Guide to the Matrix

Developed for line managers, project managers, mentors and anyone interested in developing themselves and others

Technical Career Pathways Guide to using the matrix This guide is designed to help busy managers influence the development of their team members and increase their personal impact on team performance. It contains worked examples of the structure and content of career development conversations.

Energy Career Pathways Team 71 Fenchurch Street London EC3M 4BS energycareerpathways@lr.org Go to www.lr.org/careerpathways for more information

Matrix Guide

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Technical Career Pathways Guide to using the matrix

Contents 03

The technical career pathway framework

04 The career pathway framework as a management tool 05 Three steps to planning effective career conversations 08 Using the role matrix in practice 08 Making the move from Surveyor to Senior Surveyor 10 Making the move from Project Manager to Senior Project Manager 12 Making the move from Senior Specialist to Lead Specialist 14 Development options and learning styles

03 Technical Career Pathways Guide to using the matrix

Be the Best The way that someone approaches their job is often the difference between average and outstanding.

It’s the “how” rather than the “what”. Lloyd’s Register has developed a range of fourteen behavioural competencies that together will underpin an individual’s successful career within the organisation. These behaviours have been mapped against the job roles, with up to four behaviours identified as critical and a further four as important for each role.

Managers should review these behaviours before every career conversation and encourage the employee to work on two or three at any one time. These may be areas of current weakness, or perhaps ones that you both identify as critical for a current or future project. The core behaviours for each role can be found in the Career Pathway section of the hub as part of the Route Map. Full details of the Behavioural Competency Framework can be found on the Group HR section of the hub.

The technical career pathway framework The new framework will provide a solid foundation for managers to adopt a more structured approach to development conversations with their teams. Every manager within Lloyd’s Register has a critical role to play in successfully developing the business, and in times of rapid growth and expansion there is no responsibility more critical than people development. One of the biggest challenges facing the Energy sector globally is the skills shortage and future success will be defined by an organisation’s ability to nurture and develop the next generation of technical experts.

Managing development and performance Good managers tend to have the following characteristics: • They communicate well with their teams. They have good relationships and team members are clear about what is required from them. They are viewed as fair and consistent in their approach and the team members feel that they are making a valued contribution to the overall goals of the department • They are effective at delegating and use this as a development tool to give employees a chance to build skills and try new things in a safe and supportive environment. They also use delegation as a way of releasing their own time and focus more on achieving through others rather than completing tasks themselves.

The Career Pathway Framework can help managers to develop these characteristics by giving tangible, evidence based subjects for discussion backed up by a range of tools and techniques to help them approach any type of conversation with confidence.

Are you someone’s role model?

Consider someone you have worked with whom you respect and admire and think about what it is that they do so well. It may be their business acumen or technical expertise, they may be charismatic and inspirational leaders or they may be real team players who always seem to remain positive and can be relied upon to get the job done. Whatever the reason for selecting your role model, one thing will almost certainly be true. They will not have reached their current position solely because of the number of training courses they have attended. There will be something about their approach or demeanour that makes them stand out from the crowd. It is also likely that they will have had someone in their early career who will have helped and guided them along the way.

An effective career pathway programme will incorporate a whole range of development opportunities, but at the heart of everything will be the experienced people who will help the next generation to be the best that they can be. As a line manager you are potentially the most influential person in the working life of the people you manage. You can be the role model for the people you lead today.

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Technical Career Pathways Guide to using the matrix

Tip: The matrix and managers toolkit can be used for any conversation, not just the Career Conversation. Follow the same process when preparing for an on-boarding conversation, a PPP, mentoring or performance management conversation.

The career pathway framework as a management tool • The role matrix – this is a logical diagnostic tool and the start point for career conversation planning. Use it to support growth and development within your team • The managers toolkit - this is a guide to help you develop two way dialogue that can lead to new and creative ideas to develop skills and experience within your team. The tools and techniques will also help you to develop your own skills as an effective line manager.

05 Technical Career Pathways Guide to using the matrix

Tip: Remember that HR support is available to offer advice and guidance email: EnergyCPsupport@lr.org. You can also check the Resource Library on the Career Pathway section on the hub.

Three steps to planning effective career conversations See Page 10 of the manager’s toolkit. Planning for a one to one meeting.

Step one Before the meeting…

Prepare for the meeting by thinking about how the employee is performing in their current role.

Consult the matrix to identify areas of over and under performance (knowledge, skills, experience and behaviours). Make a note of specific areas and prioritise based on business requirements and the individual’s development needs and potential.

Consult the manager’s toolkit to help you to focus on the employee as an individual – are they expressive and outgoing, or quiet and considered. Think about their natural aptitude and developing strengths and then explore the types of activities that really interest them.

Make notes in advance and reflect on how you want the conversation to go.

Step two During the meeting…

Start the meeting with light chat to relax both of you and establish rapport and trust, helping to set a positive atmosphere for the discussion. Think about techniques you could use to create a relaxed and productive dialogue. Ask open questions to uncover motivations, barriers and preferences

Remember to really listen to what someone is saying…

See page 16 of the manager’s toolkit for tips on Active Listening

Think differently about how to create opportunities for development. Wherever possible identify activities that will alleviate your own workload. This will give you a natural motivation to stay involved and interested, which in turn will make the employee feel more valued. This will also free up time to develop your own delegating and team building skills as you increasingly seek to achieve through others. Avoid over promising or saying “yes” to suggestions that do not benefit the business or you do not have funding for.

Step three After the meeting…

Make sure that actions are documented with agreed timeframes. Reflect on the meeting itself and think about how well you managed the meeting and what could be improved next time. Follow up actions to maintain momentum and keep the employee motivated and on track. If you have agreed to mobilise resources to get things started, then make sure this happens. Ensure the employee prepares their development plan and keeps it up to date. Above all follow through on your own commitments.

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Technical Career Pathways Guide to using the matrix

Where are they now?

what do they want to do next? ‌does it fit with the business requirement?

Are you demonstrating commitment to your promises?

The career conversation three step process How is the Employee Performing in their Current Role?

Step one Before the Meeting

Step two During the Meeting

Above Expectations

Consider strengths in technical competence.

Open Dialogue about strengths and personal preferences and new challenges.

Consider strengths with people.

As Expected

Below Expectations

Tools and Techniques to use

Prepare in advance by considering in role development options that will raise performance levels or support self development.

Probe for passion and interests.

Identify areas where performance falls below role requirements.

Ask for employee perspective first.

Consider options to improve self development and wider team performance.

Also consider strengths.

Encourage a balanced, evidence based discussion on strengths and areas for development.

Use Matrix to match performance against requirements.

Use manager’s toolkit to explore personal preferences.

07 Technical Career Pathways Guide to using the matrix

Structuring the Conversation: See page 40 of the manager’s toolkit • Build relationships – makes for more relaxed and therefore productive conversations • Discuss possibilities early on – encourage explorative dialogue • Consider all opportunities – then plan how to make them a reality • Take action – agree specific actions, assign timelines and follow up.

Step three After the Meeting Discuss potential next moves and options to build skills, experience or qualification.

Agree an action plan for development with stretching goals and SMART objectives.

Review action plan.

Complete Actions.

Set date for follow up.

Discuss options and agree on rewarding and relevant activities (try to match preferences to business need).

Explore individual motivation to match activities of preference.

Agree actions and timelines.

Prepare or review action plan.

Recognise and acknowledge selfless activities (eg. knowledge sharing, mentoring).

Set date for follow up.

Explore underlying reasons for under performance.

Consider in context employee’s working environment.

Use manager’s toolkit to consider individual learning styles.

Identify resources to help improve and agree action plan with employee to allow them to take responsibility for their targets.

Prepare or review action plan.

Recognise and support improvements on a regular basis. (Not just in meetings).

Use diary planning, forms, templates and checklists.

How to structure conversations for results: Management is about getting results through other people, and the principal means by which you can achieve this is through conversation. Work conversations are often more effective when they follow a structure and have a defined outcome. The role matrix is a logical starting point to structure your conversation.

See page 40 of the manager’s toolkit for advice on how to structure conversations for results.

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Technical Career Pathways Guide to using the matrix

Using the role matrix in practice Structuring career conversations using the matrix: An employee may use the matrix to look at the next move within their existing job family, or they may be interested in future moves outside their existing job family to a new one e.g. from a surveyor to a specialist, or a specialist to a project manager. Here we use examples from within the same family to illustrate how the matrix can bring clarity when planning for future development. As a manager, you may decide to use the matrix for an existing role to help identify areas for improvement or to recognise outstanding performance.

The examples below illustrate how the matrix can be used to highlight changes in responsibilities and skills between roles. The critical behaviours are also indicated.

If the change under consideration is to another family it is likely that new behaviours become critical. Within the same family it may be the same core behaviours but they should be developed to a higher degree in line with indications contained in the data dictionary (for details see Behavioural Competency Framework in the Group HR section of the hub).

The Surveyor and Inspector Job Family This is the largest job family within the Lloyd’s Register business, with the majority of our technical people working within this family. There will be a significant difference in knowledge and experience between a recently qualified surveyor at grade 3b and a highly experienced senior surveyor at 3a with the star performers combining skills, knowledge and highly developed behavioural competence that sets them apart from the average. There is much that managers can do with in role development opportunities to support team growth.

Making the move from Surveyor to Senior Surveyor The surveyor role is about delivering a good service to the client. With increasing knowledge and experience a surveyor becomes increasingly regarded as an asset to the client and it is common for really good surveyors to bring retain their clients when they move companies. At grade 3a, the senior surveyor role is significantly different in terms of responsibilities and skill set with a far wider remit than the client focused surveyor role. The senior surveyor is expected to take on responsibilities for developing and improving the business as well as supporting the surveyor in charge with the development of other team members.

Tip: The principles for management conversations will be the same whatever the subject. You can use the role matrix and the manager’s toolkit to plan all of your conversations, including: • On-boarding • Performance Management • Setting Objectives • PPP • Mentoring • Career Planning

Client management

09 Technical Career Pathways Guide to using the matrix

To communicate customer feedback.

To develop and manage effective client relationships.

To contribute to account management of client as appropriate.

Tip:

Work management Receipt of internal and external and technical queries and assignment to relevant person for resolution.

The surveyor may be looking at the move to senior surveyor as their ultimate career goal or they may view it as a stepping stone to surveyor Prioritise and process documentation, data and information in accordance with local in charge. What is important is that the focus remains on mastering business requirements and agreed deadlines. the current role, as well as thinking about developing competencies for Career Route Map by Line Manager Career Managers Toolkit Resource Library Technical L and D Networking & sharing Conduct activities as directed in lineMatrix with internal procedures. the next move. Where the skills or knowledge gap in the existing role is significant, it may be appropriate to focus exclusively on getting this To co-ordinate a team of inspectors for larger projects as requested by the Line What's New? Meet the Team FAQ's Contact us options. right before considering other development Manager. Home May be required to co-ordinate activities of a team of surveyors or inspectors for a Surveyor & Inspector Matrix Specialist Matrix Project Manager Matrix specific project.

Qualifications, skills & behaviours

Administration

Project Manager Matrix Example: Carry out data filing, data Surveyor Grade 3b entry and retrieval in accordance with defined procedures.

Maecenas fringilla elit consequat tortor suscipit quis fermentum mi pretium. Sed iaculis pretium nisi vitae scelerisque. to Senior Surveyor Grade 3a Responsible for timely and accurate filing, archiving and maintenance of records in accordance with relevant procedures.

Technical Assistant 2b

SURVEYOR FAMILY Grade

Legal, statutory, regulatory

Assistant Surveyor 2a

Industry Inspector 2a

Surveyor 3b

Senior Inspector 3b

Senior Surveyor 3a

Managing Surveyor 4b

Principal Surveyor 4a

To conduct activities in line with internal procedures, accreditation schemes, legislation and industry standards.

Key Responsibilities

Client management Service delivery/ technical assessments communicate customer feedback.

To carry out technical inspections/ assessments under supervision and against defined specifications/ scope, that includes budget constraints and contractual requirements.

To develop and manage effective client relationships.

To carry out technical inspections/ assessments against defined specifications/ scope To contribute to account management of client as appropriate. that includes budget constraints and contractual requirements.

To perform complex assessments and provide advice for service delivery within Work agreedmanagement broad parameters, that includes budget constraints and contractual requirements.

Receipt of internal and external and technical queries and assignment to relevant person forrecommendations resolution.

To make based on external client feedback to assist in service delivery improvement and to help build the business.

Prioritise and process documentation, data and information in accordance with local business requirements and agreed deadlines.

Deliverables

Conduct activities as directed by Line Manager in line with internal procedures.

To produce and present the deliverable within agreed parameters and in compliance with the contract terms and conditions.

To co-ordinate a team of inspectors for larger projects as requested by the Line Manager.

To discuss content of deliverable with the external client and be able to assess alternative solutions where appropriate.

May be required to co-ordinate activities of a team of surveyors or inspectors for a specific project.

To discuss content and context of the deliverable with the external client at a senior level and assess alternative solutions where appropriate.

Administration Coaching and guidance/ developing others

Carry out data filing, data entry and retrieval in accordance with defined procedures.

To develop technically other employees, as appropriate, to achieve effective knowledge transfer and and application.

Responsible for timely accurate filing, archiving and maintenance of records in accordance with relevant procedures.

General Legal, statutory, regulatory

To pursue Continuing Professional Development.

To conduct activities in line with internal procedures, accreditation schemes, legislation and project industrymanagement standards. where applicable including monitoring project To undertake progress and spend against budget and contract requirements.

Service delivery/ technical assessments

New Responsibilities:

Additional Skills

Education/Professional Membership/Experience To carry out technical inspections/ assessments under supervision and against

defined specifications/ scope, that includes budget constraints and contractual • Presentation • Co-ordinate the work of others for requirements.

Education

skills specific projects, monitor time and • Conflict resolution To out technical inspections/ assessments against defined specifications/ scope To carry have completed secondary education or relevant apprenticeship. costs against budget that includes budget constraints and contractual requirements.

• Knowledge transfer • Increase in complexity of assessments Appropriate trade/technical/vocational qualifications/certification, if not a graduate.

To perform complex assessments and provide advice for service delivery within management.

• People agreed broad parameters, that includes budget constraints and contractual • Recommend service improvements Job specific certifications e.g.

PCN, ASNT, etc. requirements. based on client feedback To recommendations based on external client feedback to assist in service • make Develop othersBachelor's technically Shall possess a relevant degree or equivalent from a recognised university. delivery improvement and to help build the business.

• Contribute to account management

Shall possess a higher degree e.g. M.Sc.

Deliverables • Assess alternative

solutions and

discussandwith client To produce present the deliverable within agreed parameters and in compliance Professional membership

• Review and monitor work of others.

A Graduate or Associate Member of a recognised professional body e.g. The Institute of Mechanical Engineers (IMechE), The Institute of Marine Engineering, Science & Technology (IMarEST), IEEE etc.

Critical Behaviours • These are the same at both surveyor and senior surveyor. Seek to further develop strengths in: • Client focus • Professional expertise • Commercial acumen • Decision making.

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Technical Career Pathways Guide to using the matrix

Tip:

The Project Management Job Roles (for commercial projects) The Energy business has introduced 5 new role profiles starting with Assistant Project Manager at grade 3b, up to Senior Principal Project Manager at grade 5b.

The increasing importance of the project management role There are many engineers within the Energy business who have ‘Project Manager’ in their job title, but until now there has been little consistency between roles and grades across the Regions and different business functions.

Project Management v Project Co-ordination - in some parts of the world project managers are responsible for the co-ordination of a number of small technical projects, or for managing workflow and client communication on projects that involve a number of technical disciplines. These are important functions, and also important development opportunities for technical specialists, but the principal skill set remains technical knowledge and expertise and not project management. The requirement for this activity will remain as an important skill for technical leads to develop, but it will not necessarily lead to a specialisation in project management and therefore is not covered by these roles.

The new project management roles reflect the changing shape of the Energy market place and to some extent our services, plus the way in which we expect to provide them.

Projects continue to grow in scale and complexity, and it is not unusual for the order to be placed and the account to be managed in one country, with the service delivered in two or more different countries. It is essential that we are able to manage these truly global projects through a consistent and transparent methodology, backed up by a new level of commercial and financial acumen. Similarly as we add new service lines through our ongoing global acquisition strategy, a strong project management capability is a core competence we will establish and develop to help us to effectively deliver our service offering.

Making the move from Project Manager to Senior Project Manager At senior project management grade the employee will be managing significant projects, up to a commercial value of £20m. This is a true project management role where driving performance is critical – both in terms of the existing contract but also in generating future work, cementing client relations and motivating the project team to perform to highest potential. Leadership skills increasingly important.

Be clear on the application of the new project management roles.

If someone is to progress along this career pathway, they will require formal project management training as well as training in and ultimately experience using our Project Management Framework.

Skills such as contract and financial management will become more important than technical expertise at the higher grades. If someone within your team wishes to move into the project management role then you should discuss their true preferences in the career conversation to check whether this is the right move for them.

11 Technical Career Pathways Guide to using the matrix

2. Responsible for the successful execution of plans through contract compliance and management to include change control and contract variations and where necessary identifies opportunities to develop additional work.

3. Responsible for the successful execution of plans and ensure delivery on all Career Route Map and managementCareer aspects of contract compliance to includeMatrix change control and contract variations and actively seek to develop new opportunities with clients.

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Client management

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1. Involved in the secondary interface with the client’s project organisation to assist Surveyor & Inspector Matrix Specialist Matrix Project Manager Matrix with the effective delivery of the project(s). To establish and maintain contact with the client project team at appropriate levels. Accompanies Project Manager on client meetings.

FAQ's

Technical L and D

Contact us

Qualifications, skills & behaviours

Project Manager Matrix Example: 2. Acts as principal point of contact for clients to effectively manage and client and LR relationship.

Project Manager (3a) Maecenas fringilla elit consequat tortor suscipit quis fermentum mi pretium. Sed iaculis pretium nisi vitae scelerisque. to Senior Project Manager (4b) 3. Accountable for the effective delivery of the project through the management of complex issues and opportunities arising with the client and their organisation.

PROJECT MANAGER FAMILY GRADE COMMERCIAL PROJECTS 4 Manage the interface with the client’s project organisation to ensure the efficient and effective delivery of a project in line with the commercial, contractual and financial

Networking & sha

Assistant Project Manager 3b

Project Manager 3a

Senior Project Manager 4b

Complex or high risk/ consequence projects

Complex or high risk/ consequence projects

Principal Project Manager 4a

Senior Principal Project Manager 5b

Complex or high risk/ consequence projects

Complex or high risk/ consequence projects

Up to £20m

>£20m

Complex or high risk/ consequence projects

Complex or high risk/ consequence projects

requirements of the contract.

A. Key Responsibilities

Bids and tender process Project value 1. Responsible Supports thefor Project Manager with all of the bidorand tender development 1. managing aspects of aspects single projects a portfolio of projects processes for individual project management contracts. Notice. under supervision, withand a guideline value alignedteams’ with Commercial Appropriate management authorisation is required to exceed this project value.

2. Supports the bid and tender development processes for individual and project management teams’ contracts.single projects or a portfolio of projects under 2. Responsible for managing

Up to £100k

supervision, with a guideline value aligned with Commercial Notice. Appropriate 3.

Management of the bid and tender development for individual and management authorisation is required to exceed thisprocesses project value. project management teams’ contracts.

Up to £500k

3. Responsible for managing complex single projects and a portfolio of projects without supervision, with a guideline value aligned with Commercial Notice.

Appropriate management is required toprocesses exceed these project values.

4.

Accountable for the bidauthorisation and tender development for individual and

Up to £3m

project management teams’ contracts.

Project risk Financial and budgetary

1. Supports Project Managers in all aspects of project performance, delivery and safety for small medium 1. Monitors theto budget andprojects. overall service delivery for all aspects of the assigned projects through the planning, cost, time and quality control processes. Assists the Project Manager with resource allocation as necessary.

Low risk Low consequence

2. Responsible for all aspects of project performance, delivery and safety for small to 2. Resource allocation: planning, organisation and management to ensure that the medium projects. project remains profitable and adheres to the cost, time and quality control processes.

3. Ensures the timely invoicing and supports the debtor management in cooperation 3.

Supports Senior orcredit Principal Project Managers on large and/ or complex with Lloyd’s Register’s control function. projects.

4. Identification, sourcing and coordination of effective full-time and part-time resources for all aspects of assigned projects in line with contractual and budgetary agreements. Ensure that the project remains profitable and adheres to the cost, time 4. Accountable for all aspects of project performance, delivery and safety for complex and quality control processes. projects and management systems by providing effective planning, budget, time and quality controls.

5. Responsible and accountable for overall profitability of the project against budgeted margin.

Low risk Low consequence

Medium risk Low consequence

Medium/high risk Low/medium consequence

Medium/high risk Low/medium consequence

5. Accountable for all aspects of project performance, delivery and safety for very

Contract review close-out complex projects and and management systems by providing effective planning, budget,

Medium/high risk Medium consequence

time and quality controls and compliance with the relevant Project and Programme 1. Involvement in regular project and contract reviews, project reporting and close Management processes and governance. out.

2. Provides regular project and contract reviews, project reporting and close out to project teams and clients

Critical Behaviours

1. Has an awareness of the contract risk management procedures and of project risk 3. Conducts regular / contract reviews and regularly report project status both registers where used project on the specific projects. internally for management and externally for clients as may be required under the terms of contracts concluding with formal close out.

2. Assist in the creation and monitoringproject of project schedules, financial tracking,

• Advanced project management

• Managing and driving performance

• Business development

4. Responsible for ensuring contract review is conducted to ensure compliance for potential projects.

3.

Management and oversight of project schedules, financial tracking, contract risks

• Decision making

• Advanced communications

Core behaviours (common to 4b)

Risk management New Responsibilities:

• Contract value up to £20m

• Increase in associated project project complexity risks and issues plus documentation and • Management of project team interface with client project office

Additional Skills

management procedures and issues plus associated project documentation and

Legal, statutory and regulatory • Contract review for compliance

• Commercial risk management

• Client focus Complex projects

• Leadership

• Communication & influencing

• Conflict resolution.

• Commercial acumen.

4. Oversight of contract risk management procedures and custodian of project risk 1. Compliance registers where with used.all legal, statutory and regulatory requirements raising concerns with the Project Manager when necessary.

of potential projects

• Resource allocation and time, cost, 2. Compliance with legal, statutory and regulatory requirements.

Compliance andallcontract variation quality process control

1. Supports the successful execution of plans through contract compliance and 3. Responsible for compliance with alland legal, statutory and regulatory requirements management to include change control contract variations. for jurisdictions in which individual projects are to be executed.

2. Responsible for the successful execution of plans through contract compliance

• Responsible for overall profitability of project

• Leadership and development support

Coaching and guidance

• Input into business planning

1. Provide guidance, coaching and support to Assistant Project Managers and Project Managers by managing and evaluating the teams effectiveness and taking corrective action in line with relevant processes.

• Develop and present case studies.

2. Responsible for providing leadership, management and development support to assigned personnel ensuring they have a clear sense of direction with regard to their

Very complex projects

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Technical Career Pathways Guide to using the matrix

The specialist job family This is the broadest of the Lloyd’s Register job families, encompassing engineers within specific technical disciplines as well as non engineering based specialist skill sets.

Employees within the specialist job family are likely to progress through the grades because of their increasing knowledge and skills within their chosen discipline. People recruited at higher grades for specific skill sets not traditionally found within Lloyd’s Register, or only recently required, are also likely to sit within this family.

At higher grades sound management skills are desirable but they are not the primary requirement for the job. However technical leadership skills are increasingly important at the higher grades. From grade 4a upwards the specialists will potentially be a world leading expert and an inspiration to younger people within the discipline. Behaviours and skills that help principal and senior principal specialists develop and inspire others are increasingly desirable if not essential.

Making the move from Senior Specialist to Lead Specialist The move from senior specialist to lead specialist is a significant step change. As a lead specialist the engineer will have a wider remit, looking beyond their own expertise applied to technical assignments. They will increasingly be required to co-ordinate and manage teams within their discipline, and ensure projects meet contractual requirements. Technical leadership skills become increasingly important and the core behaviours reflect this.

Behavioural competencies go hand in hand with technical competence and are every bit as essential in the Lloyd’s Register engineer or surveyor. There are 14 behavioural competencies in total. Although 6-8 specific behaviours have been mapped to each technical role, you should be considering all in the context of a particular individual or business unit capability. Managers should note that Developing Self and Others applies to every employee in every role.

The 14 behaviours are: 01. External Focus 02. Team work 03. Inspiring & Motivating Others 04. Communicating and influencing 05. Professional Expertise 06. Strategic Thinking 07. Commercial Knowledge and Focus 08. Setting Goals and Priorities 09. Analysis and Problem Solving 10. Decision Making

11. Planning and Organising 12. Managing and Driving Performance 13. Developing Self and Others 14. Innovation and Continuous Improvement.

For full details go to the Group HR section on the hub

Tip: Sometimes behavioural competencies are referred to as “soft” skills but there is nothing soft about them. They have a hard impact on performance, service delivery and client satisfaction.

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Networking & sharing

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Project Manager Matrix Maecenas fringilla elit consequat tortor suscipit quis fermentum mi pretium. Sed iaculis pretium nisi vitae scelerisque.

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Assistant Specialist 2a

+SPECIALIST FAMILY GRADE

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Key Responsibilities Surveyor & Inspector Matrix

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Service delivery / technical assessments

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Specialist 3b

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Lead Specialist 4b

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Principal Specialist 4a

Senior Principal Specialist 5b

Principal Specialist 4a

Senior Principal Specialist 5b

Contact us

Qualifications, skills & behaviours

To assist or carry out work under supervision for service delivery for internal/external

clients, where the parameters Matrix are defined and the work is within the specialist Project Manager Example: discipline(s).

Senior specialist (3a) Maecenas fringilla elitspecialist consequat tortor services suscipittoquis fermentumclients mi pretium. Sed iaculis pretium nisi vitae scelerisque. assist a specialist/senior in delivering internal/external toTo Lead Specialist (4b) including data collection, preparing presentation(s), creating and maintaining technical file systems, maintaining computer databases and other technical administrative assistance as required. +SPECIALIST FAMILY GRADE

Assistant Specialist 2a

To perform assessments and/or provide solutions to requests from internal/external clients, where the parameters are defined and the work is within the specialist discipline(s).

Key Responsibilities

Specialist 3b

Senior Specialist 3a

Lead Specialist 4b

To assist improvement in service delivery by communicating and/ or making Service deliverybased / technical assessments recommendations on internal/external client feedback, as appropriate.

To provide assist orspecialist carry out work under supervision for to service delivery for clients, internal/external To advice/solutions and training internal/external undertake clients, where the parameters defined andparameters the work isincluding within thebudget specialist research or development workare within agreed and discipline(s).requirements contractual To perform assist acomplex specialist/senior specialist in delivering servicestotorequests internal/external clients To assessments and/or provide solutions from including data collection, preparing presentation(s), internal/external clients within defined parameters. creating and maintaining technical file systems, maintaining computer databases and other technical administrative assistance as required.

To implement improvements in service delivery and to help build the business based on internal/external client feedback.

To perform assessments and/or provide solutions to requests from internal/external clients, where the parameters areand/or defined and the work istowithin the specialist To perform complex assessments provide solutions requests from discipline(s). internal/external clients within broad parameters To implement assist improvement in service delivery by communicating and/ or making To improvements in service delivery and build business based on recommendations based on internal/external client feedback, as appropriate. internal/external feedback To provide provide specialist specialist support/advice advice/solutionsand andresolve trainingtechnical to internal/external clients, undertake To queries within a discipline to research or development internal/external clients. work within agreed parameters including budget and contractual requirements To perform complex assessments and/or provide solutions to requests from Deliverables

internal/external clients within defined parameters.

To assist in preparing deliverable(s) within the agreed parameters in a defined format.

To implement improvements in service delivery and to help build the business based on internal/external client feedback.

To produce the deliverable(s) within the agreed parameters in an appropriate format.

To perform complex assessments and/or provide solutions to requests from internal/external clients broadwith parameters To discuss/present thewithin deliverable internal/external client and be able to suggest alternative solutions where appropriate To implement improvements in service delivery and build business based on internal/external feedback

Cost, time, resources, etc.

To provide specialist support/advice and resolve technical queries within a discipline to To assess/recommend internal/external clients. scope, cost, time, resources of the work to be undertaken for an internal/external client meeting contractual/project requirements.

Deliverables To seek opportunities to add value to the work through specialist knowledge.

To assist in preparing deliverable(s) within the agreed parameters in a defined format.

To endorse/approve scope, cost, time, resources of the work to be undertaken for an internal/external client meeting contractual/project requirements To produce the deliverable(s) within the agreed parameters in an appropriate format.

New Responsibilities:

Additional Skills

Critical Behaviours

Client management

To discuss/present the deliverable with internal/external client and be able to suggest alternative solutions where implement appropriate resentation • To identify and service To contribute to management of internal/external client relationships • asPappropriate.

delivery improvements to build Cost, time, resources, etc. the business

skills

• Communicating & influencing

• Empathy

• Professional expertise

To assess/recommend scope, cost, time, resources • Apply specialist knowledge in a of the work to be undertaken for an • Delegation internal/external client meeting contractual/project requirements.

proactive way to add value to • Team Leadership To seek opportunities to add value to the work through specialist knowledge. existing client work • Problem solving • To endorse and approve scope of To endorse/approve scope, cost, time, resources of the work to be undertaken for an work within contract terms of requirements • CAP training. internal/external client meeting contractual/project

the project

Client management • Manage projects

within a discipline

and ensure all contributors meetclient relationships as appropriate.

To contribute to management of internal/external contract requirements

• Ensure work on projects meets internal procedures and legislation.

• Inspiring and motivating others (new)

• Technical writing (writing papers)

• Analysis and problem solving • Decision making.

14

Technical Career Pathways Guide to using the matrix

Development Options and learning styles In 2012 an investment programme has been approved to build a global technical training team to develop a learning and development system that recognises the critical importance of work based and experiential learning, supported by classroom and blended learning courses.

In the years ahead the Group Technology Centre will become recognised as a centre of excellence where Lloyd’s Register nurtures and supports the development of world class technical talent.

In addition to this ongoing and evolving investment programme managers will be encouraged to think of options for development within their own business area.

There are many opportunities available or that managers can create to give their team members opportunities to develop their knowledge and skills. For ideas on practical development options go to the Resource Library in the Career Pathway section on the hub.

When considering development options for your team think about their preferred learning styles. For more information see page 35 of the manager’s toolkit.

Learning style

Activist or Pragmatist

Theorist or Reflector

Profile of the individual

These people like to be involved and experience things for themselves.

They learn least from a theoretical learning environment and won’t respond well to being lectured to.

These people need time to process information and take new ideas on board. They like models and concepts and learn through challenging existing thinking.

Development options

• Get them involved in an existing project

• Audit and analysis of existing data

• Join a team, or convene one to deliver a business improvement or develop skills

• Market Analysis

• Manage a pilot to gather evidence and report back • Start a network • Learn from others (interview experienced people and formulate recommendations).

• External benchmarking • Research and write a technical paper • Consult manuals and write review with recommendations • E-learning courses.

15 Technical Career Pathways Guide to using the matrix

Activists

Theorists

They feel/do, they’re always active, can’t keep still. They follow gut feeling rather than thought. They might always have a new hobby. They are usually open minded, enthusiastic and thrive on challenges.

They get bored easily and aren’t openly concerned with implementation and consolidation.

They like to think and watch, and like to reach conclusions quickly. They have a tendency to like things that are neat and tidy and value theories that are well thought out and logical.

They learn best from activities where they can engross themselves in the here and now activities – games, role-playing etc.

They learn from others, where there is excitement and where it is ok to have a go!

They learn least from listening to monologues or statements as to how things should be done. They don’t want to stand back and not be involved. They may react against learning which involves them to repeat essentially the same activity over and over or where they have to do a job that requires attention to detail.

Reflectors They like to feel and watch, and have a preference for gathering data. They don’t particularly like a hands on approach or reaching conclusions quickly. They will reflect on what information or experiences they have, assessing how they feel about it. They are naturally cautious and like to observe rather than take part.

They learn best from activities where they are allowed to think or watch and get a chance to review what has happened.

They like to carry out research to get to the bottom of things.

They learn least from being forced into the limelight or in situations that require action without planning. They don’t want to be rushed from one job to another or asked to make short cuts.

They feel most comfortable where things fall into place. Lateral thinking or discussions that do not have a direction do not come easily to them.

They learn best from activities where what is being offered is part of a system, model, concept or theory. They like to have the chance to question the basic methodology.

They need to be intellectually stretched and like to be required to understand and participate in complex situations.

They learn least when asked to do something without a context or apparent purpose, or have to participate in situations emphasising emotions and feelings.

They react against having to decide or act without a basis in policy, principle or concept.

Pragmatists They like to think and do and are keen to try out the theories and ideas to see if they work in practice. They are down to earth and would not reflect on the merits of a theory but the practical aspects. They are attracted by what works for them.

They learn best from having the chance to try out and practice techniques and from doing things where they see there is an obvious practical advantage. They like to be given immediate opportunities to implement what they have learned.

They learn least when they don’t get a chance to practice or have clear guidelines on how to do it. They find it hard to be engaged if they perceive the trainer to be distant from reality, i.e. in an ivory tower.

They react against learning where there is no apparent reward from the learning activity, be it more sales, shorter meetings, higher bonus or promotions.

Summary: The Energy technical team is working at full stretch to meet the demands of the expanding global marketplace. Most of our managers are carrying out fee earning work as well as making time to support the development of their teams. As we recruit and develop additional resource, time management and delegation will be critical skills for every manager to develop in order to balance the many priorities.

Even more important will be the development of team spirit, peer support networks and having someone to turn to for advice and we will work to nurture these channels as part of the continuing development and implementation of the career pathways programme across our global business.

For advice and support email: energycpsupport@lr.org

Matrix Guide

energycareerpathways@lr.org www.lr.org/careerpathways