Role profiles cover:
- The job family that the role sits in
- The role summary and purpose of the role
- Typical role responsibilities and duties
- The core ODP skills and knowledge required for the role (five core skills or seven for SCS roles)
- The levels of expertise required to successfully perform the roles
- The entry levels, progression routes and transferrable skills
How to get the most from this framework
-
1
Understand your job family and role (this page)
-
2
Understand the core ODP skills
-
3
Develop your skills
| Job Families | AA | AO | EO | HEO | SEO | G7 | G6 | SCS |
|---|---|---|---|---|---|---|---|---|
| Leadership and Management | ||||||||
| Help, Advice, Support and Service Delivery | ||||||||
| Validation, Compliance, Support, Safety and Enforcement (Regulation) | ||||||||
| Business Management and Operational Support | ||||||||
Leadership and Management
Operations Director
Role Summary:
An operations director role in a delivery directorate typically in a larger delivery department of scale and scope. Usually at SCS1 or SCS2 level. An SCS1 leader will typically be a director responsible for a specific operational team whereas at SCS2 level responsibility will be of a larger scale and influence which could be ownership of a system or of a delivery area. Builds relationships to enable delivery as a leader of their area.
Typical role responsibilities:
- Providing visible and engaging leadership, role modelling inclusivity and a collaborative culture
- Developing strategy including new approaches to complex problems
- Advising senior stakeholders (including ministers)
- Building strong relationships across a range of senior communities, internal and external
- Managing reputational risks
- Maintaining and developing excellence in operational delivery
- Inspiring continuous improvement across all areas
Routes in
This role could fit into the SCS1 or SCS2 space dependant on the department. An operational leader at Grade 6 level would find a natural progression into an SCS Operations director role. At this level the difference between SCS1 and SCS2 can depend on the scale of influence. Across professions there is a natural fit for lateral movement into these roles from other ODP roles as well as those in project delivery and HR. Those who have worked as a senior leader of a large scale delivery area for example a chain of supermarkets or an energy supply company may find their skills to be compatible.
Core ODP skills required
This role will span both SCS1 or SCS2 core capabilities dependant on the department. When assessing capability level across the skill level descriptors at SCS level experience may vary. For the SCS role profiles there are not defined skill levels as each role expectation is to start at working level. Instead the Skills framework can be used holistically to consider skills which may be needed to develop in a role. The skill levels will build as experience grows. Different routes into SCS Operational Delivery roles and previous experience may impact the level of skill in each role and it is for individuals to self-assess their skill level of the typical responsibilities against the Framework.
Competency level may be variable.
Systems Leadership, data and insight and decisions at pace are of specific note for this role.
See more about skill level descriptors here.
Transferable skills
Large scale management experience of leading through others to deliver large scale service delivery and business transformation. A proven track record of driving performance and productivity improvements to deliver customer-focused outcomes. A commitment to continuous improvement – listening to customers and stakeholders - and empowering colleagues to improve customer service and service excellence. Confidence in translating strategy into outcomes.
Career Journey
Find out more from Rozanne, Director, RPA.
Leadership and Management
Chief Executive Officer
Role Summary:
A senior leadership role with responsibility for setting direction; building and inspiring high performing teams. You will identify and address potential road blocks within the organisation to deliver the organisational direction and strategy generating a workforce which is equipped for the future as a respected and capable individual reporting into and leading boards. These roles typically sit at the SCS 2 or SCS 3 level. If in an ALB this role would typically sit at the top of an organisation and lead the board.
Typical role responsibilities:
- Setting and executing the organisation's strategy
- Accountable for overall responsibility for the performance of the organisation
- Displaying visible, engaging and inclusive leadership
- Working with senior stakeholders (including ministers)
- Facilitating strong working relationships at senior levels internally and externally
- Accountable for and manages organisational risk
- Leading operational delivery of a service and driving strong business results
Routes in
Within the Civil Service you may have worked as a competent leader of people or as an operational director with broader experience. You may have worked outside the profession in a similar role for example as a HR, project management, finance or policy professional. You may have experience in a large leadership role externally from the public sector, a self-managed enterprise or an arm's length body. Strong experience of leadership in a front facing business focused environment would be beneficial for this role. You should have proven experience in a senior leadership role with responsibility for setting direction; building and inspiring high performing teams.
Core ODP skills required
This role will span the SCS 2 and SCS 3 capabilities. When assessing capability level across the skill level descriptors at SCS level experience may vary. For the SCS role profiles there are not defined skill levels as each role expectation is to start at working level. Instead the Skills framework can be used holistically to consider skills which may be needed to develop in a role. The skill levels will build as experience grows. Different routes into SCS Operational Delivery roles and previous experience may impact the level of skill in each role and it is for individuals to self-assess their skill level of the typical responsibilities against the Framework.
Power of connections, Human centred design and systems leadership are of importance in this role.
See more about skill level descriptors here.
Transferable Skills
You will have proven background in leading delivery, with the ability to empower people with data and manage stakeholders. Demonstrating leading through others. You may have experience of working as a large-scale delivery manager or operational service delivery environment. Project and portfolio management experience would be beneficial. Commercial awareness and influencing skills are also of benefit for this role. You should be a strong communicator both written and interpersonally. Comfortable gripping complex issues and driving them forward with high emotional intelligence and the ability of engendering trusted relationships that achieve buy-in and commitment.
Career Journeys
Find out more from Paul, CEO, Planning Inspectorate.
Leadership and Management
ODP Director General
Role Summary:
An operations director general role of a delivery directorate typically in a large delivery department of scale and scope. Overarching responsibility for the successful operation of service delivery including assurances of effective provision and cross cutting activities. Builds and maintains relationships to enable delivery. This role sits at SCS3 level in an organisation and holds a position on the board.
Typical role responsibilities:
- Building strong relationships and credibility with stakeholders and communities at all levels both internally and externally
- Advising senior stakeholders including ministers on behalf of your organisation at the most senior levels
- Effective handling of external relationships including public scrutiny
- Maintaining widescale accountability for area of work, building on big picture strengths having a wide awareness of systems to drive forward outcomes.
- Leading transformation. Providing visible and engaging leadership, role modelling inclusivity and a collaborative culture
- Awareness and understanding of the political climate, keeping abreast of relevant developments to area of work
- Proficiency in or willingness to develop agile digital skills
- Developing strategy including new approaches to complex problems
- Managing reputational risks and role modelling resilience
- Maintaining and developing excellence in operational delivery
- Inspiring continuous improvement across all areas
Routes in
Large scale delivery roles in similar operational areas outside of the Civil Service, including in non-governmental department bodies could provide route into this role. A DG role in another profession may provide a route in as well as progression up from a Director role. Externally you may have headed up a large private sector company as a managing director or worked in a consultancy role.
Core ODP skills required
This role sits against the SCS3 Seven Core Capabilities. When assessing capability level across the skill level descriptors at SCS level experience may vary. For the SCS role profiles there are not defined skill levels as each role expectation is to start at working level. Instead the Skills framework can be used holistically to consider skills which may be needed to develop in a role. The skill levels will build as experience grows. Different routes into SCS Operational Delivery roles and previous experience may impact the level of skill in each role and it is for individuals to self-assess their skill level of the typical responsibilities against the Framework.
As an SCS3 Director General you may have worked at a SCS 1 or SCS 2 level in another role and assessed yourself against this framework at a expert level, but it is important to note that the capability level at one grade does not dictate your capability level at the grade above.
Power of connections, Learning agility and Decisions at Pace as well as Human Centred design are key for this role.
See more about skill level descriptors here.
Transferable Skills
Solid foundations in operational leadership roles will support transition into this role. Strong people leadership skills, negotiation and influence will also support in this role. Resilience is a key aspect of SCS 3 DG roles. An ability to both interpret and translate information and data and bring people with you. Strong coaching and development experience as well as the ability to influence while taking measured risks and making decisions at pace.
Career Journeys
Find out more from Barbara, Director General, DWP.
Leadership Management
Regulator
Role Summary:
These roles are typically at SCS 1 and SCS 2 levels. SCS2 regulators are either responsible for whole organisation or a significant part of it and they ensure the decisions people make are quality, risk based and focused on impact. The two skills families in ODP: investigation and law enforcement, relate the most to regulator roles. Regulation is the activity of ensuring there is compliance with the law, in the broadest sense, making sure people are compliant with the law ensuring that wider society complies
Typical role responsibilities:
- Encourages and ensures compliance with legislation
- Makes decisions on behalf of ministers
- Discharges adjudicatory authority where required on behalf of the Secretary of state
- Develops and issues statutory guidance
- Compiles Annual Reports covering activities, investigations, trends and issues
- Investigates complaints and makes the final decisions as to whether regulations have been breached and whether to issue a penalty
- Building relationships with industry through a proactive advocacy role. Publicising the new requirements introduced by the regulations.
- Undertaking initial market intelligence activities and reporting insights and trends to departmental and ministerial leads.
- Issuing guidance relating to how the legal text of the regulations should be interpreted and providing advice on compliance.
- Issuing statutory guidance on how fines will be calculated and issued in the event of a finding of non-compliance.
Routes in
Knowledge on the operational area within which they are applying for a role would be beneficial for this role. This could be from working in a leadership role in the area within the Civil Service but also from working in the industry externally for example as a managing director of a large supermarket chain. You may have worked in or studied legal areas or financial constructs. Legal, digital, policy, analytical and finance professions have a logical transfer across to this role.
Core ODP skills required
This role will span both SCS1 or SCS2 core capabilities dependant on the department. When assessing capability level across the skill level descriptors at SCS level experience may vary. For the SCS role profiles there are not defined skill levels as each role expectation is to start at working level. Instead the Skills framework can be used holistically to consider skills which may be needed to develop in a role. The skill levels will build as experience grows. Different routes into SCS Operational Delivery roles and previous experience may impact the level of skill in each role and it is for individuals to self-assess their skill level of the typical responsibilities against the Framework.
Power of connections, Innovation and Risk and learning agility are key for this role.
See more about skill level descriptors here.
Transferable Skills
Experience in commercial law or contractual dealings, including the issuing of contracts that meet a regulatory standard. The ability to shape and define a new organisational function. Experience working independently and supporting a team when making potentially contentious decisions. Ability to build positive, influential relationships. Ability to review complex evidence.
Career Journeys
Find out more from Caroline, Deputy Director, Office of Product Safety and Standards
Leadership Management
Chief Operating Officer
Role Summary:
The COO SCS role typically at SCS2 or SCS3 level is a critical member of Departmental Exco, responsible not only for the effective delivery of corporate services, but for leading the strategy that delivers the necessary resources, capacity and capability to deliver key priorities. The COO is a strong corporate leader who drives and supports change across Departments and ensures that the policies developed can be delivered. They set the strategy for departments, allocate the resources needed to priorities, and then monitor and adjust plans while continuing to deliver for ministerial teams. They improve what is done to deliver outcomes, and plan for future resource and capability requirements, while increasing productivity. The DG COO is a leadership position, demanding excellent leadership skills and an ability to drive delivery through others.
Typical role responsibilities:
- A strong systems thinker: Visionary and Strategic with the ability to create and share a clear vision of the future with highly developed strategic thinking ability. Able to deliver strategy at pace with resilience to sustain the strategy often through high levels of ambiguity and organisational change.
- Confidently leading a team of specialists and functional experts when not a specialist themselves. Comfortably works across functional disciplines, asking the right questions of their team to ensure effective delivery, and confidently making judgements and decisions across the areas of their portfolio where they have less experience.
- Comfortably delivering a diverse delivery portfolio, working across a range of issues and delivering through others. Operating at different levels depending on the project (for example as an SRO).
- Lining up diverse teams to tackle risks or business problems in a concerted way. Integrates functional strands and identifies innovative ways of delivering business and policy outcomes.
- Leading change and service improvement across and within systems, including across Departments, Arm's Length Bodies and clusters and in the context of complex or dual reporting, delivering both business and organisational change effectively and in a way that drives efficiencies.
- Judge sensitive cases and use a wider skillset to make complex handling decisions on behalf of the Perm Sec where required. Provides advice and guidance on enterprise-wide issues.
- The DG COO role requires an ability to drive delivery even from within ambiguity, and the right balance between disruptive thinking and the rigorous application of standards.
- Influence others and secure the confidence of senior stakeholders across government. Quickly build credibility with senior internal and external stakeholders and ministers, at a strategic level to provide challenge, influence and persuade at executive board level.
- Positive and inspirational in leading and supporting others through change.
- Seek and analyse information to inform decisions based on the best available evidence. Balance both strategic thinking and horizon scanning with pragmatism and programme savvy, to deliver and embed change.
- Recognise everyone as an individual, accepting people for who they are and treating everyone fairly. Actively encourage and provide opportunities for others to share ideas and contributions.
Routes in
The pathway to a DG COO role is likely to differ for each individual. You may have worked in an Arm's Length Body of the Civil Service and have transferable skills across to the COO role. The DG COO should ideally be able to demonstrate a breadth of experience - ideally with time spent outside of the Civil Service, but at the least able to demonstrate an understanding of the different sectors, plus a breadth of perspective and the ability to quickly understand different and unfamiliar issues. Will need to have had a functional anchor for some of their career.
Core ODP skills required
This role will span across the SCS core capabilities dependant on the department, typically sitting at an SCS3 level. When assessing capability level across the skill level descriptors at SCS level experience may vary. For the SCS role profiles there are not defined skill levels as each role expectation is to start at working level. Instead the Skills framework can be used holistically to consider skills which may be needed to develop in a role. The skill levels will build as experience grows. Different routes into SCS Operational Delivery roles and previous experience may impact the level of skill in each role and it is for individuals to self-assess their skill level of the typical responsibilities against the Framework.
See more about skill level descriptors here.
Transferable Skills
Experience in transformation / business change methodologies. Financial and analytical fluency is critical. Must be able to demonstrate an understanding of financial and commercial management activities and will ensure that they are considering value for money when forward planning, driving performance at all levels. The role may require specific financial aptitude and experience a strategic Level CIMA or a similar financial qualification would be desirable (e.g. CIPF). Must have a good understanding of managing strategic risk. A digital and data mindset is essential. Must be able to use automation to streamline and reduce overhead and improve customer service, plus have the requisite data skills to monitor performance. Portfolio delivery skills: IPA development interventions would be desirable (either OMP or MPLA likely to be helpful depending on the role). A proven track record of successful functional or programme delivery across a large-scale matrix organisation. Experience of leading large-scale programmes/operations. Strong prioritisation skills, effectively managing governance and risk. Delivery of business and organisational change- experience in implementing or influencing transformational business change (including digital transformation) to improve the efficiency and/or performance of organisations, with a proven track record of succeeding in a high pressure change environment. Experience of balancing competing priorities- must be able to demonstrate the ability to manage multiple complex issues simultaneously, with excellent judgement on when to focus and lean in on issues and when to delegate.
Leadership and Management
Team Leader
Role Summary:
Manage services to support delivery of excellent service. You will be involved in many diverse and interesting tasks to support delivery teams and use your technical knowledge to make decisions.
Typical role responsibilities:
- Line management and day to day responsibility for a team of staff to deliver a credible, responsive and professional service
- Understand and use data to prioritise work to drive overall performance and make decisions
- Set direction, lead, manage, coach and develop an inclusive team
- Deploy resources and organise workloads to enable the most effective and efficient delivery despite challenges
Routes in
You may have proven team management skills or develop line management responsibilities in an Operational Delivery team. You will be a role model to colleagues and have excellent communication and coaching skills, confidently dealing with and managing people. Helping to prioritise workloads and continuously improve productivity and quality.
Core ODP skills required
| Skills | EO | HEO | SEO |
|---|---|---|---|
| Connections and communication |
W
|
W
|
W
|
| Operational leadership and management |
W
|
W
|
P
|
| Adaptability to change |
A
|
W
|
W
|
| Data and insight |
A
|
W
|
P
|
| Delivery and decision making at pace |
A
|
W
|
P
|
Learn more about skills levels Awareness (A), Working (W), Practitioner (P) and Expert (E)
Career Journeys
Find out more from colleagues in team leader roles below:
Leighton, Operations Delivery Manager, SEO, DVSA
Carl, Complaints Manager, HEO, DVLA
Leadership and Management
Operations Manager
Role Summary:
Running complex operations and leading substantial/multidisciplinary teams.
Typical role responsibilities:
- Leading and managing teams (across various locations, considering scale), monitoring operational performance and continually improving services
- Setting overall vision and purpose, role modelling positive leadership behaviours, managing, coaching and developing inclusive teams
- Ensure decisions and priorities made in real time are based on evidence and analysis so that value and best service is maximised
Routes in
Team Leader roles are natural routes into Operational Management, utilising skills gained in leadership roles, transitioning into strategic level management across a wider organisation.
Core ODP skills required
| Skills | G7 | G6 |
|---|---|---|
| Connections and communication |
P
|
E
|
| Operational leadership and management |
P
|
E
|
| Adaptability to change |
P
|
E
|
| Data and insight |
E
|
E
|
| Delivery and decision making at pace |
P
|
E
|
Learn more about skills levels Awareness (A), Working (W), Practitioner (P) and Expert (E)
Career Journeys
Find out more from Steve, Grade 7, Home Office
Find out more from Andy, Home Office
Find out more from Michelle, Grade 7, DWP
Find out more from Caroline, G6, IPO
Find out more from Amanda, G7, HMRC
Help, Advice, Support and Service Delivery
Front Line Help and Advice
Role Summary:
Customer focused and able to deliver exceptional service to people who need their support (this could be either in person or remotely via telephone/digital services).
Typical role responsibilities:
- Building relationships with customers
- Ability to manage difficult situations in a calm and professional manner with empathy and compassion
- Prepared to react quickly and professionally to situations, some of which may be unexpected
- Comfortable in dealing sensitively and professionally with people from all walks of life; many of whom may be vulnerable and under stress
Routes in
You may enter the Civil Service in these roles with experience from outside of the civil service in a customer service or support role. Communication skills and the ability to understand complex information and give clear explanations to customers are important. Remaining calm in difficult situations and maintaining a professional manner.
Core ODP skills required
| Skills | AA | AO | EO | HEO | SEO |
|---|---|---|---|---|---|
| Connections and communication |
W
|
W
|
W
|
W
|
P
|
| Operational leadership and management |
A
|
A
|
A
|
W
|
W
|
| Adaptability to change |
A
|
A
|
A
|
W
|
P
|
| Data and insight |
A
|
A
|
A
|
W
|
W
|
| Delivery and decision making at pace |
A
|
A
|
A
|
W
|
P
|
Learn more about skills levels Awareness (A), Working (W), Practitioner (P) and Expert (E)
Career Journeys
Find out more from colleagues in frontline help advice roles below:
Carl, Complaints Manager, HEO, DVLA
Stephanie, Compliance Officer, EO, DWP
Amy, Senior Operation Leader in Contact Centre, SEO, DVLA
Daniel, Disability Payments Appeal Caseworker, EO, Scottish Government
Help, Advice and Service Delivery
Front Line Service Delivery
Role Summary:
Operational processing. Customer-focused and able to deliver exceptional service to internal and external stakeholders for a particular service requirement (i.e.driving test, driving licence, tax return, benefit claim). This could be either in person or remotely via telephone/digital services.
Typical role responsibilities:
- Processing roles requiring due diligence, compliance and awareness of role in the wider organisation
- You will deliver a high-quality service to support the delivery of key objectives
- Delivering against targets, providing excellent customer service
- Resolving enquiries and managing the resolution from start to end following and meeting service standards.
- Developing and maintaining good working relationships with both internal and external stakeholders to deliver
Routes in
You may enter the Civil Service in these roles with experience from outside of the civil service in a customer service or support role. Communication skills and the ability to understand complex information and give clear explanations to customers are important. Remaining calm in difficult situations and maintaining a professional manner.
Core ODP skills required
| Skills | AA | AO | EO | HEO | SEO |
|---|---|---|---|---|---|
| Connections and communication |
W
|
W
|
W
|
W
|
P
|
| Operational leadership and management |
A
|
A
|
A
|
W
|
W
|
| Adaptability to change |
A
|
A
|
A
|
W
|
P
|
| Data and insight |
A
|
A
|
A
|
W
|
W
|
| Delivery and decision making at pace |
A
|
A
|
A
|
W
|
P
|
Learn more about skills levels Awareness (A), Working (W), Practitioner (P) and Expert (E)
Career Journeys
Find out more from colleagues in frontline service delivery roles below:
Scott, Counter Avoidance Leader, SEO, HMRC
Validation, Compliance, Support, Safety and Enforcement (Regulation)
Front Line Validation and Compliance
Role Summary:
Making decisions that have the potential to change people’s lives. Ensuring compliance with statutory requirements and driving down the levels of fraud, error and debt across services.
Typical role responsibilities:
- Deal appropriately with challenging and vulnerable individuals
- Working to gather, verify, assess information to enable an accurate decision to be taken that may impact an assessment for a payment or to grant asylum.
- You may be reviewing claims through a variety of means e.g. telephone interviews; ensuring declarations and changes have been reported at the right time and taking appropriate corrective action if errors are found.
- You may manage and conduct fraud investigations or robust reviews, in accordance with all legal and policy requirements, pursuing all reasonable lines of enquiry.
- Following processes and frameworks to make decisions which may have the potential to change lives
Routes in
Each role will have specific requirements, you may have experience of working in a complex casework environment or with vulnerable individuals and receive detailed training to enable you to understand the standards and frameworks you are working within to enable you to make decisions. Resilience, attention to detail and strong written skills, compiling evidence to prepare briefs that stand up to scrutiny will be required.
Core ODP skills required
| Skills | AO | EO | HEO | SEO |
|---|---|---|---|---|
| Connections and communication |
W
|
W
|
P
|
P
|
| Operational leadership and management |
A
|
W
|
W
|
W
|
| Adaptability to change |
A
|
W
|
W
|
P
|
| Data and insight |
A
|
W
|
W
|
W
|
| Delivery and decision making at pace |
A
|
W
|
P
|
P
|
Learn more about skills levels Awareness (A), Working (W), Practitioner (P) and Expert (E)
Career Journeys
Find out more from Andy, G7, Home Office.
Validation, Compliance, Support, Safety and Enforcement (Regulation)
Front Line Safety and Enforcement
Role Summary:
Ensuring public safety, tackling criminal activity, carrying out interventions and applying sanctions on people and organisations that break rules or put the public at risk.
Typical role responsibilities:
- You will work with a range of people and perform a variety of tasks – from keeping a prison safe and secure, ensuring road and vehicle safety, to securing the UK border.
- These roles are challenging and fast paced, requiring quick decision making in demanding situations whilst maintaining the highest standards of professionalism.
- Roles are often physically demanding, so you will also need to be physically fit
- You may be protecting and safeguarding the vulnerable, providing direct care and supervision
- Specialist training may be required for some roles.
Routes in
You may start as a trainee in a specific role and qualify through an apprenticeship or specific learning route. You may be joining from a role in enforcement outside of the Civil Service or from a skilled trade role (i.e. Vehicle Inspector)
Core ODP skills required
| Skills | AO | EO | HEO | SEO |
|---|---|---|---|---|
| Connections and communication |
W
|
W
|
P
|
P
|
| Operational leadership and management |
A
|
W
|
W
|
W
|
| Adaptability to change |
A
|
W
|
W
|
P
|
| Data and insight |
A
|
W
|
W
|
W
|
| Delivery and decision making at pace |
A
|
W
|
P
|
P
|
Learn more about skills levels Awareness (A), Working (W), Practitioner (P) and Expert (E)
Business Management and Operational Support
Operational Support
Role Summary:
Supporting operational colleagues in delivering services. Ensure efficient and effective business support or management across a range of operational administrative services. These roles are often fast paced challenging and varied.
Typical role responsibilities:
- Ensuring efficient back of house services working across enabling functions
- Providing efficient, effective and proactive support to a team
- Diary management
- Organising and preparing meetings and events, prioritising tasks and coordinating activity
Routes in
Solid foundations in Operational Delivery support transition into this role, good awareness typically seen in job roles in Operational Delivery and Help, Advice and Support will compliment routes into the Operational Support role.
Core ODP skills required
| Skills | AA | AO | EO | HEO |
|---|---|---|---|---|
| Connections and communication |
A
|
A
|
W
|
W
|
| Operational leadership and management |
A
|
A
|
W
|
W
|
| Adaptability to change |
A
|
A
|
W
|
W
|
| Data and insight |
A
|
A
|
A
|
W
|
| Delivery and decision making at pace |
A
|
A
|
A
|
W
|
Learn more about skills levels Awareness (A), Working (W), Practitioner (P) and Expert (E)
Career Journeys
Find out more from colleagues in operational support roles below:
Izzy, Capability Manager, HEO, Cross-government ODP Team
Kelly, Executive Assistant to Head of Casework North, EO, HMPO
Business Management and Operational Support
Business Management
Role Summary:
Managing operational support teams and overseeing business operations. Managing the delivery of a full range of business operation services to support the effective working of all staff
Typical role responsibilities:
- Responsibility for back of house operational process
- Management of people in operational support roles
- Business and delivery planning and governance
- Finance and resource management
Routes in
Transition can be seen through operational support roles, with a learning and development emphasis
on management through progression in to the Business Management role
Core ODP skills required
| Skills | EO | HEO | SEO | G7 |
|---|---|---|---|---|
| Connections and communication |
W
|
P
|
||
| Operational leadership and management |
W
|
P
|
P
|
P
|
| Adaptability to change |
W
|
W
|
W
|
P
|
| Data and insight |
A
|
A
|
W
|
W
|
| Delivery and decision making at pace |
A
|
W
|
W
|
P
|
Learn more about skills levels Awareness (A), Working (W), Practitioner (P) and Expert (E)
Career Journeys
Find out more from Justyna, Apprenticeships and Qualifications Lead, SEO, HMCTS.
The content is indicative only. It will vary depending on the specific role, the department or agency and the context. The role profiles are a template for wider use across the profession. They can be adapted for roles as appropriate. The table details the minimum expectation of the skill level for each role. Allowing you to see how skills develop and role progress.
The framework outlines core roles across ODP. There are many other roles that support operational delivery. These roles feature on other frameworks including Analysis, Communications, Government Digital and Data Profession, Finance, Policy, HR, Knowledge and Information Management, Project Delivery and Tax.
The role profiles should be used alongside Success Profiles guidance by organisations as a guide to develop job descriptions for the purposes of recruitment.