Our values and behaviours

Values cogs

Excellent public services at the heart of everything we do

Our four values shown below form a central part of our working culture and people management processes.

We have a behavioural framework which supports these values and clarifies the expected behaviours for employees and managers. The behavioural framework is directly linked to the principle of moving from Good to Great and you will see that there are clear ‘Good’ and ‘Great’ behaviours described in it.

There are also behavioural statements regarding 'What we don’t want to see'.

When applying for roles with us, we strongly encourage you to familiarise yourself with our values and behaviours as we will frame some of our interview questions around these.

Taking personal responsibility

Displaying a proactive and positive attitude and readily accepting ownership of your responsibilities as an employee. Actively supporting your team and colleagues in an open and honest way, reflecting on your performance and seeking opportunities to improve and develop.

What good looks like

  • Having a positive approach to your work and actively challenging negative attitudes and behaviours
  • Doing what you say you will, when you said you would
  • Being a champion for the Council and supporting all colleagues
  • Proactively contributing to your team and service objectives
  • Reflecting on how your emotions and behaviour impacts on others to develop positive relationships

What great looks like

  • Finding and taking opportunities to overcome silo working
  • Going the extra mile to produce great results
  • Exceeding personal targets and seeking additional responsibilities
  • Actively seeks constructive feedback and other opportunities for personal development and makes a real effort to improve
  • Adapting the way you work to achieve better outcomes

Values for managers

Taking responsibility for others and actively working to create a positive team spirit and strong morale where employees feel valued, supported and listened to and where negativity is challenged.

To achieve this a manager:

  • Leads by example and is a positive role model, gaining trust and respect
  • Creates an environment where people are developed and stretched - aligned to the Council’s vision, corporate and service plans
  • Actively develops people, encouraging them to take personal responsibility
  • Recognises problems and responds quickly to them
  • Sets and drives high standards aligned to service goals
  • Challenges poor performance, providing constructive, honest and relevant feedback in a supportive way

Putting communities and customers first

Providing an excellent level of service to your customers making sure their needs are understood, met and managed. Demonstrating an understanding of the needs and issues of communities

What good looks like

  • Actively listening to and building rapport with your customers
  • Making it easy for the community and/or your customers to contact and use your service
  • Putting yourself in your customers shoes and showing empathy
  • Finding the best practical solutions whilst managing expectations
  • Positively engaging with communities and/or your customers to deliver

What great looks like

  • Actively seeking community and/or customer views to develop and improve services
  • Finding ways to exceed the expectations of your customers
  • Finding ways to improve the services we provide
  • Being an advocate for the community and ‘Customers First’ principle
  • Anticipating the future needs of the community and/or your customers and reacting positively

Values for managers

Making sure the ‘communities’ and customers’ first’ ethos is driven forward and that people in your team make sure that the expectations of customers and/ or communities are excellently managed.

To achieve this a manager:

  • Sees future trends and possibilities and ensures they inform strategy and service planning
  • Consults with relevant stakeholders both externally and internally to inform service provision
  • Promotes open and honest interactions between the council, customers and/or communities
  • Proactively thinks about how to improve the service provided to customers and/or communities
  • Promotes and encourages people to ‘own’ the communities and customers first ethos
  • Actively challenges negative attitudes toward customers

Valuing diversity

Demonstrating a positive attitude toward individual difference, community and cultural diversity by being open minded, fair and actively contributing to the development of an inclusive work environment

What good looks like

  • Treating everyone, both customers and work colleagues, fairly and with respect
  • Demonstrate in your behaviour a positive attitude toward diversity
  • Ensuring you deliver the right service to individuals by understanding and responding positively to diversity
  • Reflecting on the impact your behaviours may have on others
  • Reporting or challenging inappropriate behaviour

What great looks like

  • Finding opportunities to engage with people from different cultures and backgrounds
  • Openly encouraging others to understand different cultures and backgrounds and the issues facing them
  • Demonstrating an in depth understanding of current diversity issues and legislation
  • Actively promoting diversity and equality issues

Values for managers

Driving forward the equality agenda and working to create a representative and inclusive organisation which truly values difference and provides the right service to the right people in the right way.

To achieve this a manager:

  • Actively promotes equality issues across the council and includes it when developing strategy or service plans
  • Has a good understanding of equality legislation and the councils’ associated policies
  • Ensures their team work in a fully inclusive way where individuals are not isolated
  • Acts promptly to address instances of bullying, harassment or discrimination
  • Openly supports and promotes the value of diversity in their teams day to day activities
  • Adapts their behaviour to respond to individuals needs
  • Challenge negative views, gossip and rumour

Embracing innovation

Actively putting forward new ideas about how to work better and improve performance to enable the service to get ahead. Showing a genuine commitment to supporting change initiatives and new ideas

What good looks like

  • Suggesting ways that could improve the effectiveness or efficiency of the organisation
  • Listening and reacting constructively to new ideas
  • Openly supporting and promoting new ideas
  • Keeping up to date with new practices
  • Adopting best practice in your work

What great looks like

  • Being recognised as a person who can provide creative and innovative ideas
  • Proactively encouraging others to embrace innovation
  • Taking responsibility for making change happen
  • Engaging with initiatives designed to support organisation improvement beyond your service area
  • Actively seeking to continuously improve service performance

Values for managers

By recognising that innovation drives change and by engaging with and listening to your team you create an environment that encourages and supports new ideas, innovation and problem solving.

To achieve this a manager:

  • Creates an inspirational working culture
  • Sets a clear focus for your team which is challenging and innovative
  • Positively challenges the status quo and develops efficient and effective working practices that improve performance, add value, reduces costs and/or generates income
  • Engages with people to seek new ideas and problem solve
  • Actively champions new ideas and encourages innovative solutions
  • Celebrates achievements and successes