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The Resource Manager defines the resources needed for a project at various stages and is responsible for identifying, recruiting, deploying, adjusting, and developing these resources to ensure successful delivery. They work closely with the Project Manager to meet resource requirements, which may include people or physical resources like equipment.
| Responsibility | Detail |
|---|---|
| Resource strategy and planning | Leads the development and implementation of resource and capability activities across one or several projects, programmes or portfolios. Manages specific activities at a local or departmental level and brings in external or expert resources as needed. |
| Stakeholder management | Builds and maintains key stakeholder relationships to secure necessary resources. |
| Reporting | Ensures timely and accurate reporting on resource and capability activities to support departmental resourcing efforts. Highlights key resourcing and capability risks and develops plans for mitigation. Supports the use of resource management tools. |
| Capability management | Leads the identification of required resource levels, skills, competencies, and skill gaps for both new and existing staff. |
| Digital and data | Uses digital tools to analyse data to predict resource requirements and identify skill gaps. Uses digital tools for resource allocation and management. |
Suitable for individuals who have successfully delivered resource management on small to medium complexity projects or have specialised in specific resource activities within a high complexity project.
Suitable for individuals with relevant skills gained in a non-project environment, such as HR professionals. Recent experience in capability and resource management is required.
None: No knowledge and no experience.
Awareness: Basic knowledge and limited or no experience. You understand how it can be applied. You can describe the benefits and importance. You may have applied it in a low complexity project under supervision or assisted others in delivering it.
Working: Working knowledge and practical experience. You have a good understanding of this competence. You have applied this independently in low complexity projects and/or under supervision in more complex projects.
Practitioner: Detailed knowledge and significant experience. You have a deep understanding of this competence. You have applied this independently in medium and/or highly complex projects. You advise and may supervise others in the delivery of this competence. You can adapt your approach to meet the requirements of the project.
Expert: Expert knowledge and experience. You are considered an expert within government and in the wider profession. You have applied this competence in multiple complex projects. You have been responsible for developing unique variations to suit specific situations. You champion capability development in this area.
| Competency area | Level |
|---|---|
Planning
The ability to define the fundamental components of the work in terms of its scope, deliverables, time scales, resource requirements and budget. It also includes the production of broader plans incorporating risk and quality to provide a consolidated overview of the work.
|
Working |
Scheduling
The ability to develop, produce and maintain schedules for activities that take account of dependencies, resource requirements and constraints in order to enable the efficient realisation of benefits.
|
Awareness |
Resource management
The ability to identify, profile, secure and manage the resources required to deliver the work.
|
Practitioner |
Budgeting and cost management
The ability to estimate costs, produce a budget and control forecasts and actual spend against budget.
|
Working |
Risk and issue management
The ability to systematically identify and monitor risks and issues, planning how to mitigate or respond to those risks and issues and implementing the responses.
|
Awareness |
Governance
The ability to clearly define roles, responsibilities and accountabilities and establish controls and approval routes appropriate to each stage of the work to monitor progress and compliance.
|
Working |
Stakeholder engagement
The ability to systematically identify, analyse and communicate with stakeholders, using appropriate channels, to ensure all those impacted by the change are engaged, taking account of their levels of influence and particular interests.
|
Working |
Business case development
The ability to prepare, develop, commission and update business cases to justify the initiation and continuation of projects in terms of benefits, value for money and risk.
|
Awareness |
Asset allocation
The ability to recommend how financial and other resources should be allocated between projects in order to optimise the organisation's return on investment (ROI). This includes the determination of which projects should be initiated, continued or closed to best support the organisations strategic objectives.
|
Working |
Knowledge management
The ability to identify, share and promote best practices and lessons learned to create a culture of learning and good practice that supports continuous improvement to optimise project delivery.
|
Awareness |
Digital and data
The ability to effectively leverage digital tools and data analytics for better project delivery outcomes. Combining an understanding of digital technologies with the ability to manage, interpret and utilise data to make informed decisions, improve efficiency and achieve outcomes and benefits.
|
Working |
Sustainability
The ability to incorporate environmental and social considerations into the strategic objectives of the work and to effectively identify, assess and manage these throughout the lifecycle, seeking to maximise benefits and mitigate negative impacts.
|
Awareness |
None: No knowledge and no experience.
Awareness: Basic knowledge and limited or no experience. You understand how it can be applied. You can describe the benefits and importance. You may have applied it in a low complexity project under supervision or assisted others in delivering it.
Working: Working knowledge and practical experience. You have a good understanding of this competence. You have applied this independently in low complexity projects and/or under supervision in more complex projects.
Practitioner: Detailed knowledge and significant experience. You have a deep understanding of this competence. You have applied this independently in medium and/or highly complex projects. You advise and may supervise others in the delivery of this competence. You can adapt your approach to meet the requirements of the project.
Expert: Expert knowledge and experience. You are considered an expert within government and in the wider profession. You have applied this competence in multiple complex projects. You have been responsible for developing unique variations to suit specific situations. You champion capability development in this area.
| Competency area | Level |
|---|---|
Visible leadership
The ability to engage, motivate and coach others. To act as a role model and inspire and empower others. Aligned to the leadership Civil Service behaviour.
|
Awareness |
Credible action
The ability to promote the wider public good in all actions and to act in a morally, legally and socially appropriate manner at all times. Challenges unacceptable behaviour. Aligned to the leadership Civil Service behaviour.
|
Working |
Working with ambiguity
The ability to work in an environment of uncertainty and continual change. Able to feel comfortable making decisions and setting direction without having the full picture and re-focus as details emerge. Can apply knowledge and techniques to reduce ambiguity. Aligned to the making effective decisions Civil Service behaviour.
|
Awareness |
Collaboration
The ability to establish and develop productive relationships with internal and external stakeholders, bringing people together to benefit the project. Aligned to the working together Civil Service behaviour.
|
Working |
Influencing
The ability to influence, change and impact decisions with both internal and external stakeholders. Aligned to the communicating and influencing Civil Service behaviour.
|
Working |
Conflict resolution
The ability to recognise, anticipate and effectively deal with existing or potential conflicts at an individual, team or strategic level. Aligned to the working together and leadership Civil Service behaviours.
|
Working |
Inspiring others
The ability to create and present a compelling vision and set clear direction, that motivates others to work towards a common goal. Aligned to the leadership Civil Service behaviour.
|
Awareness |
Resilience
The ability to adapt to changing circumstances and adverse situations whilst remaining calm, reassuring others and maintaining performance. Aligned to the delivering at pace Civil Service behaviour.
|
Working |
Innovation
The ability to think of, research and apply new ideas and ways of doing things. Encourages and supports innovations from others, is willing to experiment and follow ideas through to implementation. Aligned to the changing and improving Civil Service behaviour.
|
Working |
Culture change
The ability to plan, lead and effect positive cultural change, securing commitment and buy-in, and promoting a positive long term vision. Recognises when broader culture change is necessary to deliver a project. Aligned to the seeing the big picture, and changing and improving Civil Service behaviours.
|
Awareness |
This role profile is for a resource manager at SEO grade. This is the typical job title for this role.
Hiring managers should refer to the standardised job titles framework for guidance on which titles to use for recruitment.