Claims Handling AmP Framework
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Culture
Engages with our culture, commits to our Values, and participates in activities to support them.
COLLABORATIVE. COMMITTED. COMMERCIAL.
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
- Learns how insurance policies operate.
- Learns how to identify relevant information.
- Completes relevant IT learning.
- Keeps up to date with, and uses, IT tools available.
- Sets growth objectives.
- Seeks out learning solutions using available resources e.g., AmP Learn and Edge.
Learns how the firm operates, our work, clients, sectors and business services functions.
Apprentice
- Business writing etiquette.
- Office professionalism.
- Code of Conduct.
- Written and verbal communication best practice.
Builds and maintains knowledge of the fundamentals of the law applicable to the Claims Handling department and its processes, where relevant.
Executive Level 1
- Develops a good and up to date understanding of relevant insurance law, policy, procedure and practice.
Recognised as an experienced team member capable of completing challenging tasks with minimal supervision.
Executive Level 2
- Develops in-depth working knowledge and up to date understanding of relevant laws, policies, procedures and practices.
- Assists in the quality control of work done by others.
Recognised as a technical expert in the team, capable of completing challenging tasks and supervising the work of others.
Manager
- Trusted by team members to solve complex issues.
Proactively develops and maintains subject matter expertise which brings value to the dept.
Manager
Spots issues outside of expertise and takes appropriate action using network and broad technical knowledge.
Manager
Recognised internally as an expert in their field.
Manager
In-depth working knowledge and up to date understanding of the relevant laws, policies, procedures and practices.
Manager
Possesses broad and deep subject matter knowledge and expertise.
Senior Manager
- Dedicates time to continually grow subject matter expertise.
Applies broad and deep technical knowledge and expertise to support the firm's strategic priorities.
Senior Manager
- Anticipates and consults around strategic commercial conflicts.
Thought leader in their specialism (internally and externally), sought out for practical, commercial advice/expertise.
Head of
- Consulted as to new work streams or prospects.
Go to subject matter expert for PEX/EXCO to achieve strategic objectives.
Director
Presents subject matter expertise externally on RPC's activities, achievements and return on investment.
Director
Solution focused
Displays initiative when approaching tasks.
Apprentice
Proactively takes initiative in all that they do.
Executive Level 1
- Becomes a member of Process User Group.
Commits to developing analysis and problem-solving skills.
Executive Level 1
- Seeks out supervision and feedback to develop technical understanding.
- Suggests creative ways to approach problems.
- Starts to suggest how to solve client issues.
Applies analytical and problem-solving skills and manages complexity effectively.
Executive Level 2
- Develops working solutions for recording unusual claims data.
Thinks ahead and makes decisions at pace that are aligned to firm's strategic priorities.
Head of
Uses deep and broad specialist knowledge to shape the firm's strategic agenda.
Director
Advisory Skills
Develops legal and commercial advisory skills.
Executive Level 1
Takes responsibility for providing broad and complex advice to stakeholders.
Manager
- Develops relevant options, strategies and solutions.
Provides the client with advice and identifies when to inform the Client Relationship team.
Manager
Addresses complex technical issues with a high degree of expertise and autonomy and makes independent decisions, including managing risks.
Senior Manager
- Gives advice which is both commercially sound and legally correct.
Leads, influences and guides at all senior levels of the firm.
Director
Growth mindset
Continually seeks out learning opportunities to develop, both on the job and through formal training programmes.
Apprentice
- Attends skills training.
- Takes guidance from others.
Responds to feedback constructively.
Apprentice
- Ensures changes to written work through supervision are implemented and applied to similar pieces of work in future.
- Uses AmP Framework to identify personal strengths and development areas.
Seeks feedback on completed tasks and on personal strengths and development areas and acts on feedback.
Apprentice
Prepares for own quarterly conversations, proactively considers career aspirations and development needs.
Apprentice
- Updates QC Note online after 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.
Takes ownership for self-development through QCs and progress against objectives.
Executive Level 1
- Dedicates time to develop legal knowledge.
- Sets growth objectives.
Takes responsibility for personal career development, preparing for QC's and following up on actions.
Executive Level 1
Responds to change in a positive and resilient manner.
Executive Level 1
Seeks opportunities for personal growth.
Executive Level 2
- Volunteers for ad hoc tasks, meetings, or presentations.
Encourages others to seek learning opportunities, fostering a culture of continuous development.
Manager
- Identifies firm wide learning opportunities and suggests team members to attend.
- Reviews AmP Framework categories for career development areas for team members.
Embraces change and helps others to adapt to change.
Manager
Cultivates a continuous learning approach to work, setting the tone for their team and the firm.
Head of
Commerciality
Learns how the Claims Handling function fits into the firm's structure.
Apprentice
Learns about our work, clients and sectors.
Apprentice
Responds proactively to market changes and trends.
Manager
- Sensitive to the impact of higher premiums.
Anticipates and understands developments in the market and evaluates impact for Claims Handling.
Senior Manager
- Anticipates and mitigates impacts of changes to market conditions on decision making in claims handling.
Acts as a leading authority on dept. expertise and operations.
Head of
Takes a strategic overview of the dept. to deliver on the firm's priorities.
Head of
Utilises external relationships to strengthen specialist knowledge and expertise and to bolster the success of the firm.
Director
Delivering quality
Applies skills and knowledge to discrete tasks under supervision.
Apprentice
- First draft of instructions.
- A review of panel invoices.
Develops understanding of RPC's performance and quality expectations.
Apprentice
Performs tasks adhering to the department's processes and deadlines.
Executive Level 1
- Drafts LOA's within SLA.
- Applies payment process correctly.
- Inputs all data required in proclaims and maintains it.
Develops skills in file handling with supervision, where relevant.
Executive Level 1
- Identifies coverage points.
- Asks for relevant information.
- Adds reserves correctly and in a timely manner.
Understands the expertise that is available across the firm to support service delivery and uses it appropriately.
Executive Level 1
- Takes time to understand the skills and expertise within Business Services and knows where to go for help.
Acts as an informal point of escalation to junior team members with technical issues.
Executive Level 2
- Advises on relevant options, strategies and solutions which are both commercially sound and legally correct.
Takes responsibility for the quality control of work done by others.
Manager
Manages complex technical projects and tasks with senior stakeholders.
Senior Manager
- Works with others on-boarding new schemes.
Undertakes complex strategic projects.
Head of
Knowledge sharing
Builds internal relationships in the firm and shares knowledge.
Executive Level 1
- Shares useful information such as known client absence and availability with colleagues.
Uses strong internal relationships to build personal and team profile.
Executive Level 2
- Collaborates effectively with RPC panel lawyers.
Keeps up to date with legal and procedural developments and collaboratively shares knowledge with team.
Executive Level 2
- Research.
- Prepares or delivers training.
Collaboratively shares knowledge with team.
Manager
Networks to develop market intelligence.
Manager
- Works to secure relationships with wider panel lawyers.
Regulatory
Understands the fundamentals of risk and compliance and complies with regulatory requirements.
Apprentice
- Promptly completes all mandatory learning.
- Knows the fundamentals of the SRA Code of Conduct to protect the firm.
Keeps up to date with regulatory requirements and new codes.
Apprentice
Ensures team is aware of and complies with regulatory requirements.
Manager
Manages risk.
Manager
- Ensures team follow processes and takes care to understand high risk activities; increases risk management activities appropriately.
Mitigates risk.
Senior Manager
- Clients.
- Counsel.
- Auditors.
- Fund managers.
- Internal and external experts.
Clients
Delivers commercial solutions and an outstanding client experience to help our external and internal clients achieve their ambitions.
Relationship building
Starts to build relationships with clients.
Apprentice
- Gets to know internal team contacts.
Understands that every interaction impacts the client relationship and RPC brand.
Apprentice
- Consciously aware of the impact of their behaviours on client perceptions.
- Considers the impact of social media posts.
Interacts with clients to build effective, collaborative working relationships based on trust.
Executive Level 1
- Observes how others build and manage client relationships.
- Takes time to find a connection on a human level, beyond work.
Supports the client experience to develop relationships.
Executive Level 2
Coaches team to build client relationships.
Manager
Encourages others to take responsibility for responding promptly to client queries and 'owning' the follow up by role modelling these behaviours.
Manager
Uses expertise and judgement to challenge and influence clients.
Manager
- Persuades clients to agree specific reporting criteria.
Develops deep client relationships and adopts a client-centric approach.
Manager
- Understands internal pressures on individual clients and works collaboratively to support their performance.
Influences and challenges senior client stakeholders with gravitas and builds trusted relationships.
Senior Manager
- Develops deep knowledge of the client’s business and sector and is the go-to-person for some clients.
Leverages deep and broad client relationships to achieve the department's ambitions.
Senior Manager
- Obtains useful intelligence to support strategy.
Supports management of client relationships to deliver a tailored and outstanding client experience.
Senior Manager
- Develops deep client networks to support CR team.
Leads client listening activity to establish needs, building on longstanding trusting relationships.
Head of
Understands and navigates the complex political landscape and manages relationships to deliver the best outcomes for the client and the whole business.
Director
Understanding client needs
Works collaboratively with the team to understand how the tasks they perform impacts the overall client experience.
Apprentice
- Shows curiosity about the nature of the service provided to clients.
Asks relevant questions to understand what needs to be done.
Apprentice
- Shows curiosity about the individual needs of clients and how to address them.
Puts self in client's shoes to understand their objectives and commercial drivers and prioritises accordingly.
Executive Level 1
- Develops relationship with brokers to understand their service requirements.
Commits to listening to client feedback to improve the client experience.
Executive Level 2
- Recommends improvements and provides feedback to the wider team.
Anticipates future client changing requirements and adapts accordingly.
Manager
- Clarifies the work to be done to ensure the client’s needs are interpreted and delivered correctly, such as changes to timescales.
Proactively seeks client feedback to drive forward improvements and a tailored service.
Manager
- Seeks feedback from clients.
- Recommends changes and continual service improvements.
- Explores opportunities to develop trust and enhance client relationships.
Proactively seeks client feedback to drive forward improvements.
Senior Manager
Service delivery
Responds to clients'/team members requests to produce high quality work in a timely manner.
Apprentice
- Responds to an urgent request for a claim.
- Ensures work is accurate, free of typos, presentation is appropriate, tone of email is appropriate.
Communicates with team and, where appropriate, the client to update on progress and challenges, escalating when appropriate.
Apprentice
- Anticipates potential or actual issues that could impact clients and shares with others.
Updates team on capacity, availability and commitments.
Apprentice
- Feedbacks to line manager on tasks outstanding.
Delivers on deadlines reliably and is responsive to clients and changes.
Apprentice
- Keeps line manager informed of progress against deadlines and identifies early where deadlines may not be met and explains why.
Develops client service skills, learning to be comfortable, confident and personable in dealings with clients.
Executive Level 1
- Develops confidence in making calls to insureds, understanding how clients like to work and their expectations for delivery.
Anticipates and responds proactively in a timely manner to client demands and deadlines.
Executive Level 1
- Takes responsibility for following up on queries/calls/emails.
- Prioritises urgent communications appropriately.
Delivers strong results for clients consistently.
Executive Level 2
- Identifies exit strategy early and proactively pressing claims to resolution.
Thinks broadly and commercially to continually improve service delivery.
Executive Level 2
- Develops relationship with brokers to reduce friction.
Communicates client's service delivery expectations to the rest of team, where appropriate.
Executive Level 2
- Supports prioritisation of work and distribution to the team.
Inspires client confidence, taking responsibility for tasks and client requests.
Executive Level 2
- Listens directly to the client and/or colleagues about client instructions, knows when to seek advice to ensure the client’s needs are interpreted and delivered correctly.
Manages the team to deliver the whole client experience.
Manager
- Takes the lead when managing client expectations, coaches team to build client relationships.
Manages resources to deliver for clients, helping others to prioritise.
Manager
- Collaborates with other managers to ensure client priorities are met.
Simplifies complexities for clients and translates them into commercial advice.
Manager
- Recommends a deal on cover to take account of commercial relationships.
Encourages others to respond promptly to client queries and own the follow up by role modelling these behaviours.
Manager
Sets and monitors client service standards in the department.
Senior Manager
- Sets SLA standards and reviews MI.
Creates an environment of brilliant client service to address the strategic needs of clients and leads the department to deliver on this.
Head of
Defines the client service delivery and experience standards and ensures delivery against them.
Head of
Utilises management information to assess and report to clients on scheme performance.
Head of
Takes ultimate responsibility for the delivery of service and experience for our clients.
Director
Balances competing strategic priorities with versatility, whilst managing the expectations of multiple clients.
Director
Understanding client context
Considers commercial factors impacting the client's business.
Executive Level 1
- Shows awareness that insureds have client commercial relationships to preserve.
Applies experience to proactively pre-empt potential issues for the client.
Executive Level 2
- Develops a good knowledge of the client’s business and sector.
- Refers to agreed service plans when addressing client expectations.
Understands and empathises with clients' drivers and challenges and ensures team alignment to support them.
Manager
- Ensures team delivers consistent data accuracy on areas of client interest.
Reads client dynamics well and handles difficult client situations, delivering unpopular advice and information in a sensitive manner.
Senior Manager
- Managing poor client performance issues.
Client solutions
Raises potential problems with supervisors and suggests how to move work forward for the client.
Executive Level 1
- Brings suggested solutions to discussions with supervisor.
Makes client feel valued by delivering an experience that exceeds their expectations.
Executive Level 2
- Delivers to both informal and agreed Client Service Standards/Service Level Agreements (SLAs), where these are in use, to help manage client expectations.
Proactively suggests creative options and considers implications to resolve client issues.
Executive Level 2
- Puts forward process improvements to PUG.
Anticipates changes to client requirements and adapts accordingly.
Manager
- Considers new reporting requirements and secures internal processes to deliver reports as required.
Prioritises the client experience and builds this into solutions.
Manager
- Ensures communications with clients are aimed at putting client in position to say "yes".
Resolves complex and broad client queries and issues.
Senior Manager
- Works across departments to collaborate to respond to client queries.
Achieves outstanding client experience by thinking like a client, understanding their priorities and leading initiatives to improve service delivery.
Head of
Business Efficiency
Works efficiently and commercially to achieve our strategic priorities.
Profitability
Understands the fundamentals of how RPC and the Claims Handling department operates, including how the firm makes profit.
Apprentice
- Reads Edge posts.
- Attends team business updates and RPC firmwide town halls.
- Understands the firm and department strategy.
Understands the firm's strategic objectives and how their individual work can impact these.
Apprentice
- Attends pillar updates and feedback forums.
- Raises questions with team/LM to secure improved understanding.
Understands the support available within the firm to work commercially.
Executive Level 1
- Seeks help from lawyer teams, claims admin team, and Business Services.
Ensures team understand firm's strategic priorities and commercial drivers and how their work impacts these.
Manager
- Promotes pillar learning and attendance at feedback forums.
Understands the impact of the decisions they make within the broader context of the firm's strategic priorities.
Senior Manager
- Collaborates with stakeholders across the firm to ensure decisions taken are aligned with the firm's strategic priorities.
Creates and communicates a strategy for the growth and profitability of their department.
Head of
Budgets
Understands the basics of the budgeting process at RPC.
Manager
Assists in managing the department budget.
Senior Manager
Sets and manages department budget.
Head of
Takes ultimate responsibility for the departmental budget, performance and return on investment.
Director
Efficiency
Works efficiently and commercially on tasks within client SLA.
Apprentice
- Works with awareness of SLA deadlines for specific tasks.
Develops an organised approach to their work, planning and prioritising so that they deliver consistently high-quality work on time.
Apprentice
- Prioritises tasks according to deadlines.
Adapts plan when priorities change.
Apprentice
- Changes work plan on request when ad hoc urgent tasks occur.
Communicates progress on tasks and where capacity opportunities arise.
Apprentice
- At daily huddles explains work volumes completed and realistically estimates time needed to complete tasks to a high level.
Uses IT systems efficiently and applies it to manage time and their tasks.
Apprentice
- Attends all training sessions and raises queries to ensure effective use of IT systems, uses MS tools to support organisation of work.
Considers commercial implications when approaching tasks.
Executive Level 1
- Works to one touch file handling avoiding duplication of effort.
Anticipates challenges and builds this into plans.
Executive Level 1
- Thinks about the next step on a claim, rather than simply focusing on their immediate tasks.
- Offers to assist others on tasks after own tasks are completed.
Identifies and suggests areas of improvement.
Executive Level 1
- Processes.
- Training materials.
- Ways of working.
- Reads market or sector press articles, reviews social media posts on relevant groups.
Draws on experience to prioritise tasks and manage workload efficiently.
Executive Level 2
- Juggles longer tasks with volume of SLA's.
Flags opportunities where the work can be carried out more efficiently to save time and/or costs.
Executive Level 2
- Thinks ahead to be prepared for future and/or changing project requirements, not just the immediate task.
- Knows when to escalate a mistake or difficulty and is starting to provide potential commercial solutions.
- Collaborates with the team member to suggest different and innovative ways of working to services, products, or processes.
Maximises efficiencies through relevant technologies.
Executive Level 2
Demonstrates an agile mindset and responds to changes in a positive manner.
Executive Level 2
- Contributes to discussions within the group and thinks about ways the firm's commercial goals and aligns with those of their immediate team.
- Delivers own projects with some high-level guidance and supervision to the satisfaction of all stakeholders.
- Considers how the team can help achieve the firm's commercial goals and shares ideas.
Provides commercial solutions to achieve business efficiency and save time and/or costs.
Manager
- Works with other managers to align training delivery according to need.
Manages team workload and tasks efficiently, thinking creatively to resolve resourcing challenges.
Manager
- Considers appropriate level of resources.
- Collaborates about resources with other departments.
- Evaluates the financial benefits of activities.
Proactively evaluates and improves processes, procedures and policies.
Manager
- Identifies process improvements and promotes them within the team and department.
Encourages creative thinking and is receptive to trying new things.
Manager
- Encourages innovation and listens to ideas from all quarters.
Provides management information on team activities to drive efficient decision making.
Manager
- Identifies and reports on different approaches to the same task within the team.
Suggests how technology can be used to enhance the client experience and create efficiencies.
Manager
- Identifies and promotes improved method of communications with client on specific topics.
Leads with the onboarding of new clients/schemes, including dealing with bespoke client requests.
Senior Manager
- Works collaboratively internally and externally to launch new schemes successfully.
Evaluates the financial and commercial implications and benefits of team activity and scheme performance.
Senior Manager
- Uses internal MI and extrapolates information to inform strategy.
Leads process improvement projects and drives forward change.
Senior Manager
- Identifies and presses through process change to case management system.
Provides innovative solutions and continually improves business efficiency.
Senior Manager
- Continuously works to improvement of existing processes.
Leads the dept. to deliver on time and on budget, striking the balance between team wellbeing and commercial efficiency.
Head of
Proactively plans for the dept.'s resourcing needs to achieve the firm's strategic objectives.
Head of
Uses management information to evaluate and report on activities and return on investment.
Head of
Sets the strategy for the growth and business efficiency of the department, ensuring alignment to the firm's strategic objectives.
Director
Navigates complex stakeholder management requirements and balances conflicting priorities to achieve business objectives.
Director
Drives and sets the agenda for departmental continual improvement.
Director
Ensures the department is adequately resourced to deliver strategic priorities taking into consideration team wellbeing.
Director
People
Manages, influences, and collaborates with those around them effectively to bring out the best in people.
Collaborative
Works collaboratively and communicates clearly to build strong working relationships within the team.
Apprentice
- Gets to know new people who join the team.
- Learns how others set clear expectations, delegate and set/manage deadlines effectively.
Makes time for listening to others, respecting and valuing differences.
Apprentice
- Actively listens to others and respects their preferred ways of working.
- Learns different communication styles.
Demonstrates a positive approach to work relationships.
Apprentice
- Accesses AmP Learn for learning resources to support building relationships.
Takes proactive steps to create a positive and inclusive environment.
Executive Level 1
- Proactively seeks to understand others point of view.
- Demonstrates care, empathy and understanding of people.
- Treats everyone with respect.
- Volunteers for buddy role.
- Initiates opportunities to integrate new joiners into the team, such as lunch, coffee, team/dept/firmwide events.
Generates trust through reliable and consistent delivery.
Executive Level 1
- Consistently proofreads work so drafts are to correct standard of formatting, drafting and grammar.
Leverages strong working relationships and collaborates with a range of people within the department.
Executive Level 1
- Make calls to a range of colleagues to check processes and information.
Empathises with others sharing a genuine interest to see things from their point of view.
Executive Level 2
- Listens openly to the views of others.
Responds as an informal escalation point for junior team members.
Executive Level 2
- Approachable and open to assist.
Encourages collaboration within own team and across RPC as a whole.
Manager
Creates an inclusive and engaged team.
Manager
- Puts inclusive practices and processes in place to optimise teamworking.
- Ensures everyone has an opportunity to contribute in a way that works for them.
- Adapts working styles to enable hybrid working and/or other working arrangements.
Supports teamworking, demonstrating flexibility around the different working preferences of the team.
Manager
- Take advantage of the benefits of hybrid working and supports others to do the same.
Recognised as a leader who has built collaborative relationships and influences across the firm at all levels.
Head of
Recognised as a leader who has built collaborative relationships across the firm at all levels of seniority.
Director
Celebrating success
Recognises contribution of others and celebrates success.
Apprentice
- Encourages positive behaviours and actions in others.
Recognises the contribution of others and celebrates success.
Executive Level 2
- Attends meetings and social events where success is celebrated.
Creates a team environment that recognises and celebrates achievements.
Manager
- Recognises individual and team achievements through reward and recognition scheme.
Developing others
Supports less experienced colleagues, providing advice and guidance.
Executive Level 1
- Acts as a buddy and knowledge shares.
- Recommends learning solutions on internal resources, such as AmP Learn and Edge.
Draws on experience to support the development of others.
Executive Level 2
- Takes time to explain how learning can be applied broadly.
Provides constructive, appropriate and timely feedback to team members and colleagues.
Executive Level 2
- Identifies strengths and points out where improvements are needed.
- Refers to AmP Framework for guidance on career level expectations when providing feedback on work completed by others.
Trains, coaches and mentors others.
Executive Level 2
- Supports new joiners.
- Recommends learning resources in AmP Learn to support the development of others.
Supports junior members in building their internal network.
Executive Level 2
- Introduces new joiners to other team members and wider panel.
Contributes to the Quarterly Conversations and performance management of others, where relevant.
Executive Level 2
- Delivers constructive feedback when requested to line managers.
- Helps people to build on their strengths and development areas, using the AmP Framework for guidance.
Coaches and develops people to achieve their full potential.
Manager
- Takes time to upskill.
- Provides career advice.
- Listens and empowers junior team members.
- Encourages others to bring new ideas.
- Plans the development of others by providing stretching work and learning opportunities.
- Provides feedback.
- Assesses individual capabilities using the AmP Framework for guidance on career level expectations.
Delegates work and supervises effectively.
Manager
- Giving clear instructions/expectations, parameters/timelines.
- Monitors and reviews work.
Identifies performance issues and provides robust and constructive feedback.
Manager
Delivers Quarterly Conversations for the team.
Manager
- Sets stretching objectives.
- Shares balanced feedback from others.
- Highlights strengths and development areas.
- Manages performance issues, provides learning opportunities, such as seminars, on the job learning and courses.
Manages team performance and resourcing needs.
Manager
- Onboards and mentors new team members.
Adapts style of supervision to bring out the best in people, enabling them to grow.
Manager
- Flexes own style and behaviours to fit with others and ensures it is appropriate to the situation.
Leverages significant people management experience to bring out the best in people.
Senior Manager
- Identifies and develops potential.
Identifies performance and potential in teams, putting in place robust development growth plans.
Senior Manager
- Works with team managers to align performance and growth objectives to department plans.
- Encourages positive behaviours and actions in others.
Acts as an escalation point for complex people issues.
Senior Manager
- Works with team managers to support performance management.
Plans and supports the development of others by providing stretching work and learning opportunities.
Senior Manager
- Refers to AmP Framework for guidance on career level expectations.
- Provides knowledge and skills training.
- Encourages others to access learning resources available, such as AmP Learn and Edge.
Inspires exceptional people performance through building an energised and inclusive community with a shared purpose.
Head of
Attracting and selecting talent
Supports attraction and assessment days where appropriate.
Apprentice
- Events.
- Apprentice assessment days.
Manages team performance and resourcing needs.
Manager
- Identifies resourcing needs.
- Assesses on apprentice assessment days.
- Conducts interviews and makes selection decisions.
- Recruits inclusively, ensuring that the benefits of a diverse team are achieved.
Wellbeing
Recognises the important of maintaining own wellbeing, 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
Seeks out opportunities to develop their leadership skills and recognises that leadership isn't always linked to seniority.
Executive Level 1
- Situations where a junior member of the team may have more knowledge than senior colleagues.
- Works with peers on non-matter related activity, provides guidance to others.
Adapts style and approach to bring out the best in people.
Executive Level 2
- Flexes own style and behaviours to fit with others and ensures that this is appropriate to the situation.
Builds awareness of own leadership style, understands there are different ways to lead and seeks to refine their approach.
Executive Level 2
Leads people flexibly, values difference and manages hybrid working effectively to optimise performance.
Manager
- Adapts working styles to enable hybrid working.
Supports in leading the department and fosters an inclusive environment where people can achieve their full potential and personal ambitions.
Senior Manager
- Creates supportive and constructive relationships.
Engages department in the strategic priorities and motivates them to achieve the firm's ambitions.
Head of
Recognised as an effective and inclusive leader within their team who appreciates the benefits of a diverse team and adapts their leadership appropriately.
Head of
Represents and advocates for the dept. at Partner and Board level to drive, shape and influence the firm's agenda.
Director
Role models inspirational leadership to bring the dept. together to encourage collaboration and motivate them to achieve exceptional performance.
Director
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).
Claims Handling 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 Apprentice to Executive Level 1
At the point of promotion:
- 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 Apprentice career level.
- The individual has completed/is on track to complete their formal apprenticeship.
Promotion from Executive Level 1 to Executive Level 2
At the point of promotion:
- 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 EL1 career level.
- There is evidence that they are beginning to demonstrate capability across some of the categories at EL2 (relevant to their individual strengths).
Promotion to Manager, Senior Manager, Head of and Director
There must be a clear requirement for a role at this level within the relevant team.
At the point of promotion:
- 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 EL2 career level.
- There is evidence that they are demonstrating capability at the next career level across most of the categories (Knowledge and Expertise, Clients, Business Efficiency and People).
Promotion Process
- For someone to be considered for promotion, there has to be a business requirement within the department at the suggested level.
- Line Manager, Department Lead and People Team agree the individual's suitability for nomination for promotion by reviewing key metrics and discussing performance and potential as measured against the AmP Framework.
- Line Manager has a conversation with individual(s) explaining the nomination and process.
- For Manager level and above, the individual's Line Manager completes a business case.
- Nominated individual completes a personal case form, evaluating performance against each of the AmP Framework categories (including strengths, development areas and potential) and includes evidence of key metrics where appropriate.
- Department Lead signs off business and personal case.
- Group Leader/Director reviews the nomination(s) for their group(s) and makes promotion decision.
- Promotion decisions are ratified by PEX.