2. To help to develop a highly performing finance team
How we do our jobs is at least as important as what we do
Good ‘behaviours’ = good culture = good performance

3. Interviews with 12 FDs & 3 Chief Executives
Focus groups with FSD Leads from around the country
Review of similar frameworks – professional bodies, finance function, NHS, private sector
Selection of finance staff at an aspiring leaders event
Attendees at an FFF Foundation meeting

4. What is required for ‘I’m a Finance Expert’ – is shown in detail in the Finance Competencies document (FSD website) & in the various professional body frameworks.
The other three Strengths are related to behavioural skills & are developed further here.

5. 8 discrete behaviours linked to the 3 Strengths
Each level builds on the level below
3 levels in each behaviour – Core, Enhanced, Expert
Expectation is that each level is completed before moving on to the next
Up to 6 traits per level
4 additional personal qualities described as the ‘Golden Thread’
Levels used flexibly - not linked to particular grades - depends on job
The personal qualities apply to everyone & have no levels

8. To add into people’s job descriptions to describe ‘how’ the job needs to be done
To use as a performance management tool (many organisations now insist that everyone has at least one behavioural objective)
As a checklist to help staff to develop their PDP
To map required behaviours for recruitment & assist with writing interview questions
To assist specialists to write training programmes for finance staff
To support talent spotting and succession planning

9. Use in a personal development plan
Manager maps which of the traits under each Behaviour are relevant to the person’s job
Any that are not fully realised can be listed along with any agreed developmental/’stretch’ requirements. This may give a ‘long list’ of possible areas for development.
Manager and staff member sit down together and plot where they sit against the required traits and the 16 traits under the Golden Thread.
The staff member and the manager can then agree a prioritised list of 3 or 4 of the traits that the individual should aim to develop during the next development period.

10. Use to develop a job description / person specification
Manager maps which of the traits under each Behaviour are relevant to a specific job
As many of these as are appropriate can then be used in drawing up a job description / person specification

11. Use to develop interview questions
Manager maps which of the traits under each Behaviour are relevant to a specific job
As many of these as are appropriate can then be used in drawing up questions for job interviews
(If there is sufficient interest, FFF may look to draw up a booklet of example questions)