- •Code of Professional Responsibility. – Availble at: http://www.Arma.Org/about/overview/ethics.Cfm
- •II: The Professional Principles
- •3.1 Responsibilities
- •3.2 Acquisition and processing of personal data (Principles 1 and 2)
- •3.3 Records management policies, procedures and systems
- •3.4 Records centre operations
- •3.5 Inventory of personal data systems
- •3.6 Notification
- •3.7 Maintaining accuracy of personal data (Principle 4)
- •3.8 Data subject access to personal data (Principle 6)
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •Industry / sector specific knowledge and understanding
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •In addition to the core values and behaviour, these behaviours underpin effective performance:
- •Industry/sector specific knowledge and understanding
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values, the following values and behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviour which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •Values and behaviours which underpin effective performance:
- •In addition to the core values and behaviours, these behaviours underpin effective performance:
- •1 Identifying options for training sessions
- •2 Delivering training sessions for learners
- •Industry/Sector Specific Knowledge and Understanding
- •Industry / Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •Introduction
- •Involvement and motivation
- •Volunteering
- •Industry/Sector Specific Knowledge and Understanding
- •Industry/Sector Specific Knowledge and Understanding
- •In addition you will need to demonstrate that you know and understand:
- •Industry/Sector Specific Knowledge and Understanding
- •3.1 The Records Management Function
- •3.2 Roles and Responsibilities
- •3.3 Records Management Policy Statement
- •3.4 Training and Awareness
- •3.5 Records Capture and Creation
- •3.6 Records Maintenance
- •3.7 Records Disposal
- •1. Scope of the policy
- •2. Responsibilities
- •3. Relationship with existing policies
- •4. Guidance
- •Introduction
- •1 Business
- •1.1 Business Knowledge
- •1.2 Business Orientation
- •2 Technical
- •2.1 Legal & Regulatory Framework For Records Management
- •2.2 Records Management Theory and Practice
- •2.3 Professional Networking
- •Introduction
- •2.1 Competencies
- •2.2 Levels of Knowledge/Expertise
- •2.3 Framework
- •2.4 Application of the Framework
- •3 Job and Person Specifications
- •3.1 Role Types
- •3.2 Job Specifications
- •3.3 Person Specifications
- •4.2 Development Plans
- •4.3 Training
- •It Literacy
- •Influencing
- •Information Management
- •Iinformation Technology
- •Information Policy
- •I. Demonstrate Interpersonal Skills
- •I 1. Demonstrate concern for client / customer / user
- •I 2. Demonstrate oral communication skills
- •I 3. Demonstrate written communication skills
- •I 4. Demonstrate leadership
- •I 5. Demonstrate negotiation skills
- •I 6. Demonstrate interviewing skills
- •I 7. Demonstrate teamwork skills
- •1. Basic Level:
- •2. Technical Level:
- •3. Expert Level:
- •4. Manager Level:
- •3. Records Management Competency Profiles
- •2 Policy and Skills / Knowledge
- •Core knowledge and skills
- •Alia core values statement
- •5.1.2 Organisation of administration
- •5.2.3 Documents and documenting
- •5.2.4 Records Management
- •5.2.5 Archives management
- •5.2.6 Information technology
- •5.3.4 Records management
- •5.3.5 Archival processing
In addition to the core values and behaviour, these behaviours underpin effective performance:
You take an interest in developments in your organisation and seek to understand their significance to your role and the services you manage.
You identify strengths, weaknesses, opportunities and threats to the provision of information and library services, archives services and records management.
You develop and maintain contact with stakeholders to enable discussion on the impact of organisational change on the services your deliver to customers.
You engage with other occupational and professional groups in your organisation (where these exist) to develop effective working relationships with them.
Links with other standards and competency frameworks:
This standard has links with B2 – Map the environment in which your organisation operates, B3 – Develop a strategic business plan for your organisation and F10 – Develop a customer focussed organisation in the NOS for Management and Leadership, developed by the Management Standards Centre. See www.management-standards.org or www.ukstandards.org
Standard A2 – Understand the organisation
To meet the standard, you must be able to:
Identify the key objectives of your organisation, both current and planned.
Identify, evaluate and monitor the key risks to your organisation and their implications for the services you provide.
Identify, evaluate and monitor trends and developments inside your organisation.
Identify and work creatively with your organisation’s politics and culture.
Undertake an assessment of take-up of / participation in the services and facilities your organisation offers.
Develop a clear understanding of how community profiling can support the achievement of organisational objectives.
Identify available resources to undertake community engagement and potential sources of funding to support this activity.
Standard A2 – Understand the organisation
To meet the standard, you must know and understand:
The relevant local, national and international drivers of the environment in which your organisation operates.
Your organisation’s strategic aims, policies and procedures.
Your organisation’s current and future objectives and business plan.
Your organisation’s performance against its targets / success factors.
Your organisation’s processes for developing policy and decision making.
Your organisation’s organisational structure and the key roles.
Your organisation’s culture and style of working.
How to analyse your organisation’s strengths, weaknesses, opportunities and threats.
How information and library services, archive services or records management contribute to organisational goals (if these are a function within a larger organisation).
How engaging with local communities can potentially support the achievement of organisational objectives.
Public sector equality and diversity duties, as applicable to your organisation.
Standard A3 – Identify customer requirements for information and library services, archive services and records management functions
What is the standard about?
Services need to meet the requirements of the parent organisation and contribute to the achievement of its objectives. This standard is about understanding the culture, objectives and key processes of your organisation, and tracking these changes, so that strategies and services are fit for purpose.
Who is the standard for?
The standard is applicable to people in management and practitioner roles with responsibility for planning and developing information and library services, archive services and records management functions. It is also relevant to people in practitioner and operational roles who are engaged in the delivery of services to customers.