- •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 note of and communicate changing customer needs as you identify them.
You consider the likely needs of potential customers, especially those from diverse, under-represented and hard-to-reach groups, in addition to those of existing customers.
You recognise that customers may not express their needs clearly, through lack of awareness of the capability of services or for other reasons.
You are aware of the potential barriers to communities and individuals in taking-up / participating in the services you provide.
You respect and value diversity.
Links with other standards and competency frameworks:
This standard has links with F7 – Support customer service improvements and F8 – Work with others to improve customer service in the NOS for Management and Leadership, developed by the Management Standards Centre. See www.management-standards.org or www.ukstandards.org
Standard A3 – Identify customer requirements for information and library services, archive services and records management functions
To meet the standard, you must be able to:
Identify customers and potential customers.
Develop processes, appropriate to your service and its size, for monitoring the requirements of current and potential customers and usage of current services.
Identify the ways in which the physical environment, organisational policies and procedures can impact upon people with physical, sensory, learning or other disabilities to deter or prevent them from accessing services and facilities.
Employ quantitative and qualitative market research techniques appropriately to assess the needs of potential and current customers.
Identify and establish contact with individuals/groups within local communities who can benefit from and/or contribute to the services you provide.
Undertake consultation using appropriate methods and feedback analyse the results to determine future service developments.
Analyse results of market research in the external environment to determine potential requirements.
Identify appropriate agencies or specialists to undertake market research, if appropriate.
Ensure that data and information gathered as part of market research is used appropriately and ethically.
Prepare clear and relevant briefs for market research projects.
Standard A3 – Identify customer requirements for information and library services, archive services and records management functions
To meet the standard, you must know and understand:
The current and potential customers of your services, including those identified by age, disability, gender, race, religion and belief, sexual orientation and the language requirements of bilingual communities.
The context in which they need information and library services, archive service or records management systems.
What their objectives and priorities are, and the differential impact of policies on different customer groups
The key businesses processes and workflows of your organisation.
The key activities and concerns of your current and potential customers.
The range of quantitative and qualitative market research and consultation techniques available, and when it is appropriate to use them.
How information and library services, archive service or records management systems can benefit organisations and individuals.
The potential contribution of community participation work to wider social policy agendas both regionally and nationally.
Standard A4 – Develop and contribute to strategy and policy for information and library services, archives services and records management
What is the standard about?
Having understood the world about you, your organisation and your customers the next stage is to develop a strategy to meet the requirements. This standard is about developing and contributing to the development of strategies and policies that ensure that services are aligned with your organisation’s objectives, stakeholder expectations and customer requirements. If your service unit is part of a larger organisation then you need to ensure that your perspective is taken account of in other organisational strategies.
Who is the standard for?
The standard is applicable to people in management roles with responsibility for establishing strategy and policy. It is also relevant to people in practitioner and operational roles who may contribute to the process on the basis of their experience of service delivery and contact with customers.