Knowledge and information management competencies (resource input from Boris )

These competencies relate specifically to knowledge and information management (K&IM). They are required at some level by everyone in knowledge sharing organisations but the depth and level required is dependent on their role. They are defined in three ‘team’ levels (strategic leader, team leader, team member) plus a fourth level that covers the K&IM competencies required by everyone working in such an organisation.

To find the description of each competency match A to I in Table i with the team and employee levels 1 to 4 e.g. A3, C4, etc. Then go to Table iv which contains the descriptions in alphanumeric order. If you are using the electronic version of the dictionary click on the competency and you will be linked to the description.

General leadership and management competencies are summarised as J to U in Table iii and are described in Table ii. In the electronic version click here to move to that section.

Table iii General leadership and management competencies - Framework

K&IM Strategic leader
K&IM Team leader
K&IM Team member
All employees

Demonstrates breadth of vision
Demonstrates analysis and judgment
Uses information effectively
Uses appropriate information sources

Generates ideas
Demonstrates creativity and solutions orientation
Demonstrates innovative problem solving

Generates options for change
a. Develops and delivers change
b. Demonstrates commercial awareness
a. Adapts to change
b. Scans and reviews market opportunities
Adapts to new and changing circumstances and commits to lifelong learning

Demonstrates a high level of interpersonal skills
Demonstrates customer/colleague focus
Works with others
Supports colleagues

Facilitates team working
Develops the team
Takes responsibility for team tasks
Contributes to team objectives

Develops people
Develops team members
Develops self
Supports training and development objectives

a. Manages relationships
b. Negotiates
a. Demonstrates impact
b. Values others
Builds positive relationships

Inspires others
Builds confidence in decisions
Engenders support
Takes the lead when appropriate

Communicates direction of the organisation
Communicates direction to team
Interprets and presents key messages
Communicates effectively

Leads implementation
a. Undertakes effective resource and business planning
b. Achieves results
c. Manages projects effectively
a. Undertakes task planning b. Pays attention to detail
Undertakes personal planning

Seeks continuous improvement
Achieves quality outcomes
Introduces improvements
Demonstrates quality awareness

Secures resources
a. Identifies resource requirements
b. Develops budgets and financial business cases
c. Plans and makes a case for human resources
Ensures productive utilization of resources
Demonstrates awareness of resource planning