Role Level

L3 - Manager

An established performer who is likely to line manage mid and junior level ICs. Early management experience.

Consistently demonstrates Elvie values. For e.g. no ego, respectful, strong team player, proactively comes with options for solutions to problems, i.e. doesn't just grumble about issues and ways of working.

Elvie Values

Entry level line management role. Provides direct supervision to one or more junior individual contributors, usually in a single discipline.
Assigns tasks to their team and monitors work at frequent intervals. A portion of time is normally spent performing individual tasks related to the team.
Developing understanding of people management practices, including professional development, effective 1:1s, handling difficult management situations, performance management etc.

People Management

Managing Change

Demonstrates strong generalist knowledge and understanding of their craft and often advises others on difficult matters. Uses expertise to guide their direct reports/team.

Craft Knowledge

Elvie Knowledge

Develops and manages routine operational plans for their team.
Receives assignments based on short-term objectives and manages operational initiatives to deliver tactical results.

Planning and Strategy

Provides direction to employees according to established policies, procedures and management guidance.
Identifies where existing team and craft-level processes, procedures and practices can be improved/enhanced and suggests variations in approach.

Procedures and Practices

Works on tasks and problems of diverse scope where analysis of information requires evaluation of variable factors.
Key contributor to projects. May assume responsibility for smaller projects in their entirety or key workstreams on larger projects.

Scope and Complexity

Employs analytical and problem solving techniques to assess unusual issues and identify causes. Exercises judgment and interpretation of procedures and policies to determine appropriate action and make well-reasoned decisions related to their area of work.
Acts as guide to their team and may become actively involved, as required, to resolve problems.

Problem Solving and Judgement

Regularly delivers work to a good standard with minimal need for correction or significant feedback. Refines and improves each time they do something.

Reliability and Delivery

Identifies problems related work to their own work and their team's work and takes initiative to address these before they escalate.

Anticipation

Capable of prioritising tasks; avoids getting caught up in unimportant details. Provides clear expectations for their direct reports and assists them to re-prioritise, as needed.

Efficiency and Productivity

Work is done independently and is reviewed at critical points. May make routine operational decisions related to their team independently, seeking guidance and direction when more complex issues arise.

Independence

Gains cooperation and builds effective relationships with internal stakeholders and external partners related to their area of work.
Interactions are mainly with direct team, supervisors, peer groups and external customers and stakeholders related to their area of work.

Collaboration and Interaction

Communicates effectively within own team and across other teams.
Writes reports and presents technical information concerning specific projects or programs. Able to adapt communication style to differing audiences, including advising and presenting to people not familiar with the subject matter, which may require skills of persuasion and diplomacy.

Communication and Influence

Seeks feedback from their team and gives regular, helpful feedback to their team.
Reflects on feedback in a non-defensive way and uses it to inform development plans and approaches