Description
Gain an accurate and deep understanding of the issue(s). Use insight to identify target audiences and partners and to inform communication objectives, messages and solutions.
Government Communication
Professional Competency
Framework
April 2013
1
Every day, government
communicators deliver great work
which supports communities and
helps citizens understand their
rights and responsibilities.
Introduction
The challenge for communications staff
is to deliver better communications with
reduced resources. The opportunity
to think creatively, review existing
practices, harness the power of digital
communications and run cost-effective
campaigns should excite everyone who
believes in our work.
Central to achieving this is a strong
communications profession focused on
raising standards and improving quality.
Having a shared understanding of the
competencies we need will be at the
heart of this.
The new competencies for professional
communicators complement and will
be used in conjunction with the new
Civil Service Competency Framework.
Together they defne not just what we do
but how we do it, the skills we need now
and those we are likely to need in the future.
I look forward to working with you as we
use this framework to create an exceptional
communication profession.
Alex Aiken
Executive Director of
Government Communication
Government Communication Professional Competency Framework 2
This professional competency
framework is designed for all
professional communicators in
government up to, and including,
Grade 6. The framework is designed
to help you broaden the range of
skills you have and to make
integrated working easier.
These competencies can be used for:
• Recruitment and Selection
To help determine the job/person specifcation for roles when
recruiting. Applicants will be measured against these competencies
together with relevant Civil Service competencies at interview.
• Performance Management
To defne standards of performance and skill levels required
for different roles.
• Personal Development Plans
To help you plan your development and identify training needs.
• Career Development
To inform the skills and knowledge you will need in your next role.
How to use this framework
Professional communicators
in the Senior Civil Service
should refer to the leadership
competencies covered in the
Civil Service Competency
Framework.
Government Communication Professional Competency Framework 3
How to use this framework
The competencies in this
framework have been structured
around the four stages of a
strategic communication planning
process: Insight, Ideas,
Implementation and Impact.
This framework should be used in
conjunction with the Civil Service
Competency Framework (pictured right).
Each section starts with a reference to the
Civil Service competencies most relevant
for communicators, with examples of
appropriate behaviours. There might be
others relevant depending upon the role.
For each competency, we have identifed
core skills and knowledge applicable to all
communicators.
The framework then includes specialist
skills and knowledge specifc to four
communication disciplines:
Campaigns and Marketing
Press and Media
Digital
Internal Communication
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This competency framework
is designed to be fexible; the
competencies are not exhaustive.
There may be some roles and
responsibilities within government
communication where the framework
might need to be supplemented with
other specifc skills and knowledge.
The competencies are cumulative – for
example Grades 7/6 will be expected
to demonstrate competencies at their
own level as well as all those below.
Government Communication Professional Competency Framework 4
Civil Service Competency Framework
Gain an accurate and deep understanding of the issue(s).
Use insight to identify target audiences and partners and to
inform communication objectives, messages and solutions.
Competency 1: Insight
Highlighted below are competencies from the Civil Service Competency Framework
relevant to the Insight stage of planning communication.
AIOs/IOs
(Civil Service Levels 1 & 2)
Are delivering communication
activity and developing their
career and key skills.
SIOs
(Civil Service Level 3)
Have responsibility for
managing communication
strategies, projects and teams.
Grade 7/6s
(Civil Service Level 4)
Are directing and leading larger
communication programmes. Inspiring
and enabling colleagues to excel.
Setting Direction
Seeing the Big Picture
Keep up-to-date with a broad set
of issues relating to the work of
the Department.
Gather information from a range
of relevant sources inside and
outside the Department to
inform own work.
Making Efective Decisions
Undertake appropriate analysis
to support decisions or
recommendations.
Engaging People
Collaborating and Partnering
Demonstrate an interest in others
and develop a range of contacts
outside own team to help get
the job done.
Setting Direction
Seeing the Big Picture
Be alert to emerging issues and
trends which might impact or
beneft own and team’s work.
Develop an understanding of
own area’s strategy and how
this contributes to Departmental
priorities.
Changing and Improving
Actively encourage ideas from a
range of sources and stakeholders
and use these to inform thinking.
Setting Direction
Seeing the Big Picture
Anticipate economic, social,
political, environmental and
technological developments
to keep activity relevant and
targeted.
Identify implications of
Departmental and political
priorities and strategy on own
area to ensure plans and
activities refect these.
Bring together views and
perspectives of stakeholders
to gain a wider picture of the
landscape surrounding activities
and policies.
Government Communication Professional Competency Framework 5
Setting Direction
Making Efective Decisions
Identify a range of relevant and
credible information sources and
recognise the need to collect
new data when necessary from
internal and external sources.
Recognise patterns and trends
in a wide range of evidence/data
and draw key conclusions.
Engaging People
Collaborating and Partnering
Actively seek input from a diverse
range of people.
Setting Direction
Changing and Improving
Effectively capture, utilise and
share customer insight and
views from a wide range of
stakeholders to ensure better
policy and delivery.
Making Efective Decisions
Weigh up data from various
sources, recognising when to
bring in experts/researchers to
add to available information.
Draw together and present
reasonable conclusions from a
wide range of incomplete and
complex evidence and data –
able to act or decide even
when details are not clear.
Engaging People
Collaborating and Partnering
Actively build and maintain
a network of colleagues and
contacts to achieve progress on
objectives and shared interests.
Competency 1: Insight
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Civil Service Competency Framework continued...
Government Communication Professional Competency Framework 6
Core
Core communication skills and knowledge applicable to all communicators.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Review existing sources of
insight (including previous
communication activity) to
understand the overall
context for communication and
audience infuences/infuencers.
Use insight to identify target
audiences and partners, support
decision making and help
inform the overall
communication approach.
Demonstrate an understanding
of the communication objectives
and how these support the
overall policy objective.
Work with policy colleagues in a
timely way to examine and defne
policy issues to be supported.
Commission additional research
to gain insight into issues,
where required.
Develop measurable
communication objectives to
support the delivery of policy.
Use segmentation and mapping
techniques to identify target
audiences and potential partners.
Ensure strategies take into
account the recommendations
and lessons learnt from
evaluations of previous
campaigns.
Provide robust and
deliverable communication
advice to ministers and
policy colleagues.
Promote and encourage the
early integration of strategic
communication and policy
development.
Examine ministerial priorities
to identify the role for
communication and translate
those priorities into measurable
communication objectives.
Ensure communication objectives
complement and support policy/
business objectives.
Build ongoing relationships
with key stakeholders/
advocates/partners, to
gather intelligence and build
awareness of the overall
context for communication.
Competency 1: Insight
Government Communication Professional Competency Framework 7
Communication disciplines
Campaigns and Marketing
Additional skills and knowledge applicable to a specifc communication discipline.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Interpret quantitative
and qualitative data to
identify stakeholder and
audience insights.
Develop a strong understanding
of customer/audience insights
and how these can drive
behaviour change.
Draw on behavioural insights
to provide strategic advice to
ministers and policy colleagues
on campaigns.
Understand the extent of the
role communication can play
in supporting behaviour change,
and the benefts/risks of
alternative approaches (such
as legislation).
Competency 1: Insight
Maintain an awareness of the
news agenda and emerging
news events.
Understand how to optimise
audience reach through a mix
of media channels, including
news aggregators.
Review communication and
media plans to ensure activities
refect policy developments and
the emerging news agenda.
Understand and interpret
the emerging news agenda
and factors which will affect
this agenda.
Press and Media
Government Communication Professional Competency Framework 8
Build audience insight using
appropriate tools to monitor
content and listen to conversations
on key external digital channels,
including social media.
Provide advice on appropriate
digital channels to reach target
audiences. Research where target
audiences are active, including
online partnership networks.
Gather and analyse evidence
to understand user needs and
appetite for digital products.
Understand the range of
employee insight sources (both
quantitative and qualitative)
available within the organisation.
Gather insight on staff
communication usage, needs
and preferences. Use these data
to inform selection of internal
communication channels.
Use analytical tools and
techniques to identify key online
infuencers and links between
partner groups to better target
digital communication.
Analyse and segment
internal audiences to target
communication effectively.
Develop a strong understanding
of different internal audiences.
Use this knowledge to ensure
the tone, language and format of
internal communication is easily
accessible to and read by a
range of staff groups.
Demonstrate a deep
understanding of the digital
landscape and emerging trends.
Apply this knowledge to lead the
content development strategy
and to identify and develop
digital channels.
Refect user needs back to the
organisation to ensure content
and services are designed with a
user and citizen focus.
Draw on organisational insight
to advise leaders on targeted
employee communication
strategies and actions to improve
employee engagement.
Digital
Internal Communication
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Competency 1: Insight
Communication disciplines continued...
Government Communication Professional Competency Framework 9
Civil Service Competency Framework
Develop the communication strategy and plan.
Select channels and develop key messages and
content for target audiences. Identify evaluation criteria.
Competency 2: Ideas
Highlighted below are competencies from the Civil Service Competency Framework
relevant to the Ideas stage of planning communication.
AIOs/IOs
(Civil Service Levels 1 & 2)
Are delivering communication
activity and developing their
career and key skills.
SIOs
(Civil Service Level 3)
Have responsibility for
managing communication
strategies, projects and teams.
Grade 7/6s
(Civil Service Level 4)
Are directing and leading larger
communication programmes. Inspiring
and enabling colleagues to excel.
Engaging People
Leading and Communicating
Express ideas effectively, both
orally and in writing, and with
sensitivity and respect for others.
Delivering Results
Achieving Commercial
Outcomes
Be aware of and comply with
Departmental procurement
processes and know when to
access commercial expertise.
Engaging People
Leading and Communicating
Take opportunities to regularly
communicate and interact with
staff, helping to clarify goals and
activities and the links between
these and Departmental strategy.
Delivering Results
Achieving Commercial
Outcomes
Consider, in consultation with
commercial experts, a variety of
ways of working with partners
and contractors to identify more
effcient outcomes, balancing cost,
quality and turn around times.
Managing a Quality Service
Work with team to set priorities,
goals, objectives and timescales.
Setting Direction
Making Efective Decisions
Analyse and evaluate pros and
cons and identify risks in order to
make decisions that take account
of the wider context, including
diversity and sustainability.
Engaging People
Leading and Communicating
Clarify strategies and plans,
giving clear sense of direction
and purpose for self and team.
Confdently engage with
stakeholders and colleagues
at all levels to generate
commitment to goals.
Government Communication Professional Competency Framework 10
Competency 2: Ideas
Core
Core communication skills and knowledge applicable to all communicators.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Develop outline communication
plans, identifying the most effective
channels and tools to engage
audiences and maximise reach.
Design and develop engaging,
targeted content and messages
suitable for use across a range
of channels.
Demonstrate an awareness of
how channels work together
and complement each other.
Explore opportunities to
use low/no cost channels,
including earned, owned and
paid for channels.
Demonstrate fexible, creative
thinking. Test and refne ideas
to develop innovative solutions.
Confrm segmentation to ensure
audiences are targeted effectively.
Design integrated communication
strategies and examine ft with
existing plans.
Ensure the most appropriate
and cost effective channels mix
and maximise the potential of
digital channels.
Develop plans, considering
resources and budgets. Identify
risks and plan mitigating actions.
Embed evaluation and tracking
into communication strategies.
Determine evaluation criteria
and consider how to assess
the impact of communication.
Work with policy teams to
produce quality Effciency and
Reform Group (ERG) submissions.
Follow the agreed process,
incorporating realistic timetables.
Lead the development and
implementation of innovative
communication strategies that
meet objectives.
Review communication strategies
to ensure integration across
communication channels and
identify any gaps.
Review communication
strategies for overall context
and register, to protect both
Departmental reputation and
establish ft with government
communication priorities.
Government Communication Professional Competency Framework 11
Communication disciplines
Campaigns and Marketing
Additional skills and knowledge applicable to a specifc communication discipline.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Advise on appropriate use of
different channels for campaigns,
ensuring an integrated approach
and using digital technologies to
full potential.
Develop an integrated campaigns
approach, ensuring owned/
earned/bought channels
work together to achieve
communication objectives.
Construct marketing briefs
and tendering documents to
an agreed standard, applying
rigour and robust fnancial
management throughout.
Demonstrate robust knowledge
of the industry, media and wider
communication and marketing
landscape. Draw on this
expertise to deliver innovative
campaign strategies and provide
recommendations to ministers
and policy colleagues.
Demonstrate a practical
understanding of how print,
broadcast and digital media
work, including the media cycle,
circulation and deadlines.
Work up ideas for stories and
case studies that support
communication and
business/policy objectives.
Initiate and lead the development
of both reactive and proactive,
integrated media campaigns
that build on insight and
tracking data.
Work constructively with policy
colleagues and partners to
gain expert opinions.
Demonstrate a robust knowledge
of the media landscape. Draw on
this expertise to develop innovative,
proactive press strategies. Advise
on press actions at a senior
level and support teams to
develop campaigns.
Infuence the media agenda
through proactive forward
planning. Develop strategies to
protect and improve corporate
and government reputation.
Press and Media
Competency 2: Ideas
Government Communication Professional Competency Framework 12
Demonstrate a practical
understanding of emerging
digital services, tools and trends,
including techniques for optimising
digital content.
Actively engage with partners in
online networks.
Demonstrate a practical
understanding of organisational
functions, roles and
communication requirements,
to enable the design of
contextualised and tailored
content for internal audiences.
Develop innovative digital
communication strategies.
Draw on knowledge of emerging
trends in digital services and
social media and apply this
knowledge when developing
content and channels.
Draw on audience insight to
develop innovative internal
communication strategies,
selecting the most appropriate
channel mix and ensuring
content is both topical and timely.
Establish two-way and
face-to-face communication
channels where possible to
build employee engagement.
Reinforce these channels during
organisational change.
Lead on the use of digital and
social media to engage and
involve citizens, staff and all
other partners to encourage
community participation.
Demonstrate a robust knowledge
of internal communication best
practice. Draw on this expertise
to provide recommendations to
organisational/business leaders
on communicating the business/
change agenda.
Ensure the organisational
infrastructure (tools, channels
and processes) is in place to
deliver high-quality and creative
internal communication.
Digital
Internal Communication
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Competency 2: Ideas
Communication disciplines continued...
Government Communication Professional Competency Framework 13
Civil Service Competency Framework
Develop and implement efective communication
strategies and plans. Work with stakeholders and
partners to deliver communication.
Competency 3: Implementation
Highlighted below are competencies from the Civil Service Competency Framework
relevant when implementing communication strategies.
AIOs/IOs
(Civil Service Levels 1 & 2)
Are delivering communication
activity and developing their
career and key skills.
SIOs
(Civil Service Level 3)
Have responsibility for
managing communication
strategies, projects and teams.
Grade 7/6s
(Civil Service Level 4)
Are directing and leading larger
communication programmes. Inspiring
and enabling colleagues to excel.
Engaging People
Leading and Communicating
Write clearly in plain, simple
language and check work for
spelling and grammar, learning
from previous inaccuracies.
Express ideas effectively, both
orally and in writing, and with
sensitivity and respect for others.
Delivering Results
Achieving Commercial
Outcomes
Check suppliers and partners are
providing relevant and timely data
to monitor contracts.
Delivering Value for Money
Monitor resources against
plans and budget, identify
and fag up variances.
Engaging People
Leading and Communicating
Communicate in a succinct
and engaging manner and
stand ground when needed.
Communicate using
appropriate styles, methods
and timing, including digital
channels, to maximise
understanding and impact.
Collaborating and Partnering
Establish relationships with a
range of stakeholders to support
delivery of business outcomes.
Engaging People
Leading and Communicating
Clarify strategies and plans,
giving a clear sense of direction
and purpose for self and team.
Confdently engage with
stakeholders and colleagues
at all levels to generate
commitment to goals.
Delivering Results
Achieving Commercial
Outcomes
Work effectively with different
organisations such as private
sector and voluntary groups
(in tandem with commercial
experts) to commission and
source solutions to achieve
organisational and policy goals.
Government Communication Professional Competency Framework 14
Competency 3: Implementation
Delivering Results
Achieving Commercial
Outcomes
Work with commercial experts
in engaging effectively and
intelligently with delivery partners
in order to defne and/or improve
service delivery.
Delivering Value for Money
Recommend actions to achieve
value for money and effciency.
Managing a Quality Service
Make effective use of project
management skills and
techniques to deliver outcomes,
including identifying risks and
mitigating actions.
Delivering Results
Managing a Quality Service
Promote adherence to relevant
policies, procedures, regulations
and legislation, including
equality and diversity and
health and safety.
Delivering Results
Delivering Value for Money
Achieve the best return on
investment and deliver more
for less on specifc budgets
by managing resources and
maximising use of assets.
Balance policy aspiration and
delivery, outline risk and benefts
of different options to achieve
value for money ensuring all
submissions contain appropriate
fnancial information.
Civil Service Competency Framework continued...
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Government Communication Professional Competency Framework 15
Core
Core communication skills and knowledge applicable to all communicators.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Adhere to all relevant policies,
legislation and guidance for
delivery of communication
(including for example propriety,
diversity, language, social
media, and corporate branding
guidelines and requirements).
Demonstrate good written and
oral communication skills. Write
clearly, concisely and accurately.
Select appropriate visuals
to improve the impact of
communication (for example,
photography and infographics).
Monitor plans and provide
status updates to ensure
communication plans are
delivered on time and to budget.
Demonstrate an understanding
of the importance of value
for money in communication
delivery. Ensure that suppliers
are delivering quality
communication products.
Adhere to all aspects of
approved Effciency and Reform
Group (ERG) submissions.
Gather evidence to assess
impact and effectiveness
throughout the delivery of
communication.
Demonstrate strong written
communication skills.
Provide advice and guidance
to colleagues on writing clearly
for target audiences.
Ensure communication products
are cost effective and delivered
to a high quality, representing
value for money. Ensure supplier
relationships are cost effective.
Take overall responsibility for
developing and implementing
communication/media strategies
and campaigns from the strategic
planning stage onwards.
Develop strong relationships
with ministers, policy colleagues
and key stakeholders. Build
infuential networks to enable
communication teams to deliver
quality solutions.
Demonstrate excellent written
communication skills and set
standards for communication.
Provide overall editorial control
to ensure appropriate content,
messaging, tone and consistency
in all communication.
Continuously review and
provide quality assurance
for communication and media
campaigns. Ensure communication
strategies represent value for
money. Identify and act on
opportunities for improvements
to current activity.
Competency 3: Implementation
Government Communication Professional Competency Framework 16
Communication disciplines
Campaigns and Marketing
Additional skills and knowledge applicable to a specifc communication discipline.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Manage the logistics and
support delivery of marketing
implementation.
Manage the delivery of campaign
plans, including deploying
resources and integrating
solutions.
Successfully direct and oversee
implementation of high-value,
multi-audience campaigns to
meet organisational objectives.
Develop and nurture excellent
relationships with journalists
and contacts (eg bloggers) in all
forms of media, to improve story
placement and check progress.
Demonstrate techniques and
strategies for handling journalists.
Respond quickly to media
requests and agree points
of escalation.
Draft quality press releases,
press packs, and lines to
take and issue within
agreed protocols.
Handle high-profle and sensitive
media issues. Adhere to
confdentiality and provide a
clear, trusted brief to media and
other partners.
Demonstrate strong editing
skills to ensure quality and
timely press releases, rebuttals
and lines to take in response to
developing stories.
Display clear, authoritative and
sensitive spokespersonship.
Actively oversee high-profle,
sensitive, high-risk subjects
and manage contacts with
lead journalists.
Lead the press planning
and advice in crisis scenarios
and manage the press team
in developing the crisis
response strategy.
Press and Media
Competency 3: Implementation
Government Communication Professional Competency Framework 17
Demonstrate a good
understanding of accessibility
and usability issues. Create
content that meets accessibility
requirements.
Support the delivery of online
events including podcasts,
live chats, broadcasts, blogs
and Tweets.
Support the delivery of internal
communication content and staff
events, ensuring products are
delivered to a high quality.
Align internal communication to
key change programme delivery
milestones.
Manage online events including
podcast, live chats, broadcasts,
blogs and Tweets.
Edit, revise and optimise
copy and content according to
latest search engine optimisation
best practice, for use/re-use in
digital channels.
Manage and co-ordinate all
activity in internal communication
plans, including deploying
resources and managing risks.
Provide support and clarifcation
to managers to ensure they
are confdent in delivering key
messages and to strengthen the
internal communication cascade.
Be an advocate for digital
engagement and social media,
and share expertise to build
capability across communication
teams and the wider Department.
Lead the development and
implementation of digital
content management strategy.
Provide support and guidance
to Departmental and Directorate
leadership in the delivery of
internal communication. Coach
leaders on their communication
style and on how to engage and
build dialogue with staff.
Ensure consistency of voice
and message across all internal
channels.
Lead internal communication
planning and provide timely
advice to ministers and leaders
in response to crisis scenarios.
Digital
Internal Communication
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Competency 3: Implementation
Communication disciplines continued...
Government Communication Professional Competency Framework 18
Civil Service Competency Framework
Assess the impact and efectiveness of communication.
Review achievement of objectives. Identify lessons learnt
and share feedback.
Competency 4: Impact
Highlighted below are competencies from the Civil Service Competency Framework
relevant when assessing the impact of communication strategies.
AIOs/IOs
(Civil Service Levels 1 & 2)
Are delivering communication
activity and developing their
career and key skills.
SIOs
(Civil Service Level 3)
Have responsibility for
managing communication
strategies, projects and teams.
Grade 7/6s
(Civil Service Level 4)
Are directing and leading larger
communication programmes. Inspiring
and enabling colleagues to excel.
Delivering Results
Managing a Quality Service
Identify common problems
or weaknesses in policy or
procedures that affect service
and escalate these.
Delivering Results
Managing a Quality Service
Develop proposals to improve
the quality of service with
involvement from a diverse
range of staff, stakeholders
or delivery partners.
Engaging People
Building Capability for All
Ensure that individual and
organisational learning and talent
development opportunities are
fully exploited in order to enhance
organisational capability.
Identify capability requirements
needed to deliver future team
objectives and manage team
resources to meet these needs.
Delivering Results
Managing a Quality Service
Establish how the business area
compares to customer service
expectations and industry best
practice and identify necessary
improvements in plans.
Government Communication Professional Competency Framework 19
Core
Core communication skills and knowledge applicable to all communicators.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Support the design and delivery
of techniques to assess the
effectiveness and impact of
communication.
Develop and deliver the
overall evaluation approach
for communication, using
relevant tools and guidance
(such as the GCN guidance
‘Evaluating Government
Communication Activity’)
Develop appropriate
dashboards to support timely,
effective evaluation.
Analyse evidence to assess
effectiveness of communication
and identify lessons learned.
Lead on identifying evaluation
criteria.
Evaluate the effectiveness
of communication against
objectives. Review lessons
learnt and compare with industry
best practice to identify areas
for improvement for future
communication strategies.
Report on evaluation of
communication strategies to
ministers and policy teams.
Make recommendations
and share learning for future
communication activity.
Competency 4: Impact
Government Communication Professional Competency Framework 20
Communication disciplines
Campaigns and Marketing
Additional skills and knowledge applicable to a specifc communication discipline.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Advise on, monitor, summarise
and provide analysis of
campaign effectiveness
indicators (eg partner opinion).
Manage and deliver the
evaluation of all campaign
plans, including defning clear
metrics that relate to measurable
communication and policy/
business outcomes.
Assess the impact of campaigns
across a range of measures
including output, out take,
outcome and return on investment.
Identify recommendations for
future campaigns.
Conduct media monitoring to
assess reach to target audiences
and delivery of key messages.
Analyse media monitoring
results to assess the effectiveness
of media strategies and inform
future proactive and reactive
media campaigns.
Evaluate impact to shape
direction of future media
campaigns and lead on the
implementation of best practice
across the press offce.
Press and Media
Advise on, monitor, summarise
and provide analysis of
effectiveness indicators for
digital communication.
Assess the effectiveness of digital
communication. Use the results
of user feedback, tests/pilots
and effectiveness indicators to
improve digital communication
and the user experience.
Ensure effective monitoring of,
listening to and action on feedback
from users, clients and partners of
digital products and services.
Ensure digital and social media
expertise and skills are shared
across the Communications
team and wider Department to
build organisational capability.
Digital
Competency 4: Impact
Government Communication Professional Competency Framework 21
Advise on, analyse and support
the implementation of feedback
mechanisms (quantitative
and qualitative) to measure
employee engagement and
the effectiveness of internal
communication.
Assess the effectiveness of
internal communication and
act on staff feedback to ensure
communication is timely, relevant
and meets the needs of the
business and internal audiences.
Explore employee engagement
data to understand the context for
internal communication, identify
challenges and barriers and
suggest actions for improvement.
Use the results from staff internal
communication surveys and
other feedback sources to advise
leaders on the overall internal
communication approach.
Internal Communication
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Competency 4: Impact
Communication disciplines continued...
Further information and guidance on the Communication Professional
Competency Framework is available on the GCN website:
gcn.civilservice.gov.uk/professional-development/professional-competency-framework
You can also access training
and professional development
opportunities to help you build
your skills and knowledge:
gcn.civilservice.gov.uk/
professional-development/
upcoming-courses
If you have any questions
about the communication
competencies, you can contact
GCN at [email protected] or
visit gcn.civilservice.gov.uk
To fnd out more
about the Civil
Service Competency
Framework visit
the Civil Service
Learning website:
civil.service.gov.uk/
competency-framework
doc_331738528.pdf
Gain an accurate and deep understanding of the issue(s). Use insight to identify target audiences and partners and to inform communication objectives, messages and solutions.
Government Communication
Professional Competency
Framework
April 2013
1
Every day, government
communicators deliver great work
which supports communities and
helps citizens understand their
rights and responsibilities.
Introduction
The challenge for communications staff
is to deliver better communications with
reduced resources. The opportunity
to think creatively, review existing
practices, harness the power of digital
communications and run cost-effective
campaigns should excite everyone who
believes in our work.
Central to achieving this is a strong
communications profession focused on
raising standards and improving quality.
Having a shared understanding of the
competencies we need will be at the
heart of this.
The new competencies for professional
communicators complement and will
be used in conjunction with the new
Civil Service Competency Framework.
Together they defne not just what we do
but how we do it, the skills we need now
and those we are likely to need in the future.
I look forward to working with you as we
use this framework to create an exceptional
communication profession.
Alex Aiken
Executive Director of
Government Communication
Government Communication Professional Competency Framework 2
This professional competency
framework is designed for all
professional communicators in
government up to, and including,
Grade 6. The framework is designed
to help you broaden the range of
skills you have and to make
integrated working easier.
These competencies can be used for:
• Recruitment and Selection
To help determine the job/person specifcation for roles when
recruiting. Applicants will be measured against these competencies
together with relevant Civil Service competencies at interview.
• Performance Management
To defne standards of performance and skill levels required
for different roles.
• Personal Development Plans
To help you plan your development and identify training needs.
• Career Development
To inform the skills and knowledge you will need in your next role.
How to use this framework
Professional communicators
in the Senior Civil Service
should refer to the leadership
competencies covered in the
Civil Service Competency
Framework.
Government Communication Professional Competency Framework 3
How to use this framework
The competencies in this
framework have been structured
around the four stages of a
strategic communication planning
process: Insight, Ideas,
Implementation and Impact.
This framework should be used in
conjunction with the Civil Service
Competency Framework (pictured right).
Each section starts with a reference to the
Civil Service competencies most relevant
for communicators, with examples of
appropriate behaviours. There might be
others relevant depending upon the role.
For each competency, we have identifed
core skills and knowledge applicable to all
communicators.
The framework then includes specialist
skills and knowledge specifc to four
communication disciplines:
Campaigns and Marketing
Press and Media
Digital
Internal Communication
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This competency framework
is designed to be fexible; the
competencies are not exhaustive.
There may be some roles and
responsibilities within government
communication where the framework
might need to be supplemented with
other specifc skills and knowledge.
The competencies are cumulative – for
example Grades 7/6 will be expected
to demonstrate competencies at their
own level as well as all those below.
Government Communication Professional Competency Framework 4
Civil Service Competency Framework
Gain an accurate and deep understanding of the issue(s).
Use insight to identify target audiences and partners and to
inform communication objectives, messages and solutions.
Competency 1: Insight
Highlighted below are competencies from the Civil Service Competency Framework
relevant to the Insight stage of planning communication.
AIOs/IOs
(Civil Service Levels 1 & 2)
Are delivering communication
activity and developing their
career and key skills.
SIOs
(Civil Service Level 3)
Have responsibility for
managing communication
strategies, projects and teams.
Grade 7/6s
(Civil Service Level 4)
Are directing and leading larger
communication programmes. Inspiring
and enabling colleagues to excel.
Setting Direction
Seeing the Big Picture
Keep up-to-date with a broad set
of issues relating to the work of
the Department.
Gather information from a range
of relevant sources inside and
outside the Department to
inform own work.
Making Efective Decisions
Undertake appropriate analysis
to support decisions or
recommendations.
Engaging People
Collaborating and Partnering
Demonstrate an interest in others
and develop a range of contacts
outside own team to help get
the job done.
Setting Direction
Seeing the Big Picture
Be alert to emerging issues and
trends which might impact or
beneft own and team’s work.
Develop an understanding of
own area’s strategy and how
this contributes to Departmental
priorities.
Changing and Improving
Actively encourage ideas from a
range of sources and stakeholders
and use these to inform thinking.
Setting Direction
Seeing the Big Picture
Anticipate economic, social,
political, environmental and
technological developments
to keep activity relevant and
targeted.
Identify implications of
Departmental and political
priorities and strategy on own
area to ensure plans and
activities refect these.
Bring together views and
perspectives of stakeholders
to gain a wider picture of the
landscape surrounding activities
and policies.
Government Communication Professional Competency Framework 5
Setting Direction
Making Efective Decisions
Identify a range of relevant and
credible information sources and
recognise the need to collect
new data when necessary from
internal and external sources.
Recognise patterns and trends
in a wide range of evidence/data
and draw key conclusions.
Engaging People
Collaborating and Partnering
Actively seek input from a diverse
range of people.
Setting Direction
Changing and Improving
Effectively capture, utilise and
share customer insight and
views from a wide range of
stakeholders to ensure better
policy and delivery.
Making Efective Decisions
Weigh up data from various
sources, recognising when to
bring in experts/researchers to
add to available information.
Draw together and present
reasonable conclusions from a
wide range of incomplete and
complex evidence and data –
able to act or decide even
when details are not clear.
Engaging People
Collaborating and Partnering
Actively build and maintain
a network of colleagues and
contacts to achieve progress on
objectives and shared interests.
Competency 1: Insight
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Civil Service Competency Framework continued...
Government Communication Professional Competency Framework 6
Core
Core communication skills and knowledge applicable to all communicators.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Review existing sources of
insight (including previous
communication activity) to
understand the overall
context for communication and
audience infuences/infuencers.
Use insight to identify target
audiences and partners, support
decision making and help
inform the overall
communication approach.
Demonstrate an understanding
of the communication objectives
and how these support the
overall policy objective.
Work with policy colleagues in a
timely way to examine and defne
policy issues to be supported.
Commission additional research
to gain insight into issues,
where required.
Develop measurable
communication objectives to
support the delivery of policy.
Use segmentation and mapping
techniques to identify target
audiences and potential partners.
Ensure strategies take into
account the recommendations
and lessons learnt from
evaluations of previous
campaigns.
Provide robust and
deliverable communication
advice to ministers and
policy colleagues.
Promote and encourage the
early integration of strategic
communication and policy
development.
Examine ministerial priorities
to identify the role for
communication and translate
those priorities into measurable
communication objectives.
Ensure communication objectives
complement and support policy/
business objectives.
Build ongoing relationships
with key stakeholders/
advocates/partners, to
gather intelligence and build
awareness of the overall
context for communication.
Competency 1: Insight
Government Communication Professional Competency Framework 7
Communication disciplines
Campaigns and Marketing
Additional skills and knowledge applicable to a specifc communication discipline.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Interpret quantitative
and qualitative data to
identify stakeholder and
audience insights.
Develop a strong understanding
of customer/audience insights
and how these can drive
behaviour change.
Draw on behavioural insights
to provide strategic advice to
ministers and policy colleagues
on campaigns.
Understand the extent of the
role communication can play
in supporting behaviour change,
and the benefts/risks of
alternative approaches (such
as legislation).
Competency 1: Insight
Maintain an awareness of the
news agenda and emerging
news events.
Understand how to optimise
audience reach through a mix
of media channels, including
news aggregators.
Review communication and
media plans to ensure activities
refect policy developments and
the emerging news agenda.
Understand and interpret
the emerging news agenda
and factors which will affect
this agenda.
Press and Media
Government Communication Professional Competency Framework 8
Build audience insight using
appropriate tools to monitor
content and listen to conversations
on key external digital channels,
including social media.
Provide advice on appropriate
digital channels to reach target
audiences. Research where target
audiences are active, including
online partnership networks.
Gather and analyse evidence
to understand user needs and
appetite for digital products.
Understand the range of
employee insight sources (both
quantitative and qualitative)
available within the organisation.
Gather insight on staff
communication usage, needs
and preferences. Use these data
to inform selection of internal
communication channels.
Use analytical tools and
techniques to identify key online
infuencers and links between
partner groups to better target
digital communication.
Analyse and segment
internal audiences to target
communication effectively.
Develop a strong understanding
of different internal audiences.
Use this knowledge to ensure
the tone, language and format of
internal communication is easily
accessible to and read by a
range of staff groups.
Demonstrate a deep
understanding of the digital
landscape and emerging trends.
Apply this knowledge to lead the
content development strategy
and to identify and develop
digital channels.
Refect user needs back to the
organisation to ensure content
and services are designed with a
user and citizen focus.
Draw on organisational insight
to advise leaders on targeted
employee communication
strategies and actions to improve
employee engagement.
Digital
Internal Communication
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Competency 1: Insight
Communication disciplines continued...
Government Communication Professional Competency Framework 9
Civil Service Competency Framework
Develop the communication strategy and plan.
Select channels and develop key messages and
content for target audiences. Identify evaluation criteria.
Competency 2: Ideas
Highlighted below are competencies from the Civil Service Competency Framework
relevant to the Ideas stage of planning communication.
AIOs/IOs
(Civil Service Levels 1 & 2)
Are delivering communication
activity and developing their
career and key skills.
SIOs
(Civil Service Level 3)
Have responsibility for
managing communication
strategies, projects and teams.
Grade 7/6s
(Civil Service Level 4)
Are directing and leading larger
communication programmes. Inspiring
and enabling colleagues to excel.
Engaging People
Leading and Communicating
Express ideas effectively, both
orally and in writing, and with
sensitivity and respect for others.
Delivering Results
Achieving Commercial
Outcomes
Be aware of and comply with
Departmental procurement
processes and know when to
access commercial expertise.
Engaging People
Leading and Communicating
Take opportunities to regularly
communicate and interact with
staff, helping to clarify goals and
activities and the links between
these and Departmental strategy.
Delivering Results
Achieving Commercial
Outcomes
Consider, in consultation with
commercial experts, a variety of
ways of working with partners
and contractors to identify more
effcient outcomes, balancing cost,
quality and turn around times.
Managing a Quality Service
Work with team to set priorities,
goals, objectives and timescales.
Setting Direction
Making Efective Decisions
Analyse and evaluate pros and
cons and identify risks in order to
make decisions that take account
of the wider context, including
diversity and sustainability.
Engaging People
Leading and Communicating
Clarify strategies and plans,
giving clear sense of direction
and purpose for self and team.
Confdently engage with
stakeholders and colleagues
at all levels to generate
commitment to goals.
Government Communication Professional Competency Framework 10
Competency 2: Ideas
Core
Core communication skills and knowledge applicable to all communicators.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Develop outline communication
plans, identifying the most effective
channels and tools to engage
audiences and maximise reach.
Design and develop engaging,
targeted content and messages
suitable for use across a range
of channels.
Demonstrate an awareness of
how channels work together
and complement each other.
Explore opportunities to
use low/no cost channels,
including earned, owned and
paid for channels.
Demonstrate fexible, creative
thinking. Test and refne ideas
to develop innovative solutions.
Confrm segmentation to ensure
audiences are targeted effectively.
Design integrated communication
strategies and examine ft with
existing plans.
Ensure the most appropriate
and cost effective channels mix
and maximise the potential of
digital channels.
Develop plans, considering
resources and budgets. Identify
risks and plan mitigating actions.
Embed evaluation and tracking
into communication strategies.
Determine evaluation criteria
and consider how to assess
the impact of communication.
Work with policy teams to
produce quality Effciency and
Reform Group (ERG) submissions.
Follow the agreed process,
incorporating realistic timetables.
Lead the development and
implementation of innovative
communication strategies that
meet objectives.
Review communication strategies
to ensure integration across
communication channels and
identify any gaps.
Review communication
strategies for overall context
and register, to protect both
Departmental reputation and
establish ft with government
communication priorities.
Government Communication Professional Competency Framework 11
Communication disciplines
Campaigns and Marketing
Additional skills and knowledge applicable to a specifc communication discipline.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Advise on appropriate use of
different channels for campaigns,
ensuring an integrated approach
and using digital technologies to
full potential.
Develop an integrated campaigns
approach, ensuring owned/
earned/bought channels
work together to achieve
communication objectives.
Construct marketing briefs
and tendering documents to
an agreed standard, applying
rigour and robust fnancial
management throughout.
Demonstrate robust knowledge
of the industry, media and wider
communication and marketing
landscape. Draw on this
expertise to deliver innovative
campaign strategies and provide
recommendations to ministers
and policy colleagues.
Demonstrate a practical
understanding of how print,
broadcast and digital media
work, including the media cycle,
circulation and deadlines.
Work up ideas for stories and
case studies that support
communication and
business/policy objectives.
Initiate and lead the development
of both reactive and proactive,
integrated media campaigns
that build on insight and
tracking data.
Work constructively with policy
colleagues and partners to
gain expert opinions.
Demonstrate a robust knowledge
of the media landscape. Draw on
this expertise to develop innovative,
proactive press strategies. Advise
on press actions at a senior
level and support teams to
develop campaigns.
Infuence the media agenda
through proactive forward
planning. Develop strategies to
protect and improve corporate
and government reputation.
Press and Media
Competency 2: Ideas
Government Communication Professional Competency Framework 12
Demonstrate a practical
understanding of emerging
digital services, tools and trends,
including techniques for optimising
digital content.
Actively engage with partners in
online networks.
Demonstrate a practical
understanding of organisational
functions, roles and
communication requirements,
to enable the design of
contextualised and tailored
content for internal audiences.
Develop innovative digital
communication strategies.
Draw on knowledge of emerging
trends in digital services and
social media and apply this
knowledge when developing
content and channels.
Draw on audience insight to
develop innovative internal
communication strategies,
selecting the most appropriate
channel mix and ensuring
content is both topical and timely.
Establish two-way and
face-to-face communication
channels where possible to
build employee engagement.
Reinforce these channels during
organisational change.
Lead on the use of digital and
social media to engage and
involve citizens, staff and all
other partners to encourage
community participation.
Demonstrate a robust knowledge
of internal communication best
practice. Draw on this expertise
to provide recommendations to
organisational/business leaders
on communicating the business/
change agenda.
Ensure the organisational
infrastructure (tools, channels
and processes) is in place to
deliver high-quality and creative
internal communication.
Digital
Internal Communication
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Competency 2: Ideas
Communication disciplines continued...
Government Communication Professional Competency Framework 13
Civil Service Competency Framework
Develop and implement efective communication
strategies and plans. Work with stakeholders and
partners to deliver communication.
Competency 3: Implementation
Highlighted below are competencies from the Civil Service Competency Framework
relevant when implementing communication strategies.
AIOs/IOs
(Civil Service Levels 1 & 2)
Are delivering communication
activity and developing their
career and key skills.
SIOs
(Civil Service Level 3)
Have responsibility for
managing communication
strategies, projects and teams.
Grade 7/6s
(Civil Service Level 4)
Are directing and leading larger
communication programmes. Inspiring
and enabling colleagues to excel.
Engaging People
Leading and Communicating
Write clearly in plain, simple
language and check work for
spelling and grammar, learning
from previous inaccuracies.
Express ideas effectively, both
orally and in writing, and with
sensitivity and respect for others.
Delivering Results
Achieving Commercial
Outcomes
Check suppliers and partners are
providing relevant and timely data
to monitor contracts.
Delivering Value for Money
Monitor resources against
plans and budget, identify
and fag up variances.
Engaging People
Leading and Communicating
Communicate in a succinct
and engaging manner and
stand ground when needed.
Communicate using
appropriate styles, methods
and timing, including digital
channels, to maximise
understanding and impact.
Collaborating and Partnering
Establish relationships with a
range of stakeholders to support
delivery of business outcomes.
Engaging People
Leading and Communicating
Clarify strategies and plans,
giving a clear sense of direction
and purpose for self and team.
Confdently engage with
stakeholders and colleagues
at all levels to generate
commitment to goals.
Delivering Results
Achieving Commercial
Outcomes
Work effectively with different
organisations such as private
sector and voluntary groups
(in tandem with commercial
experts) to commission and
source solutions to achieve
organisational and policy goals.
Government Communication Professional Competency Framework 14
Competency 3: Implementation
Delivering Results
Achieving Commercial
Outcomes
Work with commercial experts
in engaging effectively and
intelligently with delivery partners
in order to defne and/or improve
service delivery.
Delivering Value for Money
Recommend actions to achieve
value for money and effciency.
Managing a Quality Service
Make effective use of project
management skills and
techniques to deliver outcomes,
including identifying risks and
mitigating actions.
Delivering Results
Managing a Quality Service
Promote adherence to relevant
policies, procedures, regulations
and legislation, including
equality and diversity and
health and safety.
Delivering Results
Delivering Value for Money
Achieve the best return on
investment and deliver more
for less on specifc budgets
by managing resources and
maximising use of assets.
Balance policy aspiration and
delivery, outline risk and benefts
of different options to achieve
value for money ensuring all
submissions contain appropriate
fnancial information.
Civil Service Competency Framework continued...
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Government Communication Professional Competency Framework 15
Core
Core communication skills and knowledge applicable to all communicators.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Adhere to all relevant policies,
legislation and guidance for
delivery of communication
(including for example propriety,
diversity, language, social
media, and corporate branding
guidelines and requirements).
Demonstrate good written and
oral communication skills. Write
clearly, concisely and accurately.
Select appropriate visuals
to improve the impact of
communication (for example,
photography and infographics).
Monitor plans and provide
status updates to ensure
communication plans are
delivered on time and to budget.
Demonstrate an understanding
of the importance of value
for money in communication
delivery. Ensure that suppliers
are delivering quality
communication products.
Adhere to all aspects of
approved Effciency and Reform
Group (ERG) submissions.
Gather evidence to assess
impact and effectiveness
throughout the delivery of
communication.
Demonstrate strong written
communication skills.
Provide advice and guidance
to colleagues on writing clearly
for target audiences.
Ensure communication products
are cost effective and delivered
to a high quality, representing
value for money. Ensure supplier
relationships are cost effective.
Take overall responsibility for
developing and implementing
communication/media strategies
and campaigns from the strategic
planning stage onwards.
Develop strong relationships
with ministers, policy colleagues
and key stakeholders. Build
infuential networks to enable
communication teams to deliver
quality solutions.
Demonstrate excellent written
communication skills and set
standards for communication.
Provide overall editorial control
to ensure appropriate content,
messaging, tone and consistency
in all communication.
Continuously review and
provide quality assurance
for communication and media
campaigns. Ensure communication
strategies represent value for
money. Identify and act on
opportunities for improvements
to current activity.
Competency 3: Implementation
Government Communication Professional Competency Framework 16
Communication disciplines
Campaigns and Marketing
Additional skills and knowledge applicable to a specifc communication discipline.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Manage the logistics and
support delivery of marketing
implementation.
Manage the delivery of campaign
plans, including deploying
resources and integrating
solutions.
Successfully direct and oversee
implementation of high-value,
multi-audience campaigns to
meet organisational objectives.
Develop and nurture excellent
relationships with journalists
and contacts (eg bloggers) in all
forms of media, to improve story
placement and check progress.
Demonstrate techniques and
strategies for handling journalists.
Respond quickly to media
requests and agree points
of escalation.
Draft quality press releases,
press packs, and lines to
take and issue within
agreed protocols.
Handle high-profle and sensitive
media issues. Adhere to
confdentiality and provide a
clear, trusted brief to media and
other partners.
Demonstrate strong editing
skills to ensure quality and
timely press releases, rebuttals
and lines to take in response to
developing stories.
Display clear, authoritative and
sensitive spokespersonship.
Actively oversee high-profle,
sensitive, high-risk subjects
and manage contacts with
lead journalists.
Lead the press planning
and advice in crisis scenarios
and manage the press team
in developing the crisis
response strategy.
Press and Media
Competency 3: Implementation
Government Communication Professional Competency Framework 17
Demonstrate a good
understanding of accessibility
and usability issues. Create
content that meets accessibility
requirements.
Support the delivery of online
events including podcasts,
live chats, broadcasts, blogs
and Tweets.
Support the delivery of internal
communication content and staff
events, ensuring products are
delivered to a high quality.
Align internal communication to
key change programme delivery
milestones.
Manage online events including
podcast, live chats, broadcasts,
blogs and Tweets.
Edit, revise and optimise
copy and content according to
latest search engine optimisation
best practice, for use/re-use in
digital channels.
Manage and co-ordinate all
activity in internal communication
plans, including deploying
resources and managing risks.
Provide support and clarifcation
to managers to ensure they
are confdent in delivering key
messages and to strengthen the
internal communication cascade.
Be an advocate for digital
engagement and social media,
and share expertise to build
capability across communication
teams and the wider Department.
Lead the development and
implementation of digital
content management strategy.
Provide support and guidance
to Departmental and Directorate
leadership in the delivery of
internal communication. Coach
leaders on their communication
style and on how to engage and
build dialogue with staff.
Ensure consistency of voice
and message across all internal
channels.
Lead internal communication
planning and provide timely
advice to ministers and leaders
in response to crisis scenarios.
Digital
Internal Communication
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Competency 3: Implementation
Communication disciplines continued...
Government Communication Professional Competency Framework 18
Civil Service Competency Framework
Assess the impact and efectiveness of communication.
Review achievement of objectives. Identify lessons learnt
and share feedback.
Competency 4: Impact
Highlighted below are competencies from the Civil Service Competency Framework
relevant when assessing the impact of communication strategies.
AIOs/IOs
(Civil Service Levels 1 & 2)
Are delivering communication
activity and developing their
career and key skills.
SIOs
(Civil Service Level 3)
Have responsibility for
managing communication
strategies, projects and teams.
Grade 7/6s
(Civil Service Level 4)
Are directing and leading larger
communication programmes. Inspiring
and enabling colleagues to excel.
Delivering Results
Managing a Quality Service
Identify common problems
or weaknesses in policy or
procedures that affect service
and escalate these.
Delivering Results
Managing a Quality Service
Develop proposals to improve
the quality of service with
involvement from a diverse
range of staff, stakeholders
or delivery partners.
Engaging People
Building Capability for All
Ensure that individual and
organisational learning and talent
development opportunities are
fully exploited in order to enhance
organisational capability.
Identify capability requirements
needed to deliver future team
objectives and manage team
resources to meet these needs.
Delivering Results
Managing a Quality Service
Establish how the business area
compares to customer service
expectations and industry best
practice and identify necessary
improvements in plans.
Government Communication Professional Competency Framework 19
Core
Core communication skills and knowledge applicable to all communicators.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Support the design and delivery
of techniques to assess the
effectiveness and impact of
communication.
Develop and deliver the
overall evaluation approach
for communication, using
relevant tools and guidance
(such as the GCN guidance
‘Evaluating Government
Communication Activity’)
Develop appropriate
dashboards to support timely,
effective evaluation.
Analyse evidence to assess
effectiveness of communication
and identify lessons learned.
Lead on identifying evaluation
criteria.
Evaluate the effectiveness
of communication against
objectives. Review lessons
learnt and compare with industry
best practice to identify areas
for improvement for future
communication strategies.
Report on evaluation of
communication strategies to
ministers and policy teams.
Make recommendations
and share learning for future
communication activity.
Competency 4: Impact
Government Communication Professional Competency Framework 20
Communication disciplines
Campaigns and Marketing
Additional skills and knowledge applicable to a specifc communication discipline.
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Advise on, monitor, summarise
and provide analysis of
campaign effectiveness
indicators (eg partner opinion).
Manage and deliver the
evaluation of all campaign
plans, including defning clear
metrics that relate to measurable
communication and policy/
business outcomes.
Assess the impact of campaigns
across a range of measures
including output, out take,
outcome and return on investment.
Identify recommendations for
future campaigns.
Conduct media monitoring to
assess reach to target audiences
and delivery of key messages.
Analyse media monitoring
results to assess the effectiveness
of media strategies and inform
future proactive and reactive
media campaigns.
Evaluate impact to shape
direction of future media
campaigns and lead on the
implementation of best practice
across the press offce.
Press and Media
Advise on, monitor, summarise
and provide analysis of
effectiveness indicators for
digital communication.
Assess the effectiveness of digital
communication. Use the results
of user feedback, tests/pilots
and effectiveness indicators to
improve digital communication
and the user experience.
Ensure effective monitoring of,
listening to and action on feedback
from users, clients and partners of
digital products and services.
Ensure digital and social media
expertise and skills are shared
across the Communications
team and wider Department to
build organisational capability.
Digital
Competency 4: Impact
Government Communication Professional Competency Framework 21
Advise on, analyse and support
the implementation of feedback
mechanisms (quantitative
and qualitative) to measure
employee engagement and
the effectiveness of internal
communication.
Assess the effectiveness of
internal communication and
act on staff feedback to ensure
communication is timely, relevant
and meets the needs of the
business and internal audiences.
Explore employee engagement
data to understand the context for
internal communication, identify
challenges and barriers and
suggest actions for improvement.
Use the results from staff internal
communication surveys and
other feedback sources to advise
leaders on the overall internal
communication approach.
Internal Communication
AIOs/IOs
(Civil Service Levels 1 & 2)
SIOs
(Civil Service Level 3)
Grade 7/6s
(Civil Service Level 4)
Competency 4: Impact
Communication disciplines continued...
Further information and guidance on the Communication Professional
Competency Framework is available on the GCN website:
gcn.civilservice.gov.uk/professional-development/professional-competency-framework
You can also access training
and professional development
opportunities to help you build
your skills and knowledge:
gcn.civilservice.gov.uk/
professional-development/
upcoming-courses
If you have any questions
about the communication
competencies, you can contact
GCN at [email protected] or
visit gcn.civilservice.gov.uk
To fnd out more
about the Civil
Service Competency
Framework visit
the Civil Service
Learning website:
civil.service.gov.uk/
competency-framework
doc_331738528.pdf