Condensed Interview Notes PDF

- Days Sales Outstanding and WIP. - - Environment -- Embracing a greener future. - Social Value -- Enhancing the impact on the communities we serve. - Digital -- Enabling mobility with data driving insights - - - - - **ISO 44001: Collaborative Business Relationship Manage...

- Days Sales Outstanding and WIP. - - Environment -- Embracing a greener future. - Social Value -- Enhancing the impact on the communities we serve. - Digital -- Enabling mobility with data driving insights - - - - - **ISO 44001: Collaborative Business Relationship Management Systems.** **ISO 14001: Environmental Management Systems** **ISO 9001: Quality Management Systems** **managing multiple work streams including Highways, Street Lighting, Planning, Transport, Depot.** responsible for overseeing 5 delivery teams working on a Fibre build project that included civils, fibre construction. **ED+I** have mentorship programs for underrepresented groups, and ensure that everyone's voice is heard in decision-making processes. The result is a workforce that feels both represented and included, leading to greater innovation, job satisfaction, and retention. fostering a culture where inclusion is a priority. **The role is very client facing, can you give us an example of when you have worked with a client to resolve a conflict situation?** worked closely with a client, NH, on a project where there were significant changes to internal processes, including a TUPE (Transfer of Undertakings Protection of Employment) situation. NH wanted to implement certain changes outside the terms of the contract, which created a conflict **What the most important thing to you in how you mange your client relationships and an example of when you have demonstrated it?** The most important thing to me in managing client relationships is building trust through honesty and integrity. I believe that by being transparent, upfront, and consistent in my actions, clients feel confident in my approach and the direction of our work together. This trust is the foundation for a long-term, healthy relationship where open communication can flow freely, and we can collaboratively work through challenges. An example of when I demonstrated this was during a visit to the NW contract. **Can you tell us about an incident you have managed and how you went about ensuring the correct resources were assigned to the investigation?** One incident that I managed involved a reversing accident on the motorway, where four individuals were involved. The situation required investigation to understand the root cause and prevent similar incidents in the future. **Give me an example of where you worked hard to improve your performance** What was the role you were undertaking? In my previous role as a Service Performance Manager, I was responsible for overseeing the performance of multiple teams, including operational teams, NH teams, and ROC teams. A key part of my role was to ensure that all teams were aligned with performance metrics and standards, and that the client had a clear understanding of what was expected from each team. One of the main challenges I faced was that the client didn't fully understand their own internal processes and the level of performance required. **Person who disregards Health and safety** A person who disregards health and safety may be influenced by factors such as unclear processes, poor communication, a lack of safety culture, personal circumstances, or a business environment that prioritizes productivity over safety, and it's important to evaluate whether this behaviour is driven by leadership, organizational culture, or simply laziness. **Tell us about an unpopular decision you have made as a manager?** One of the more unpopular decisions I had to make as a manager involved changing the shift structure and rotating shifts within the operations team. The goal was to ensure that our team was available to support both day and night operations, which was necessary to meet business needs and ensure that we could respond effectively to call-outs, especially during busy periods. **Explain a situation where you demonstrated confidence in your viewpoint despite opposition.** A situation where I demonstrated confidence in my viewpoint despite opposition occurred when I was moved to a new role in CF, and I became involved in addressing health and safety procedures, particularly regarding winter maintenance calls. At the time, the company was significantly behind in adhering to health and safety procedures, and I noticed that there was a gap in understanding about responsibilities between our team and the client. **What have you done that shows initiative and willingness to work?** One example that demonstrates my initiative and willingness to work is when I took the opportunity to change my location to work from both the ROC (Regional Operations Centre) and Bescot. This move allowed me to be closer to key operations, but more importantly, it put me in a position where I could be client-facing and actively build strong relationships with both internal teams and external clients. I understood the importance of establishing a direct connection with the client to ensure effective communication and build trust. **Tell us about a difficult customer or a customer complaint that you have dealt with.** One difficult customer situation I dealt with involved a client at CF who, at the time, had a team that was very inexperienced and unsure about how to conduct themselves professionally. This lack of experience led to miscommunications and confusion regarding our processes, expectations, and timelines. The team often didn\'t understand the full scope of our services or how to engage with us effectively, which resulted in frustration on both sides. **Describe something creative that you've done.** One creative solution I implemented involved writing processes that operated outside the scope of the existing contract, but still adhered to core principles and values. The goal was to find ways to improve collaboration and enhance service delivery without breaching any terms of the contract. **Tell us about a major problem you have encountered and how you dealt with it?** A major problem I encountered was during a period of severe weather, with storms and heavy snowfall forecasted to hit the area. The situation required quick thinking and preparation to minimize disruption and ensure the safety of our team and operations WCC much like the inspectors I think that\'s also with WCC. Big summer surface dressing programmes. I\'m not sure who does their soft estate either. Big structures maintenance team as Worcester is a massive county to. Allocation Baseline £ (25/26) Allocation New funding £ (25/26) Total funding £ (25/26) - if LHAs meet incentive ------------------------------- ---------------------------------- -------------------------------------------------- £21,711,000 £7,859,000 £29,571,000 The Highways Act 1980 sets out the duties of the Local Highway Authority in respect of highway maintenance. In particular, Section 41 imposes a duty to maintain the adopted highway at public expense. Whilst the Highways Act does not specify the level of maintenance required, this document sets out Worcestershire County Council's policy to maintain the highway network and to deliver the highway maintenance service in accordance with the \'Well Managed Highway Infrastructure\' (WMHI) Code of Practice published in October 2016. This Code of Practice replaces the following: Well Maintained Highways - Code of Practice for Highway Maintenance Management; Well-lit Highways - Code of Practice for Highway Lighting Management; and Management of Highway Structures - A Code of Practice. This systematic risk based approach to highway safety inspections, determines whether identified defects should be defined as either a Category 1 response (within 24 hours) or a Category 2 (planned response), as per the response times detailed below: R.1 Make safe or repair within 1 hour (emergency situations); R.2 Make safe or repair within 24 hours; R.3 Repair within 7 working days; R.4 Repair within 4 weeks. (28 working days) 12 Key Performance Indicators as part of a Performance Management Framework.