently recommends innovative solutions to meet client needs.
Senior Executive
- Delivers commercial and expertly tailored solutions which best address client’s needs.
Manages the client experience to develop trusted relationships.
Manager
- Anticipates opportunities to help clients achieve their goals and takes time to find a connection on a human level beyond work.
Prioritises the client experience and builds this into solutions.
Manager
Constructively challenges and influences clients with credibility to achieve the best result for the firm.
Senior Manager
Business Efficiency
Works efficiently and commercially to achieve our strategic priorities.
Efficiency, data and systems
Understands the fundamentals of how RPC operates and relates it to their own work activities.
Apprentice
- Reads Edge posts.
- Attends team business updates and RPC firmwide town halls.
Uses IT systems efficiently to carry out their role and learns to adopt new technology.
Apprentice
- Files and retrieves content from iManage.
- Ensures correct version control.
- Uses technology to support organisation of work.
Participates in projects, activities and tasks to support the broader team.
Administrator
- Thinks about the next step on a project rather than focusing on their immediate tasks, offers to assist others on tasks after own tasks are completed.
Maximises the efficiencies available through relevant technology.
Administrator
- Uses available IT systems and keeps information up to date.
Identifies areas where processes or ways of working can be improved.
Administrator
Delivers complex tasks and resolves queries efficiently.
Executive
Promotes use of effective technology to create efficiency.
Executive
Ensures processes are efficient and identifies ways of working that can be adapted/automated to improve effectiveness.
Executive
Supports reporting on team activities, statistics or return on investment.
Senior Executive
Anticipates challenges and builds this into project plans.
Manager
Uses data to drive decision making.
Manager
Proactively evaluates improvements to policies, processes and procedures.
Manager
Contributes to compiling collateral for PEX/EXCO.
Manager
Turns strategy into action and solves complex or unique problems.
Senior Manager
Prepares reports and can present as required to senior boards and advisory groups, such as PEX and EXCO.
Senior Manager
Commerciality and financial management
Understands the firm's strategic objectives and how their individual work can impact these.
Administrator
Understands the impact of the decisions within the broader context of the firm's commerciality and priorities.
Senior Executive
- Considers how the team can help achieve the firm's commercial goals and shares ideas.
Develops commercial awareness and understands how their role contributes to the success of the firm.
Senior Executive
Escalates issues where project scope, budget or resources may be impacted.
Manager
Identifies and leads change programmes to achieve our ambitions working with senior stakeholders.
Senior Manager
Manages complex projects with senior stakeholders.
Senior Manager
Evaluates the financial and commercial implications and benefits of projects.
Senior Manager
Budgets
Understands the basics of budgeting processes at RPC.
Administrator
Contributes to budget processes by providing information as required.
Executive
Considers commercial and budgetary implications of projects/tasks.
Senior Executive
- Develops understanding of how the firm’s financial systems can help the team manage projects.
Plans projects and thinks ahead to deliver on time and on budget.
Manager
Understands and shapes budget management activities relating to a specific project or area of work.
Manager
Provides solutions which are commercial and within budget.
Manager
Prioritisation and resourcing
Develops an organised approach to their work, planning and prioritising to deliver high quality outputs and meet required deadlines.
Apprentice
Adapts plan when priorities change.
Apprentice
Communicates progress on tasks and where capacity opportunities arises.
Apprentice
Prioritises tasks based on relative importance and urgency and takes responsibility to deliver their work.
Administrator
- Manages time spent on a task and escalates potential issues with meeting deadlines.
Anticipates challenges and thinks ahead to deliver on time and on budget.
Administrator
- Quick turnaround for processing invoices.
Collaborates effectively with others to deliver their work.
Administrator
Reports on achievements and performance of key tasks to the rest of the team.
Executive
Applies knowledge and expertise to support projects.
Executive
Proactively seeks and shares knowledge with others on relevant key tasks.
Executive
Takes decisions and prioritises resources to ensure that short to medium term fluctuations in demand and workload are met and managed efficiently.
Senior Executive
- Thinks ahead to be prepared for future and/or changing project requirements, not just the immediate task.
Manages or supports projects as a technical expert.
Senior Executive
- Increasingly takes responsibility for managing and delivering own projects with some supervision.
Supports the team to ensure effective management of workload.
Senior Executive
Manages and allocates resources to change projects.
Senior Executive
Manages team resourcing needs, building business case for optimum resource model.
Manager
- Considers appropriate level of resources and collaboration of resources with other departments.
Manages resources, people, budgets, or projects efficiently.
Manager
- Evaluates the financial benefits of activities.
Works outside the team on projects, with multiple internal and external stakeholders.
Manager
- Delivers own projects with some high-level guidance and supervision.
Considers team wellbeing when allocating resources.
Manager
Utilises a broad range of resources with a commercial mindset to achieve programme objectives.
Senior Manager
People
Manages, influences, and collaborates with those around them effectively to bring out the best in people.
Collaborative
Works collaboratively and demonstrates a positive approach to work relationships both within the team and in the wider firm.
Apprentice
- Secretaries.
- Other Business Services departments.
Makes time for listening to others, respecting and valuing differences.
Apprentice
- Proactively seeks to understands others' points of view.
Asks questions and seeks opportunities to learn from others.
Apprentice
Learns how people in the team operate and their working preferences to build strong relationships.
Apprentice
- Preferred ways of working.
- Hybrid working preferences.
- Communication styles.
- Gets to know new people who join the team.
- Accesses AmP Learn for learning resources to support building relationships.
Communicates clearly to aid teamworking.
Apprentice
- Learns how others set clear expectations/deadlines, delegate, set and manage deadlines effectively.
Takes an inclusive approach to working with others.
Apprentice
Builds trust with colleagues by being reliable and consistent.
Administrator
Demonstrates care, empathy and understanding of people.
Administrator
- Listens openly to the views of others.
Collaborates with those around them at all levels to ensure work progresses.
Administrator
Leverages strong working relationships and collaborates with a range of people across the firm.
Executive
Influences and supports others by leveraging technical expertise.
Senior Executive
Encourages collaboration within own team and across RPC.
Manager
Creates a culture of shared accountability, encouraging everyone to learn from their experiences.
Senior Manager
Celebrating success
Recognises contribution of others and celebrates success.
Administrator
- Encourages positive behaviours and actions in others.
Creates an inclusive and engaged team that recognises and celebrates achievements.
Manager
Developing others
Supports less experienced colleagues, providing advice and guidance.
Administrator
- Onboards new team members.
- Acts as a buddy.
- Shares knowledge.
- Recommends learning solutions on internal resources, such as AmP Learn and Edge.
Provides constructive feedback to colleagues.
Administrator
- Refers to AmP Framework for guidance on career level expectations when providing feedback.
Recognises where work can be delegated to junior team members to aid development.
Executive
Delegates work effectively to junior team members to aid their development and gives feedback.
Executive
- Gives clear instructions/expectations, parameters/timelines.
- Monitors and reviews work.
- Gives constructive and timely feedback to others.
Supervises, trains, mentors and coaches others to reach their full potential.
Senior Executive
Gives timely and constructive feedback on to others, where appropriate.
Senior Executive
- Identifies performance issues of junior colleagues.
- Provides open, honest and timely feedback.
Contributes to the Quarterly Conversations and performance management of others, where relevant.
Senior Executive
- Helps people to build on their strengths and development areas, using the AmP Framework for guidance.
Plans the development of others by providing stretching work and learning opportunities.
Manager
- Mentors junior team members, provides knowledge and skills training.
- Assesses individual capabilities using the AmP Framework for guidance on career level expectations.
Delivers Quarterly Conversations for the team.
Manager
- Sets stretching objectives.
- Manages performance issues.
- Provides learning opportunities, such as seminars, on the job learning and courses.
Provides robust and constructive feedback on performance issues or behaviours which are not aligned to the firm's values.
Manager
- Encourages positive behaviours and actions in others.
Seeks performance feedback from others outside of the team, to help optimise performance.
Manager
- Shares balanced feedback from others.
- Highlights strengths and development areas.
- Aligns feedback to AmP Framework.
Coaches and develops people to achieve their full potential.
Manager
- Listens and empowers junior team members.
- Encourages others to bring new ideas.
Leverages significant people management experience to bring out the best in people.
Senior Manager
Identifies performance and potential in their team and puts in place personal growth plans.
Senior Manager
- Recommends AmP Learn to support development in areas of underperformance.
Acts as an escalation point for complex people issues.
Senior Manager
Attracting and selecting talent
Supports recruitment and induction activities.
Executive
- Helps with writing job descriptions where relevant.
- Offers to buddy new joiners.
Proactively participates in recruitment, induction and onboarding to grow the team and successfully integrate new colleagues.
Senior Executive
Escalates resourcing needs to ensure others are supported in their work.
Senior Executive
Recruits inclusively, ensuring that the benefits of a diverse team are achieved.
Manager
Wellbeing
Recognises the importance of maintaining own wellbeing and asks for help when needed and keeps an eye out for others.
Apprentice
Takes responsibility for looking out for people's wellbeing and balance, escalating as appropriate.
Manager
Leadership
Understands skills required to be an effective leader and demonstrates these when opportunities arise.
Executive
- Leads on discrete tasks, working with other teams and functions.
Responds as an escalation point for junior team members.
Executive
Adapts style of supervision to bring out the best in people.
Senior Executive
- Flexes own style and behaviours to fit with others and ensures that this is appropriate to the situation.
Supervises the performance of small teams.
Senior Executive
Seeks out opportunities to develop their leadership skills and recognises that leadership is not always linked to seniority.
Senior Executive
- Situations where junior member of the team may have more knowledge than more senior colleagues.
Leads people flexibly, values difference and manages hybrid working effectively to optimise performance.
Manager
- Adapts working styles to enable hybrid working.
Demonstrates good leadership with more junior members of the team.
Manager
Builds awareness of own leadership style, understands there are different ways to lead and seeks to refine approach.
Manager
Recognised as an effective leader within their team who adapts their style appropriately.
Senior Manager
Leads the team and fosters an environment where people can achieve their full potential and personal ambitions.
Senior Manager
Download your Career Level on a page
How to use
Working with the Frameworks – simplicity and depth
People want different levels of detail from a career framework. The AmP Frameworks have been developed to reflect this and to enable you to navigate your career, your way.
In their simplest form the Frameworks provide every individual with a 'Career Level on a Page' defining high performance by category of activity. To gain a deeper understanding of the expectations of your role you can 'build' your framework to provide more detail. The Frameworks are cumulative so that each career level builds on the previous career level. To understand the full requirements of your career level you will therefore need to ensure that you are meeting the expectations of the career level(s) below yours (if relevant).
1
Start by looking at the statements in all the categories for your Career Level
2
Click on sub categories (where relevant) to build your understanding
3
Click on the + button (where relevant) next to each statement to see examples
4
Click on the career level(s) below yours (where relevant) to understand the full requirements of your role
5
Click on the career level(s) above yours (where relevant).
Business Services Promotion Criteria and Process
The AmP Frameworks describe high performance at every career level.
As your career at RPC progresses, depending on your role, the amount of time you spend developing the categories is likely to change, and the opportunity to demonstrate high performance in all the categories will vary. Discussions around performance and readiness for promotion should reflect this.
An individual's strengths, development areas and aspirations may vary over time, as will business requirements, resulting in people being promoted at a time and pace that is right for them and right for the team.
The below promotion criteria and process should be read with the above in mind.
Promotion from level 1 (Apprentice) to level 2 (Administrator)
CRITERIA:
- There is a clear requirement for a role at this level within the relevant team, which has been authorised by the departmental Director.
- The individual has completed/is on track to complete their formal apprenticeship.
- The individual is demonstrating all indicators in the Culture category of the AmP Framework.
- The individual is performing to the level defined across the other four categories in the current career level.
- There is evidence that they are demonstrating capability in some of the categories at the next career level (relevant to their role, team and department).
PROCESS:
- Offers are made at the end of the 18-month apprenticeship programme and approved by departmental Director.
Promotion to level 3 (Executive), level 4 (Senior Executive) and level 5 (Manager)
CRITERIA:
- There must be a clear requirement for a role at this level within the relevant team, which has been authorised by the departmental Director and discussed with the People team.
- The individual is demonstrating all indicators in the Culture category of the AmP Framework.
- The individual is performing to the level defined across the other four categories in the current career level.
- There is evidence that they are demonstrating capability in some of the categories at the next career level (relevant to their role, team and department).
PROCESS:
- The individual's readiness for promotion is discussed and agreed at talent review discussions and with line manager/departmental Director.
- Business case detailing requirement for the role at the next level must be completed by line manager.
- Personal case detailing the individual's readiness for promotion must be completed by the individual, in line with the AmP Framework. This should include evidence of high performance at current level and evidence of capability to perform at the next career level.
- Sponsoring Director reviews the forms, completes any summary comments and signs off form.
- EXCO review promotion applications and approve all promotion decisions.
- Decisions are ratified by PEX.
Promotion to level 6 (Senior Manager)
CRITERIA:
- There must be a clear requirement for a role at this level within the relevant team, which has been authorised by the departmental Director, and approved by the Head of People Advisory and EXCO.
- The individual is demonstrating all indicators in the Culture category of the AmP Framework.
- The individual is performing to the level defined across the other four categories in the current career level.
- There is evidence that they are demonstrating capability in some of the categories at the next career level (relevant to their role, team and department).
PROCESS:
- The individual's readiness for promotion is discussed and agreed at talent review discussions and with line manager/departmental Director.
- Sponsoring Director has a conversation with individual to explain the process and next steps.
- EXCO agree the individual's suitability for nomination for promotion by discussing performance and potential as measured against the AmP Framework.
- Business case detailing requirement for the role at the next level must be completed by line manager.
- Personal case detailing the individual's readiness for promotion must be completed by the individual, in line with the AmP Framework. This should include evidence of high performance at current level and evidence of capability to perform at the next career level.
- Sponsoring Director reviews the forms, completes any summary comments and signs off form.
- EXCO review promotion applications and approve all promotion decisions.
- Decisions are ratified by PEX.
*Process will be determined on an individual basis based on previous assessment/s