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Click on a + in the diagram above to explore each individual competency.

THE CGMA COMPETENCY FRAMEWORK: A framework for success

In developing the CGMA Competency Framework, we carried out comprehensive research with finance professionals and employers around the world. Our research revealed that while producing good accounting information is essential, today’s and tomorrow’s finance professionals need to be able to apply financial disciplines in managing a business. Having the technical skills relevant to each area is not enough. These skills have to be integrated and applied in the context of an organisation’s business, with finance professionals working alongside or leading others from different departments.

In addition to accounting and analytical skills, finance professionals must also have an understanding of the organisation, its business model, its strategic context and its competitive position. They also need the people and leadership skills necessary to ensure that they apply their expertise effectively, whether it be in the form of supplying management with accounts, information, analysis or insights. These skills are captured in the four knowledge areas of the CGMA Competency Framework and defined as Technical, Business, People and Leadership skills.

This tool looks specifically at elements of the CGMA Competency Framework that apply to the Professional Qualification syllabus. To view details of the full content, please click here.

Technical Skills

Technical skills enable finance professionals to conduct operations to meet statutory and regulatory requirements; provide analysis of financial information to internal and external stake holders; lead on planning, forecasting and budgeting activity, investment decisions and appraisal and advise on managing both financial and non-financial risk.

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Technical Skills

Business Skills

Leadership Skills

People Skills

Financial accounting and reporting

Professional accounting standards

This ensures that the organisation conducts operations and fulfils its statutory and regulatory obligations according to professional accounting standards (domestic and/or international as applicable per business model).

Foundational
  • Demonstrate awareness and knowledge of the professional accounting standards
  • Apply those principles to accurately record financial transactions and maintain appropriate supporting documentation
F1A1

Explain the need for and the process of regulating the financial reporting information of incorporated entities.

F1B1

Explain the main elements of and key principles underpinning financial statements prepared in accordance with international financial reporting standards.

E1B1

Discuss the purpose of the finance function and its relationships with other parts of the organisation.

Intermediate
  • Review the accuracy and legitimacy of recorded financial transactions and related reports
  • Assist in developing and implementing new accounting and reporting pronouncements and determine the resulting impact
  • Recommend appropriate accounting and reporting treatment for certain transactions
F2B1

Produce consolidated primary financial statements, incorporating accounting transactions and adjustments, in accordance with relevant international accounting standards, in an ethical manner.

Advanced
  • Demonstrate advanced level understanding of accounting standards
  • Develop, manage and execute plans for implementation of new or updated accounting and reporting pronouncements
  • Identify potential issues associated with unusual or complex transactions, review and approve the appropriate treatment
F2C1

Evaluate the financial performance, financial position and financial adaptability of an incorporated entity.

F3A1

Evaluate strategic financial and non-financial objectives of different types of entities.

Transactional Accounting and Closing Processes

This is the process of recording, adjusting and reconciling financial transactions and events according to professional accounting standards.

Foundational
  • Perform all activities within the receivables process; calculate non-complex provisions using appropriate methods; identify risks of bad debts
  • Perform all activities within the payables process
  • Perform month end close activities and provide accurate and timely financial submissions
  • Reconcile sub-ledgers to general ledger and perform other related account reconciliations; evaluate accounts for legitimacy and balance substantiation
  • Understand the different components and interdependencies of the organisation’s chart of accounts
F1B2

Produce the primary financial statements of an individual entity incorporating accounting transactions and adjustments, ensuring the ethical application of relevant international financial reporting standards.

Intermediate
  • Oversee the receivables process; identify ways to mitigate debt related risks; calculate the impact of debtors on financial ratios; calculate non-routine provisions
  • Oversee the payables process; calculate the impact of creditors on financial ratios
  • Oversee all month-end close processes and activities
  • Reconcile complex accounts involving inconsistent data from non-integrated systems
  • Define new general ledger accounts and ensure proper maintenance of the organisation’s chart of accounts
F2C1

Evaluate the financial performance, financial position and financial adaptability of an incorporated entity.

Advanced
  • Resolve exceptional situations in the receivables process, calculate complex provisions; advise on debtor risk mitigation methods
  • Manage centralised, complex accounts payable processes; advise on implications of creditor profile on the business performance as well as alternative processes related to payables
  • Simplify, improve and harmonise existing and complex processes and systems for account reconciliations and month-end closing
  • Define and design effective charts of accounts
  • Ensure effective accounting processes and implement changes consistent with best practices
F2C1

Evaluate the financial performance, financial position and financial adaptability of an incorporated entity.

Financial Reporting and Compliance

This is the process of creating internal and external financial reports for both individual entities or groups using appropriate accounting and/or regulatory requirements.

Foundational
  • Understand and describe the main elements of financial statements and reports
  • Understand general compliance requirements and provide accurate and timely financial submissions
F1B1

Explain the main elements of and key principles underpinning financial statements prepared in accordance with international financial reporting standards.

F1B2

Produce the primary financial statements of an individual entity incorporating accounting transactions and adjustments, ensuring the ethical application of relevant international financial reporting standards.

Intermediate
  • Prepare financial statements and reports and ensure accuracy, completeness, and compliance with reporting requirements
  • Identify potential compliance issues and recommend solutions to upper management; ensure timely completion of financial reporting requirements
F1B2

Produce the primary financial statements of an individual entity incorporating accounting transactions and adjustments, ensuring the ethical application of relevant international financial reporting standards.

F2B1

Produce consolidated primary financial statements, incorporating accounting transactions and adjustments, in accordance with relevant international accounting standards, in an ethical manner.

Advanced
  • Ensure integrity, accuracy and completeness of financial statements; discuss the need for and nature of appropriate disclosures
  • Implement efficient process changes consistent with best practices; create a corporate culture of compliance and shared accountability
F2B1

Produce consolidated primary financial statements, incorporating accounting transactions and adjustments, in accordance with relevant international accounting standards, in an ethical manner.

Expert
  • Advise on the ethical selection and adaption of relevant accounting policies and estimates
  • Ensure full organizational compliance
F2B1

Produce consolidated primary financial statements, incorporating accounting transactions and adjustments, in accordance with relevant international accounting standards, in an ethical manner.


Cost Accounting and Management

Cost Accounting

This is the process of recording costs with associated drivers in the production, analysis and use of information for decision-making in the organisation.

Foundational
  • Understand and apply basic concepts of cost accounting to support entities’ operational and financial requirements
  • Demonstrate knowledge to effectively identify and update product costs as necessary
P1A1

Discuss costing methods and their results.

Intermediate
  • Break down key business processes, allocate costs and income on an agreed standardized basis and identify performance issues
  • Apply various costing methods such as standard, marginal and absorption methods and explain corresponding advantages and disadvantages
  • Interpret material, labour, variable/fixed overhead and associated variances
P1A1

Discuss costing methods and their results.

P1C2

Analyse short-term pricing and product decisions.

P1A2

Discuss the role of quality costing.

Advanced
  • Implement and apply advanced costing techniques and discern whether costing techniques used by the organisation are appropriate
  • Advise on role and classification of quality costing, including prevention, appraisal and internal/external failure costs
  • Recommend on the creation of new and select products and services with corresponding selling price with impact on the business
P1A2

Discuss the role of quality costing.

P1A3

Explain the role of environmental costing.

Expert
  • Advise on the role of sustainability and environmental cost accounting and its contribution to improved environmental, social and financial business performance
  • Approve offering on new products and services and advise on alternative pricing strategies with financial consequences
F2B1

Produce consolidated primary financial statements, incorporating accounting transactions and adjustments, in accordance with relevant international accounting standards, in an ethical manner.

Cost Management

This is the process of analyzing, planning and managing costs, including product pricing and supply chain analysis, to support implementation of organisational strategies.

Foundational
  • Demonstrate basic understanding of techniques used to analyse and manage costs
P1A1

Discuss costing methods and their results.

Intermediate
  • Apply various techniques such as target costing, value analysis, life cycle and discuss implications
  • Prepare analysis and reports that enable the business management to effectively challenge costs and inform decision-making
  • Participate in waste elimination efforts with the business to understand key drivers and cost reduction opportunities
P2A1

Evaluate techniques for analysing and managing costs for competitive advantage.

P2B1

Discuss decision making in responsibility centres.

P2B2

Discuss issues arising from the use of performance measures and budgets for control.

Advanced
  • Manage cost challenge processes and work closely with the business to ensure key performance indicators are measuring the right metrics
  • Discuss and recommend transfer pricing systems and evaluate effect of transfer prices
  • Provide leadership and coaching to team members on cost control and reporting issues
E2D2

Discuss the concepts involved in managing projects.

P3B1

Evaluate the tools and processes required for strategy implementation.

Expert
  • Advise on strategic cost transformation including cutting waste while maintaining or enhancing value creation
  • Lead business on strategy, design and implementation of work
P3B1

Evaluate the tools and processes required for strategy implementation.


Business Planning

Planning, Forecasting And Budgeting

This is the process of evaluating and quantifying a strategically aligned plan, for a defined period of time, which may include planned sales volumes and revenues, resource quantities, costs and expenses, assets, liabilities and cash flows as well as non-financial metrics.

Foundational
  • Contribute to business planning, budgeting and expenditure forecasting processes
  • Apply basic modelling, forecasting and planning techniques to develop cost forecasts with cost drivers identified and explained
P1B1

Explain the purposes of forecasts, plans and budgets.

P1B3

Discuss budgets based on forecasts.

E1B2

Explain how the finance function supports the organisation’s strategies and operations.

Intermediate
  • Lead planning processes, including setting targets, communicating assumptions, coordinating budget preparation, challenging submissions and seeking synergies upon consolidation
  • Provide the business with relevant financial support to enable effective planning while applying moderate budgeting and forecasting techniques
  • Provide reasoned advice on modelling, planning and forecasting with reference to cost, time and quality which might include an understanding of some aspects of the organisation strategic direction
P1B1

Explain the purposes of forecasts, plans and budgets

P1B2

Prepare forecasts of financial results.

P1B4

Discuss the principles that underlie the use of budgets for control.

P2B2

Discuss issues arising from the use of performance measures and budgets for control.

P2C1

Evaluate information to support project appraisal.

Advanced
  • Translate business strategy into financial targets and tactical plans and support execution in a controlled risk and reward-based manner
  • Interpret and make effective management decisions using benchmarking, trends, and other planning and forecasting methods; develop and implement improvements to the planning processes
  • Establish and ensure effective and consistent modelling, planning and forecasting processes across business unit(s) and identify and implement best practices in these processes
P2B2

Discuss issues arising from the use of performance measures and budgets for control.

P3C3

Evaluate the purposes and process of audit in the context of internal control systems.

E3D1

Evaluate the tools and techniques of strategy implementation.

Capital Expenditure And Investment Evaluation

This is the process of assessing investments based on alignment with strategy, affordability, acceptable returns and prioritisation of options.

Foundational
  • Apply investment appraisal techniques to investment appraisals
  • Perform post-investment reviews
P2C1

Evaluate information to support project appraisal.

Intermediate
  • Communicate and apply investment decision making criteria
P2C1

Evaluate information to support project appraisal.

Advanced
  • Evaluate and appraise large and complex investments, capital expenditures and financing projects
  • Review investment appraisals and provide guidance and recommendations
P2C1

Evaluate information to support project appraisal.

F3A2

Evaluate strategic financial management policy decisions.

P3E1

Evaluate the risks arising from changes in the environment for capital investment appraisal.

E3B2

Evaluate tools and techniques used in strategy formulation.

F3A2

Evaluate strategic financial management policy decisions.

Expert
  • Approve investment proposals
  • Anticipate future needs of the organisation including portfolio actions
P3E1

Evaluate the risks arising from changes in the environment for capital investment appraisal.


Management Reporting And Analysis

Financial Analysis

This is the process of analysing the financial statements and data to provide insights about the financial performance and position of the organisation over time and in comparison with others.

Foundational
  • Use financial ratio analysis to evaluate the organisation’s performance, its financial state, the effectiveness of its use of working capital and its creditworthiness
  • Apply discounted cash flow (DCF) techniques to evaluate commercial and financial decisions; determine and challenge the assumptions that drive commercial decisions
  • Prepare profit and loss, economic value added and cash flow analysis to enable decision-making; evaluate changes in account balances and identify items requiring escalation
F1C1

Describe the sources of short-term finance and cash investment.

F1C2

Evaluate the working capital position of an entity.

F1C3

Analyse the short-term cash position of an entity.

P2C1

Evaluate information to support project appraisal.

Intermediate
  • Apply common quantitative techniques such as discounted cash flow (DCF) and value at risk (VAR) to model the economic, fiscal and accounting impact of typical commercial activities or standard financial structures and instruments
  • Provide analysis to support decision-making, including presenting economic outcomes, identifying the key value drivers, benefits, sensitivities and risks, accounting and fiscal implications
  • Prepare and analyse problems using sensitivity analysis and other techniques; review variance analyses and account reconciliations, and identify significant items requiring the attention of higher-level management
P1D1

Analyse information to assess risk and its impact on short-term decisions.

P2C1

Evaluate information to support project appraisal.

P2D1

Analyse information to assess its impact on long-term decisions.

P3D1

Evaluate financial risks facing an organisation.

Advanced
  • Review outputs of financial and cash flow analyses to develop views and guide management; resolve significant reporting variances or recommend corrective actions where needed
  • Approve and present financial statements and analysis to executive management and provide recommendations for improvements
  • Design reporting and monitoring regimes to track performance against corporate objectives
  • Apply sophisticated quantitative analysis to identify the business, commercial and financial impact on the organisation of different courses of action; advise on actions or options to improve the modelled outcome
F2C1

Evaluate the financial performance, financial position and financial adaptability of an incorporated entity.

P2B1

Discuss decision making in responsibility centres.

E3D1

Evaluate the tools and techniques of strategy implementation.

P3D1

Evaluate financial risks facing an organisation.

Expert
  • Interpret and translate financial statements to drive strategic and successful business decisions and growth; provide guidance to the business using best practice in cash flow analysis
  • Communicate financial results to chief executive officer, board of directors and external stakeholders
  • Assess cutting-edge developments in quantitative analysis and incorporate relevant developments into the organisation’s methodologies
  • Set standards for business analysis to support strategic direction and comparison; develop and implement finance solutions to complex and high value commercial decisions including all aspects of non-technical risk and business delivery
P3B1

Evaluate the tools and processes required for strategy implementation.

Management Reporting

This is the process of delivering, discussing and reporting on the organisation’s operations and financial conditions (including quality and sustainability reporting, customer profitability).

Foundational
  • Extract and deliver straightforward management information reports
  • Prepare and provide accurate and timely financial data, where appropriate, for inclusion in the financial control process
E1B2

Explain how the finance function supports the organisation’s strategies and operations.

Intermediate
  • Deliver quality management information
  • Develop business unit reporting systems for management, project or performance reporting and implement processes to deliver management information according to the reporting cycle
E1C1

Demonstrate the purpose of the technology and information function and its relationships with other parts of the organisation.

E1C2

Explain how information systems support the organisation’s strategies and operations.

F2C1

Evaluate the financial performance, financial position and financial adaptability of an incorporated entity.

Advanced
  • Assess, generate and implement ideas to optimise identification and delivery of management information to multi-functional teams
  • Lead the development of functional reporting systems, for management, project or performance reporting
  • Challenge and make fundamental changes to address root causes of management information and reporting quality/correctness issues
E3E1

Evaluate the information systems requirements for successful strategic implementation.

P2B2

Discuss issues arising from the use of performance measures and budgets for control.

E3D1

Evaluate the tools and techniques of strategy implementation.

Performance Management

This is the process of measuring and monitoring performance to ensure organisational and personal goals are consistently met.

Foundational
  • Interpret and provide basic analysis of management information and link to business unit strategy and operational performance
  • Analyse business results, identify learning points and help to communicate them through the organisation
  • Distinguish between internal and external factors that have an impact on performance and analyse market and competitor behaviour
P1C1

Explain concepts of cost and revenue relevant to pricing and product decisions.

P1C2

Analyse short-term pricing and product decisions.

E1B1

Discuss the purpose of the finance function and its relationships with other parts of the organisation.

E1B2

Explain how the finance function supports the organisation’s strategies and operations.

E1E2

Apply tools and techniques to formulate the organisation’s marketing strategies, including the collection, analysis and application of Big Data.

P1D1

Analyse information to assess risk and its impact on short-term decisions.

Intermediate
  • Create proposals for new transactions or ways of doing business based upon a sound business understanding
  • Set-up, prepare and lead appraisals that enable effective monitoring as well as improvement of business performance
  • Assist line management in preparing action plans for identified areas of improvement; own and drive the use of key performance indicators and accurate, timely and forward-looking management information
E1B2

Explain how the finance function supports the organisation’s strategies and operations.

E2B1

Discuss the concepts associated with managing through people.

E2B2

Discuss the hard and soft aspects of people and organisational performance.

P2B2

Discuss issues arising from the use of performance measures and budgets for control.

Advanced
  • Own, select and use financial and non-financial key performance indicators in business appraisal; interpret trends from financial reports, extrapolate and evaluate risk in complex scenarios
  • Interpret and analyse management information, in the context of the external environment and business objectives, to advise decision-makers
  • Identify and manage non-technical risk arising during the delivery of products or services in the pursuit of business opportunities
  • Evaluate the impact that key portfolio decisions will have on costs and other key performance indicators and integrate impacts in on-going performance management and appraisal
E2A2

Analyse the relationship between different aspects of the global business environment.

E3D1

Evaluate the tools and techniques of strategy implementation.

P2B2

discuss issues arising from the use of performance measures and budgets for control.

Variance Analysis
Foundational
  • Review management reports, including identification and awareness of the key causes of business variances
P1A1

Discuss costing methods and their results.

P1B5

Analyse performance using budgets, recognising alternative approaches and sensitivity to variable factors.

E1B1

Discuss the purpose of the finance function and its relationships with other parts of the organisation.

Intermediate
  • Interpret financial reports and accounts, identify and evaluate risks and opportunities, supervise while applying appropriate mitigation where necessary
  • Interpret the content of management reports and identify key causes of business variances
P1A1

Discuss costing methods and their results.

Advanced
  • Provide advice and guidance on the content of business performance reports and the causes of variances
  • Design reporting structures and assess achievement against corporate goals and objectives
P2B2

Discuss issues arising from the use of performance measures and budgets for control.

Benchmarking
Foundational
  • Demonstrate basic understanding in distinguishing between internal and external factors that impact on performance
P1B2

Prepare forecasts of financial results.

Intermediate
  • Benchmark business performance internally and externally; deliver benchmark management information to specific needs to allow decision-making that pushes performance boundaries
P2B2

Discuss issues arising from the use of performance measures and budgets for control.

P3C3

Evaluate the purposes and process of audit in the context of internal control systems.

Advanced
E2A1

Discuss developments in strategic management.

E2A2

Analyse the relationship between different aspects of the global business environment.


Corporate Finance And Treasury Management

Cash Management

This is the process of determining how to balance the organisation’s cash needs; it aims to optimise cash balances, while managing customer, supplier and investor needs to determine the optimal financing of working capital.

Foundational
  • Identify funding needs, assess credit rating using standard credit models and implement standard corporate funding solutions where appropriate
  • Execute standard cash management solutions
F1C1

Describe the sources of short-term finance and cash investment.

F1C2

Evaluate the working capital position of an entity.

F1C3

Analyse the short-term cash position of an entity.

Intermediate
  • Negotiate, implement and provide ongoing first line support of alternative cash management solutions available in the market
  • Complete corporate reporting for foreign currency cash flows; execute a forward contract
F2C1

Evaluate the financial performance, financial position and financial adaptability of an incorporated entity.

P3D2

Evaluate alternative risk management tools

Advanced
  • Design, negotiate, implement and execute cash management solutions to complex or unusual business requirements
  • Manage standard cash management solutions contracts; monitor corporate reporting on foreign currency cash flows
P3D1

evaluate financial risks facing an organisation.

F3A2

Evaluate strategic financial management policy decisions.

F3C2

Evaluate the value of entities.

Mergers And Acquisitions

This is the process of consolidating with and acquiring other organisations.

Foundational
  • Perform limited analysis of mergers, acquisitions and divestitures prospects
  • Participate in due diligence assignments
F1B3

produce the consolidated statement of financial position and consolidated statement of comprehensive income, ensuring the ethical application of relevant international financial reporting standards.

Intermediate
  • Assess the attractiveness of mergers, acquisitions and divestitures versus organic growth options for the organisation
  • Provide independent perspective and analysis of valuation, deal economics, deal structure, counterparty motivations and overall financial and structural aspects of mergers, acquisitions and divestitures transactions
  • Manage the due diligence process, including interactions with the deal negotiating team, from scope definition to interpretation of findings
F2B2

Demonstrate the impact on the preparation of the consolidated financial statements of certain complex group scenarios.

F3C1

Evaluate opportunities for acquisition, merger and divestment.

Advanced
  • Analyse and communicate the impact of mergers, acquisitions and divestitures on business strategy and portfolio management and compare to organic growth options
  • Act as finance lead for major multi-disciplinary mergers, acquisitions and divestitures transactions and lead post implementation reviews of the selected business transactions
E3B1

Evaluate the process of strategy formulation.

F2B2

Demonstrate the impact on the preparation of the consolidated financial statements of certain complex group scenarios.

F3B1

Evaluate the financing requirements of an entity and recommend a strategy for meeting those requirements.

F3C1

Evaluate opportunities for acquisition, merger and divestment.

F3A2

Evaluate strategic financial management policy decisions.

F3C2

Evaluate the value of entities.

Expert
  • Act as finance lead for the most significant and complex mergers, acquisitions and divestitures transactions
  • Assess cutting edge developments in mergers, acquisitions and divestitures policies and processes and incorporate relevant developments into the organisation’s strategy
F3C1

Evaluate opportunities for acquisition, merger and divestment.

F3C2

Evaluate the value of entities.

F3C3

Evaluate pricing issues and post-transaction issues.

Treasury Policies And Treasury Risk Management

This is the process of implementing policies, evaluating and managing risks associated with the organisation’s investment, funding activities, collections and disbursements.

Foundational
  • Review and understand basic corporate treasury policies pertaining to your business unit; able to implement standard treasury risk management solutions where appropriate
  • Assess credit risk of counterparties using credit models; develop basic short and medium term cash flow forecasts and advise on appropriate action
F1C2

Evaluate the working capital position of an entity.

Intermediate
  • Analyse the corporate treasury policies pertaining to areas of the business
  • Evaluate common treasury exposures and financial instruments, including the financial mathematics underpinning their pricing
F2A1

Discuss types and sources of long-term finance for an incorporated entity.

F2A2

Calculate a weighted average cost of capital (WACC) for an incorporated entity.

Advanced
  • Advise business units in the implementation, execution and analysis of corporate treasury policies; assess key operational treasury risks, design and implement risk-based mitigation
  • Negotiate, implement and provide on-going first-line support to alternative or non-standard risk management solutions where appropriate
F3A1

Evaluate strategic financial and non-financial objectives of different types of entities.

F3B1

Evaluate the financing requirements of an entity and recommend a strategy for meeting those requirements.

F3C3

Evaluate pricing issues and post-transaction issues.

P3B1

Evaluate the tools and processes required for strategy implementation.

Expert
  • Lead and provide strategic oversight on the implementation and execution of corporate treasury policies for the organisation
  • Establish and lead culture of risk management by providing executive oversight in policies, practices and reporting
E3D1

Evaluate the tools and techniques of strategy implementation.

Business Valuation

This is the process of estimating the economic value of a business unit or an organisation.

Intermediate
  • Able to analyse, interpret and display knowledge within a process of due diligence
F3C2

Evaluate the value of entities.

Advanced
  • Display solid knowledge in analysing and interpreting valuation decisions
F3C2

Evaluate the value of entities.

Expert
  • Exhibit experience and advanced analytical ability to strategically determine effectiveness and appropriateness of valuation decisions
F3C2

Evaluate the value of entities.

Corporate Funding

This is the process of acquiring or raising funds to carry out organisational goals and objectives.

Foundational
  • Understand basic corporate funding arrangements
F1C1

Describe the sources of short-term finance and cash investment.

F2A1

Discuss types and sources of long-term finance for an incorporated entity.

Intermediate
  • Support funding arrangements and coordinate debt ratings process
F2A1

Discuss types and sources of long-term finance for an incorporated entity.

Advanced
  • Apply corporate finance and funding techniques from first principles to complex and unusual situations
  • Negotiate funding arrangements including corporate credit facilities, public and private financing arrangements and minimise total cost of funds
F3A2

evaluate strategic financial management policy decisions.

F3B1

Evaluate the financing requirements of an entity and recommend a strategy for meeting those requirements.

Expert
  • Oversee banking relationships and maintain external communication with rating agencies and investment banks
  • Evaluate and recommend optimal capital structure; develop and challenge shareholder models and link to economic models
F3A1

Evaluate strategic financial and non-financial objectives of different types of entities.

F3A2

Evaluate strategic financial management policy decisions.

F3B1

Evaluate the financing requirements of an entity and recommend a strategy for meeting those requirements.

F3B2

Evaluate dividend policies for an incorporated entity that meet the needs and expectations of shareholders.


Risk Management And Internal Control

Risk Management Policies And Procedures

This is the process of understanding and applying organisational policies/procedures to manage and control both financial and non financial risks to which the organisation might be exposed.

Foundational
  • Obtain basic understanding of the application of the organisation’s risk management policies
P1D1

Analyse information to assess risk and its impact on short-term decisions.

Intermediate
  • Apply relevant risk regulations, policies and procedures to non-complex business issues
P2D1

Analyse information to assess its impact on long-term decisions.

Advanced
  • Develop innovative approaches to managing significant business risks effectively and efficiently
  • Lead implementation, execution and monitoring activities
  • Advise on best solutions and foresee the impact of changes in regulations, policies and procedures for non-complex and increasingly complex business issues
P2D2

Discuss management’s responsibilities with regard to risk.

P3A1

Evaluate the types of risk facing an organisation and recommend appropriate responses.

P3A2

Evaluate senior management’s responsibility for the implementation of risk management strategies and internal controls.

P3A3

evaluate the ethical impact of risk.

Expert
  • Drive integration and standardisation of risk management processes across the organisation
  • Advise on the application of the organisation’s risk management policies, industry best practices and construct organisation guidelines
  • Analyse trends in risk management and internal control, evaluate implications, define and implement organisation-wide response
P3A1

Evaluate the types of risk facing an organisation and recommend appropriate responses.

P3A3

Evaluate the ethical impact of risk.

P3C2

Evaluate risk management strategies and internal controls.

P3C3

Evaluate the purposes and process of audit in the context of internal control systems.

P3D2

Evaluate alternative risk management tools.

Risk Identification And Assessment

This is the process of detecting and evaluating risk factors that could adversely affect the implementation of the organisation’s strategy.

Foundational
  • Demonstrate basic understanding of the entity’s risk components and organisational controls
P1D1

Analyse information to assess risk and its impact on short-term decisions.

Intermediate
  • Participate in risk assessment and identification efforts
  • Identify and assess the impact and likelihood of risks to achieving business objectives; monitor changes in risk environment
P2D1

Analyse information to assess its impact on long-term decisions.

P2D2

Discuss management’s responsibilities with regard to risk.

Advanced
P3A1

Evaluate the types of risk facing an organisation and recommend appropriate responses.

Risk Response And Reporting

This is the process of developing and implementing procedures to mitigate identified risks or exposure to risk, and disclosing risk information to both internal and external stakeholders.

Foundational
  • Understand effective controls or mitigation options to manage specific risks and refer to experts where appropriate
P1D1

Analyse information to assess risk and its impact on short-term decisions.

Intermediate
  • Monitor the effectiveness of actions taken to manage identified risks and intervene as appropriate
  • Understand and be able to explain the purpose of risk mitigation measures
  • Understand, develop and prepare risk reporting
P1D1

Analyse information to assess risk and its impact on short-term decisions.

P2D2

Discuss management’s responsibilities with regard to risk.

Advanced
  • Develop and implement appropriate risk mitigation for significant and unusual risks to which the business is exposed
  • Provide advice on business continuity management mechanisms, define appropriate risk responses for reasonably foreseeable emergency scenarios and events
  • Design and implement risk reporting systems and communicate to executive management risk processes and results including recommendations for improvement
P3A1

Evaluate the types of risk facing an organisation and recommend appropriate responses.

P3A2

Evaluate senior management’s responsibility for the implementation of risk management strategies and internal controls.

P3B1

Evaluate the tools and processes required for strategy implementation.

Expert
  • Develop innovative and strategic approaches to managing significant business risks across the organisation
  • Interpret risk reporting and make effective decisions based on high-level understanding and expertise
P3B1

Evaluate the tools and processes required for strategy implementation.

P3B2

Evaluate ethical issues facing an organisation and its employees.

P3B3

Evaluate the risks associated with corporate governance.

Internal Control

This is the process of implementing a control framework to ensure the integrity of operations, financial and accounting practices.

Foundational
  • Understand internal control framework and the type of risks to mitigate
  • Identify, interpret and apply control guidelines and requirements on specific governance issues
  • Actively promote the application of risk management and risk-based approach to internal control
  • Operate financial controls, specific user access and/or data integrity controls; perform regular reviews of segregation of duties conflicts
F1A2

Discuss the need for and key principles of corporate governance regulation.

E1B1

Discuss the purpose of the finance function and its relationships with other parts of the organisation.

Intermediate
  • Assist in the development and implementation of governance frameworks and fit-for-purpose financial controls
  • Establish processes to monitor compliance and effectiveness of financial controls in line with the organisation’s methodology; identify, develop and implement process improvements where needed
  • Implement data integrity and user access controls to mitigate risks associated with specific processes
  • Assess potential impact of segregation of duties conflicts; identify and implement remediation and/or compensating controls
P2D2

Discuss management’s responsibilities with regard to risk.

P3B3

Evaluate the risks associated with corporate governance.

P3D2

Evaluate alternative risk management tools.

Advanced
  • Act as a custodian and maintain the integrity and consistency of business governance and control frameworks
  • Significantly improve and monitor risk-based system of financial control; develop solutions for the effectiveness of existing controls to manage the business risks
  • Manage, remediate and enforce compliance procedures; define and implement end-to-end user access management processes and standards, covering role design, access provisioning, monitoring and remediation
  • Drive the standardisation and integration of risk-based user access management processes by making optimal use of system controls and available IT solutions
P3B3

Evaluate the risks associated with corporate governance.

P3C1

Evaluate control systems for organizational activities and resources.

P3D1

Evaluate financial risks facing an organisation.

P3D2

Evaluate alternative risk management tools.

Expert
  • Define fit-for-purpose control frameworks and ensure implementation and full compliance of control policies across the organisation
  • Evaluate the implications of changes in regulations and best practices related to governance and financial controls; drive implementation of organisation-wide responses
  • Create risk-based governance frameworks to handle complex and unusual business activities and issues
  • Lead benchmarking or process improvement initiatives to improve controls
P3C1

Evaluate control systems for organizational activities and resources.

P3D2

Evaluate alternative risk management tools.

Internal Audit

This is the process of examining, analysing and providing an independent and objective opinion on the effectiveness of an organisation’s operations.

Foundational
  • Execute audits to provide independent and objective assurance, including preparing audit draft reports and parts of the audit work program by applying corporate internal audit methodology
  • Maintain manual of authorities for specific areas; manage specific assurance activities in support of management’s self-assessment; identify required resources to complete an individual audit
E1B1

Discuss the purpose of the finance function and its relationships with other parts of the organisation.

Intermediate
  • Prepare the audit work program for each audit; develop efficient and effective assurance activities
  • Review assurance plans and audit programs to ensure appropriate coverage
P3C3

Evaluate the purposes and process of audit in the context of internal control systems.

Advanced
  • Ensure proposed audit work programs focus on the material risks for the area under audit and is compliant with all relevant internal and external standards
  • Address significant, complex and non-routine problems with respect to the audit plan and advise others on how to perform audit assessments
P3C3

Evaluate the purposes and process of audit in the context of internal control systems.


Accounting Information Systems

Information Systems Environment

This is the process of creating an IT environment and understanding the interrelationships between the various components and systems, including the workflow of data through the systems.

Foundational
  • Obtain working knowledge of the organisation’s information systems environment (hardware, software and networks)
E1C1

Demonstrate the purpose of the technology and information function and its relationships with other parts of the organisation.

E1C2

Explain how information systems support the organisation’s strategies and operations.

Intermediate
  • Monitor the applications and effectiveness of the organisation’s information systems
E1C2

Explain how information systems support the organisation’s strategies and operations.

P2D2

Discuss management’s responsibilities with regard to risk.

Advanced
  • Proactively share knowledge across the business to streamline systems
E3E2

Evaluate the opportunities for the use of IT and IS for the organisation, including Big Data.

Expert
  • Develop and communicate strategic vision regarding the finance systems and supporting technology
E3E1

Evaluate the information systems requirements for successful strategic implementation.

E3E2

Evaluate the opportunities for the use of IT and IS for the organisation, including Big Data.

P3B1

Evaluate the tools and processes required for strategy implementation.

P3C1

Evaluate control systems for organizational activities and resources.

Accounting Applications

This is the process of defining and structuring the accounting systems in compliance with policies and guidelines.

Foundational
  • Demonstrate understanding of the accounting systems and their functionality
E1B2

Explain how the finance function supports the organisation’s strategies and operations

Technology Developments and IT Solutions

This is the process of adopting and integrating new and improved technology solutions to support the organisational objectives.

Foundational
  • Understand applicability of new and improved IT developments and solutions
  • Display ability to identify potential upgrades, enhancements, new products and their effects
E1C1

Demonstrate the purpose of the technology and information function and its relationships with other parts of the organisation.

E1C2

Explain how information systems support the organisation’s strategies and operations.

Intermediate
  • Monitor recent technology developments and recommend implementation where practical
  • Champion productive technology solutions to meet business needs
  • Participate in the functional development and specifications of new IT solutions in the accounting area
E3E2

Evaluate the opportunities for the use of IT and IS for the organisation, including Big Data.

Advanced
  • Lead implementation of technology upgrades/enhancements
  • Analyse external IT developments for data integrity and access control management
  • Recommend new systems to automate existing processes and ways to re-engineer business process to effectively use new technology
E3E1

Evaluate the information systems requirements for successful strategic implementation.

E3E2

Evaluate the opportunities for the use of IT and IS for the organisation, including Big Data.

Expert
  • Develop organisation-wide approach and best practices on the adaption of new technologies and solutions
  • Lead and direct the definition and development of new IT solutions to improve the efficiency of the system of financial control
  • Partner with IT to ensure that the organisation has the appropriate resources to implement new technology
E3E2

Evaluate the opportunities for the use of IT and IS for the organisation, including Big Data.


Tax Strategy, Planning and Compliance

Taxation Law

This ensures that the organisation understands and conducts operations based on statutory, regulatory and common-law rules applicable to the organisation and its line of business.

Foundational
  • Demonstrate understanding of basic principles and application of business tax
F1D1

Discuss the types of taxation that typically apply to an incorporated entity and the regulatory environment for taxation.

F1D2

Explain the taxation issues that may apply to an incorporated entity that operates internationally.

Intermediate
  • Understand and discuss routine tax matters such as income tax, indirect tax, corporate tax within clear guidelines
  • Assess technical tax issues of reasonable complexity (in areas of specialisation)
F1D1

Discuss the types of taxation that typically apply to an incorporated entity and the regulatory environment for taxation.

F2B1

Produce consolidated primary financial statements, incorporating accounting transactions and adjustments, in accordance with relevant international accounting standards, in an ethical manner.

F1D2

Explain the taxation issues that may apply to an incorporated entity that operates internationally.

F1D3

Produce computations for corporate income tax and capital tax.

Advanced
  • Provide tax advice and creatively solve technical tax issues that are non-routine and/or complex
  • Interpret new legislation and evaluate its implications for the organisation, and/or advise on application of existing legislation to new situations
F2B1

Produce consolidated primary financial statements, incorporating accounting transactions and adjustments, in accordance with relevant international accounting standards, in an ethical manner.

F3C2

Evaluate the value of entities.

F3A2

Evaluate strategic financial management policy decisions.

P3B1

Evaluate the tools and processes required for strategy implementation.

F3C1

Evaluate opportunities for acquisition, merger and divestment.

Tax Accounting

This is the process of recording financial records for tax purposes as prescribed by taxation law.

Foundational
  • Apply basic tax accounting principles to appropriately record taxes
F1D3

Produce computations for corporate income tax and capital tax.

Intermediate
  • Apply corporate and international tax accounting standards to appropriately report the tax implications of the organisation’s transactions
  • Identify and implement improvements to tax accounting and reporting processes within the tax department; highlight implications of latest international standards and Generally Accepted Accounting Principles (GAAP) in relation to tax accounting
F1D2

Explain the taxation issues that may apply to an incorporated entity that operates internationally.

F2B2

Demonstrate the impact on the preparation of the consolidated financial statements of certain complex group scenarios.

F1D3

Produce computations for corporate income tax and capital tax.

F2B1

Produce consolidated primary financial statements, incorporating accounting transactions and adjustments, in accordance with relevant international accounting standards, in an ethical manner.

F2B3

Discuss the need for and nature of disclosure of transactions between related parties.

F2B4

Produce the disclosures for earnings per share.

Tax Planning

This is the process of analysing the financial situation or plan of the organisation for tax perspective (including international taxation and transfer pricing).

Foundational
  • Demonstrate basic understanding of taxation strategies
F1D1

Discuss the types of taxation that typically apply to an incorporated entity and the regulatory environment for taxation.

F1D2

Explain the Taxation issues that may apply to an incorporated entity that operates internationally.

Intermediate
  • Provide tax support from scoping to post-transaction implementation on certain projects
F3C1

Evaluate opportunities for acquisition, merger and divestment.

F3C2

Evaluate the value of entities.

F3C3

Evaluate pricing issues and post-transaction issues.

P3B1

Evaluate the tools and processes required for strategy implementation.

Advanced
  • Manage corporate tax matters innovatively and strategically; recommend and advise on solutions for complex tax projects or deals affecting more than one jurisdiction
F3C1

Evaluate opportunities for acquisition, merger and divestment.

F3C2

Evaluate the value of entities.

F3C3

evaluate pricing issues and post-transaction issues.

Business Skills

Business skills enable finance professionals to use their knowledge of the business and its environment to transform data into insight that enables organisations to evaluate their strategic positioning; the alignment of their business models to their strategies; and their performance and opportunities for the future.

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Technical Skills

Business Skills

Leadership Skills

People Skills

Strategy

This is the process of articulating the organisation’s general sense of identity and direction, outlining why the organisation exists, for whom and what the stakeholders require.

Foundational
  • Aware of the organisation’s business plan, immediate environment and the possible impact of events and activities on the organisation; understand current role in relation to executing the business plan
  • Observe and notice events that are out of the ordinary, make connections, draw conclusions and feed ideas and observations to senior finance colleagues
  • Understand the strategic direction of the organisation and highlight areas of potential value or risk
E1A1

Discuss the different types of structure that an organisation may adopt.

E1B1

Discuss the purpose of the finance function and its relationships with other parts of the organisation.

E1D2

Apply tools and techniques of operations management.

F1C2

Evaluate the working capital position of an entity.

Intermediate
  • Analyse the organisation’s wider environment and draw conclusions about the impact of events and activities; guide the team to create solutions that deliver value in line with the business and finance plans
  • Link ideas or events, use insights to shape the views of managers and feed insights and observations to senior finance colleagues to influence business decisions
  • Understand the steps to achieve long-term business strategy, identify immediate threats or opportunities to the business and resolve or escalate them accordingly
E2A1

Discuss developments in strategic management.

E2A2

Analyse the relationship between different aspects of the global business environment.

Advanced
  • Evaluate the organisation’s wider environment and offer insights based on an understanding of the business to influence change at tactical, team and individual levels and make informed business decisions and strategy
  • Explain the strategic direction of the organisation to others; develop a prioritised finance plan that both delivers the needs of the business and is consistent with the overall finance functional strategy and business plan
  • Ensure the team is focused on identified priorities; develop and implement solutions at an operational level to address actions emanating from insights, either to mitigate critical risk or capitalise on opportunity
P3B1

Evaluate the tools and processes required for strategy implementation.

E3A1

Evaluate the influence of key external factors on an organisation’s strategy.

E3B1

Evaluate the process of strategy formulation.

E3C2

Evaluate tools and methods for successfully implementing a change programme.

Expert
  • Offer unique insights based on a deep understanding of political, social, business, market and finance trends; use insights to lead and influence change at strategic, tactical, team and individual levels across the organisation
  • Develop finance strategy that is aligned with the organisation’s long-term plan that anticipates and supports business need, ensures appropriate resources are allocated to deliver effectively including goals to expand capacity, improve productivity and surpass industry benchmarks
  • Identify and focus on future critical areas for the organisation and devise strategy to maximize opportunity and minimise risk
E3A1

Evaluate the influence of key external factors on an organisation’s strategy.

F3A1

Evaluate strategic financial and non-financial objectives of different types of entities.

Market and Regulatory Environment

This is the process of understanding the market and industry in which the business operates, including identifying risks and opportunities while ensuring compliance to regulatory obligations.

Foundational
  • Know the organisation’s products and services and the markets in which they are sold; be aware of key industry structures and the organisation’s position in it
  • Have working knowledge of the organisation’s customers and competitors; understand the relationship the organisation has with the industry regulators and other key stakeholders
  • Demonstrate awareness of external and global factors and potential impact on the performance of the organisation
E1A2

Discuss relationships between internal and external sources of governance, regulation and professional behaviour.

E1C2

Explain how information systems support the organisation’s strategies and operations.

E1E1

Demonstrate the purpose of the marketing function and its relationships with other parts of the organisation.

E1E2

Apply tools and techniques to formulate the organisation’s marketing strategies, including the collection, analysis and application of Big Data.

F1A1

Explain the need for and the process of regulating the financial reporting information of incorporated entities.

Intermediate
  • Apply knowledge of the organisation’s products and services along with their markets to own activities, including regulatory environment to day-to-day role
  • Use sound knowledge of the organisation’s customers and competitors to analyse and challenge business cases; apply regulatory understanding in support of reporting requirements and investment funding decisions
  • Devise short-term tactical responses based on understanding of impact of external factors on the organisation’s performance
E2A2

Analyse the relationship between different aspects of the global business environment.

Advanced
  • Use understanding of the organisation’s commercial business and markets to tailor offerings to current and future needs, including the impact of external factors in order to influence business strategy
  • Devise information reporting tools to aid the understanding of regulatory stakeholders; work with internal stakeholders to support needs of regulators
  • Assess and understand customer and competitor strengths and limitations and use insight to influence business decisions
E3A1

Evaluate the influence of key external factors on an organisation’s strategy.

E3B1

Evaluate the process of strategy formulation.

E2A2

Analyse the relationship between different aspects of the global business environment.

Expert
  • Apply in-depth understanding of the organisation’s products and markets to shape strategy; establish relationships with external stakeholders to set strategic direction of future regulatory framework
  • Monitor and forecast changes in customer and competitor behaviour and develop appropriate organisation response; determine impact of emerging business models and sponsor initiatives to deliver optimal response
  • Advise others on regulatory regime, including funding sources and regulatory benchmarks
E3A1

Evaluate the influence of key external factors on an organisation’s strategy.

E3D1

Evaluate the tools and techniques of strategy implementation.

Process Management

This is the process of planning and monitoring structured activities or operations that generate a specific service or product.

Foundational
  • Aware of key business processes and key metrics associated with each business relevant to their area of work
  • Comply with relevant processes and operating procedures and draw attention to issues that get in the way of process compliance
  • Contribute to and make suggestions for process improvement activities
E1D1

Demonstrate the purpose of the operations function and its relationships with other parts of the organisation.

E1D2

Apply tools and techniques of operations management.

Intermediate
  • Operate parts of key business processes assigned; understand the elements that make up each process and the performance measures that can be applied to each; proactively identify process improvement opportunities
  • Implement best practices and industry trends; manage others to ensure they comply with processes and operating procedures in place to achieve results
  • Ensure standardisation is applied to all processes — creating, developing, improving and complying with the standards
E2B1

Discuss the concepts associated with managing through people.

E2B2

Discuss the hard and soft aspects of people and organisational performance.

E1D1

Demonstrate the purpose of the operations function and its relationships with other parts of the organisation.

P2A1

Evaluate techniques for analysing and managing costs for competitive advantage.

Advanced
  • Set up business processes to deliver successful outcomes, assess their effectiveness and review performance measures relating to each
  • Identify opportunity for synergy and integration of processes and influence others to identify more efficient sustainable processes
  • Set demanding and realistic targets for process improvement and ensure changes to existing processes are carried out in a systematic and logical way
E3A1

Evaluate the influence of key external factors on an organisation’s strategy.

E3B1

Evaluate the process of strategy formulation.

P3C1

Evaluate control systems for organizational activities and resources

Expert
  • Benchmark internal performance against external indicators and apply best practice to the business
  • Define process improvement to achieve business performance; manage key business processes from end-to-end such that they add value to the business
  • Drive opportunity to integrate, standardise and simplify systems and processes
P3B1

Evaluate the tools and processes required for strategy implementation.

E3D1

Evaluate the tools and techniques of strategy implementation.

Business relations

This is the process of establishing and managing both internal and external relationships to meet organisational objectives and governance responsibilities.

Foundational
  • Understand the interests and profiles of key stakeholders of the organisation
  • Understand typical contracts and legal agreements used in the business unit; ensure that the contracts are executed in alignment with stated terms and report contract performance
  • Understand the tools and systems for contract creation and compilation, change control and variations and maintain appropriate contract documentation
E1A1

Discuss the different types of structure that an organisation may adopt.

Intermediate
  • Analyse stakeholder profile and highlight areas to achieve and improve joint efficiencies
  • Demonstrate thorough knowledge of contract terms and their commercial significance; facilitate the successful running of contract using procedures in place for the team and report on performance
  • Manage contract change control, variations, payment and final account processes utilising the required systems
E2C1

Discuss the effectiveness of organisational relationships.

E2C2

Discuss management tools and techniques in managing organisational relationships.

Advanced
  • Work with stakeholders to develop and drive potential efficiency improvements
  • Draft and negotiate simple contracts or amendments, with support from lawyers; analyse and explain key contract terms and risks
  • Provide guidance on correct procedures to successfully run contracts; manage reporting procedures to allow for prompt response to problems; review and evaluate formal change control requests to check for consistency and justification
E3A1

Evaluate the influence of key external factors on an organisation’s strategy.

Project Management

This is the process of integrating all aspects of a project, ensuring proper knowledge and resources are available when and where needed and most importantly ensuring that the expected outcome is produced in a timely, cost-effective and quality controlled manner.

Foundational
  • Apply an understanding of and participate in the development of project plans (i.e., actions, resources required and timelines)
  • Execute part of a project, monitor own progress, identify obstacles and take corrective actions
  • Communicate project outcomes
P2C1

Evaluate information to support project appraisal.

Intermediate
  • Develop simple project plans including business case, contingencies, critical paths and apply project management tools and techniques
  • Manage and monitor implementation of multiple project plans and handle obstacles effectively
  • Communicate project plans and outcomes
E2D1

Advise on important elements in the change process.

E2D2

Discuss the concepts involved in managing projects.

P3E1

Evaluate the risks arising from changes in the environment for capital investment appraisal.

Advanced
  • Lead in developing and implementing complex project plans that have implications across business units or the organisation
  • Identify new and innovative ways to achieve required outputs of projects
  • Evaluate and communicate the impact of project dependencies
E2D2

Discuss the concepts involved in managing projects.

Expert
  • Identify projects that drive value creation and align them to organisational strategies
  • Champion projects that have broad implications across the organisation by aligning and influencing all key stakeholders
P2C1

Evaluate information to support project appraisal.

Macroeconomic Analysis

This is the process of understanding and interpreting the impact of external factors on the organisation such as market/industry trends, geographic trends, cultural needs, stakeholders and consumers.

Intermediate
  • Understand behaviour and effects (adverse and positive) of issues involved in both the domestic and global economy
  • Ability to analyse various economic indicators and their impact on the organisation goals, strategies, products and services
E2A2

Analyse the relationship between different aspects of the global business environment.

P2D1

Analyse information to assess its impact on long-term decisions.

P2D2

Discuss management’s responsibilities with regard to risk.

Advanced
E3A1

Evaluate the influence of key external factors on an organisation’s strategy.

E3B1

Evaluate the process of strategy formulation.

E3B2

Evaluate tools and techniques used in strategy formulation.

F3A1

Evaluate strategic financial and non-financial objectives of different types of entities.

Expert
P3A1

Evaluate the types of risk facing an organisation and recommend appropriate responses.

F3A2

Evaluate strategic financial management policy decisions.

Leadership Skills

Effective leadership is increasingly being seen as a necessary quality in finance professionals. In order to manage change, increase effectiveness and lead high performing teams, leaders need a range of skills. These include coaching and mentoring, team building through encouraging ideas and participation to deliver organisational goals, monitoring and driving performance as well as the ability to motivate and inspire.

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Technical Skills

Business Skills

Leadership Skills

People Skills

Team building

This is the ability to drive team performance by promoting and encouraging participation and sharing of ideas that align with the organisational strategy and maximise goals.

Foundational
  • Proactively listen to, consider and embrace diverse ideas and styles
  • Interact effectively with all people and participate in teams and groups and cooperate with others
  • Apply an understanding of available resources and use them effectively
E1C1

Demonstrate the purpose of the technology and information function and its relationships with other parts of the organisation.

Intermediate
  • Encourage an environment in which people value diversity either in recruitment, team formation and/or in developing plans and strategies
  • Bring team members into discussions so that they can contribute their ideas, are involved in setting team objectives and feel engaged on issues that affect them
  • Identify and manage the teams’ strengths and weaknesses and resolve issues to achieve shared goals; promote trust, openness and respect for others; guide and motivate team
  • Anticipate additional requirements and use available resources appropriately
E2A1

Discuss developments in strategic management.

E2B1

Discuss the concepts associated with managing through people.

E2B2

Discuss the hard and soft aspects of people and organisational performance.

E2C1

Discuss the effectiveness of organisational relationships.

Advanced
  • Recruit and retain people from diverse backgrounds and ensure resources are available to help them succeed in the organisation
  • Facilitate teams to develop new ideas, more powerful than any original individual ideas; eliminate low-value activities within the department
  • Effectively manage global teams and adapt style to accommodate cultural differences; encourage cross-functional and cross-boundary working and resolve conflict of interest
  • Harness the collective energy of the team to achieve business success; create opportunities for teams to network internally to share knowledge and best practice
E2B1

Discuss the concepts associated with managing through people.

E2C1

Discuss the effectiveness of organisational relationships.

E3C1

Advise on the important aspects of organisational change.

Expert
  • Advocate and successfully leverage diversity to maximize organisational strength across the organisation
  • Create a culture that promotes cooperation and integration over internal competition; proactively identify and re-align resources to meet strategic business priorities
  • Continuously encourage others to harness and maximise the skills, experience and expertise of all team members; provide resources and remove obstacles to support cross-functional and geographically dispersed teams
  • Create a common goal and a climate where people feel part of something bigger than their own individual success or their immediate team
E2C1

Discuss the effectiveness of organisational relationships.

Coaching and Mentoring

This is the ability to drive team performance by promoting and encouraging participation and sharing of ideas that align with the organisational strategy and maximise goals.

Foundational
  • Seek, provide and successfully incorporate feedback into future behaviour
  • Orient new employees on the job; aware of the need for and the value of training, both for self and others
  • Take ownership of career; implement a development plan that is aligned with performance evaluation; and/or partner with manager to identify strengths and opportunities
E1F1

Demonstrate the purpose of the HR function and its relationships with other parts of the organisation.

E1F2

Apply the tools and techniques of HRM.

Intermediate
  • Proactively seek feedback to gauge and monitor progress and update development plan to facilitate continuous self-improvement
  • Participate in developing and delivering training to finance employees and business partners; use relevant training courses and programs to build the skills of others
  • Provide regular, timely, constructive and actionable feedback to team members and management; proactively identify potential people for talent development opportunities
E1F2

Apply the tools and techniques of HRM.

E2B1

Discuss the concepts associated with managing through people.

E2B2

Discuss the hard and soft aspects of people and organisational performance.

E2C1

Discuss the effectiveness of organisational relationships.

E2C2

Discuss management tools and techniques in managing organisational relationships.

Advanced
  • Create a team environment where members provide each other with constructive feedback regularly and in challenging situations
  • Identify and communicate strengths and development areas in others; ensure development plans are implemented; empower and give adequate exposure for all team members
  • Balance the needs of the organisation and career needs for individuals; lead the talent management process for the department; lead training solutions
E2C1

Discuss the effectiveness of organisational relationships.

E3C1

Advise on the important aspects of organisational change.

E3C3

Recommend change leadership processes in support of strategy implementation.

Expert
  • Drive strategic training initiatives to enhance the whole organisation; lead and influence the broader development planning process
  • Actively arrange for developmental or stretch assignments into other functional areas or business units for the benefit of the organisation and the individual
  • Champion the recruitment, development and retention of high potential and high performing individuals; make time available for coaching, mentoring and feedback
E3C3

Recommend change leadership processes in support of strategy implementation.

Driving Performance

This is the ability to support, implement and monitor effective performance management process to achieve results.

Foundational
  • Apply an understanding of and participate in the performance management process
  • Establish and accept accountability for set objectives; take ownership of assigned work through to completion; take action before being asked
  • Consistently deliver high quality work on time and against commitments
  • Contribute to the achievement of team and business unit objectives; support colleagues to help them achieve their goals
E1F2

Apply the tools and techniques of HRM.

Intermediate
  • Participate with senior manager and team members to align both individual and team goals for specific assignments
  • Ensure goals are aligned to key department objectives; understand the link between the achievement of results and the financial impact on the bottom line
  • Create a sense of urgency and focus the team on delivering and achieving results based on appropriately high standards and measures
  • Monitor team performance as well as challenge and deal with poor performance; follow through on own and team commitments
E2A1

Discuss developments in strategic management.

E2B1

Discuss the concepts associated with managing through people.

E2B2

Discuss the hard and soft aspects of people and organisational performance.

E2C1

Discuss the effectiveness of organisational relationships.

E2C2

Discuss management tools and techniques in managing organisational relationships.

P3C1

Evaluate control systems for organizational activities and resources.

Advanced
  • Manage and communicate all aspects of the performance management process ensuring alignment with development plans
  • Ensure accountability among the team to set stretch targets; drive challenging targets and review functional performance against these targets
  • Create an environment where teams and individuals enjoy achieving results; leverage additional capability in resources to deliver results
  • Promote the expectation of exceptional performance as the norm; look for new ways to improve performance and deliver value
E2B2

Discuss the hard and soft aspects of people and organisational performance.

E3C1

Advise on the important aspects of organisational change.

E3D1

Evaluate the tools and techniques of strategy implementation.

P3B1

Evaluate the tools and processes required for strategy implementation.

Expert
  • Lead in driving enhancing performance management throughout the whole organisation
  • Establish and drive the strategies and standards required to deliver against business plans; translate internal and external analysis into strategy and action
  • Set and promote standards for best practice and outstanding service delivery; create programs and incentives that drive and reward results
  • Set up and structure business units so they have the capability to deliver against strategic targets
E3D1

Evaluate the tools and techniques of strategy implementation.

Motivating and Inspiring

This is the ability to create a workplace where employees are inspired, encouraged and valued.

Foundational
  • Demonstrate a positive and “can do” attitude; adopt a consistent and positive approach in times of stress
  • Appreciate the contribution and efforts of other team members and colleagues
  • Help, support and celebrate the achievement of colleagues
E2B2

Discuss the hard and soft aspects of people and organisational performance.

Intermediate
  • Make timely decisions in a self-assured way when demanded and confidently justify and maintain own position or decision when challenged
  • Generate commitment by involving team members when setting team direction and objectives; help them see how they contribute to team and organisation success
  • Publicise and celebrate team/ individual achievement and success; assess strengths and needs of others to get the best out of them; reassure after setback, discuss issues and ways to prevent reoccurrence
E2A1

Discuss developments in strategic management.

E2B1

Discuss the concepts associated with managing through people.

E2B2

Discuss the hard and soft aspects of people and organisational performance.

E2C1

Discuss the effectiveness of organisational relationships.

Advanced
  • Personally build the confidence of others in their own capacity to succeed, or in the future success of their team, unit or organisation; provide guidance, support and incentives to motivate others
  • Make statements to build hope, optimism, excitement and enthusiasm in others; recognise and reward team and individual contribution and achievement
  • Demonstrate own belief in and high expectations for the success of a particular plan or strategy
E2B1

Discuss the concepts associated with managing through people.

E2B2

Discuss the hard and soft aspects of people and organisational performance.

E3C1

Advise on the important aspects of organisational change.

Expert
  • Create processes or methods to boost the confidence of internal or external stakeholders in the present and future success of own team, unit or organisation or in their own capacity to succeed
  • Inspire exceptional performance by building a collective corporate identity and communicating a shared purpose
  • Create a culture that inspires people to do their best because they feel valued; create strategies to recognise, reward and celebrate contribution and achievement
E2B2

Discuss the hard and soft aspects of people and organisational performance.

Change Management

This is the ability to recognise the need for change and embrace new ways of thinking and working that align with business objectives and financial targets.

Foundational
  • Understand the business needs, direction and changes in management
  • Evaluate how change management affects current roles and responsibilities
  • Support implementation of organisational changes and assist in carrying out the goals and objectives of the management team
E2A1

Discuss developments in strategic management.

Intermediate
  • Understand the business objectives and how management changes tie to business unit performance and results
  • Interpret, communicate and facilitate the implementation processes of change management
  • Effectively manage change management along with potential conflicts to maximise acceptance, cooperation and achieve business objectives
E2A1

Discuss developments in strategic management.

E2D1

Advise on important elements in the change process.

E2D2

Discuss the concepts involved in managing projects.

Advanced
  • Advise on and influence change management; participate in the planning and implementation of organisational changes
  • Monitor change management results and measure with business objectives
  • Handle sensitive aspects of organisational change management
E2D1

Advise on important elements in the change process.

E3C1

Advise on the important aspects of organisational change.

E3C2

Evaluate tools and methods for successfully implementing a change programme.

E3C3

Recommend change leadership processes in support of strategy implementation.

P3E1

Evaluate the risks arising from changes in the environment for capital investment appraisal.

Expert
  • Strategically design selection and implementation of organizational changes to drive and exceed business objectives
  • Be an advocate for changes
E3A1

Evaluate the influence of key external factors on an organisation’s strategy.

E3C3

Recommend change leadership processes in support of strategy implementation.

People Skills

People skills are used to influence the direction, actions and behaviours of decision-makers and others throughout the organisation and its stakeholders. The ability to establish relationships and cross-functional partnerships is necessary to ensure organisational goals are met.

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Technical Skills

Business Skills

Leadership Skills

People Skills

Influence

This is the ability to have an effect on people, relationships, processes and products while driving business performance in both domestic/international dealings.

Foundational
  • Adapt your personal style to suit different people and situations
  • Listen to and be sensitive to the views and values of others
  • Understand and relate to others from different cultural background, including peers and customers in an open, friendly and professional way
E1C1

Demonstrate the purpose of the technology and information function and its relationships with other parts of the organisation.

E2C2

Discuss management tools and techniques in managing organisational relationships.

Intermediate
  • Sell own ideas and agenda by linking them to the needs and goals of others
  • Anticipate responses of others when choosing the approach to take
  • Remain professional in difficult situations; demonstrate empathy to understand the feelings and actions of others; and give difficult messages in a way that limits misunderstanding and promotes acceptance
E2B1

Discuss the concepts associated with managing through people.

E2C1

Discuss the effectiveness of organisational relationships.

E2C2

Discuss management tools and techniques in managing organisational relationships.

Advanced
  • Use a combination of logic, personal passion, conviction and interpersonal skills to influence others
  • Relate to, develop and make use of a wide network of key relationships from both inside and outside the organisation to influence others
  • Lobby to build behind the scene support for ideas and plans and solicit the involvement of others to build ownership and buy-in
E2C2

Discuss management tools and techniques in managing organisational relationships.

E3A1

Evaluate the influence of key external factors on an organisation’s strategy.

Expert
E3A1

Evaluate the influence of key external factors on an organisation’s strategy.

Negotiation and Decision Making

This is the ability to use proper influence skills to obtain positive outcomes and make decisions that align with the strategic direction of the organisation.

Foundational
  • Recognise the different negotiating styles of parties to a negotiation and adapt style accordingly
  • Support negotiations by providing information and being part of the team
  • Understand who the key stakeholders are in a given situation and be able to communicate individual requirements
  • Make decisions based on facts, common sense, previous experience; weigh up the pros and cons; and be able to explain the reasoning behind decisions
  • Establish working level relationships with third-party counterparts to resolve routine issues
E1C2

Explain how information systems support the organisation’s strategies and operations.

Intermediate
  • Understand stakeholder’s positions and bargaining power and be able to negotiate and/or participate in negotiations with some support
  • Manage buy-in and gain trust with internal stakeholders prior to and during negotiations
  • Manage internal expectations and keep all parties informed of developments; ensure best negotiation practice in terms of preparation, approach, strategy, tactics and style
  • Research and use data from a range of sources to make robust fact-based decisions; make available choices clear and simple to stakeholders
  • Review the immediate results, broad implications and unintended consequences of a decision
E2C1

Discuss the effectiveness of organisational relationships.

E2C2

Discuss management tools and techniques in managing organisational relationships.

E2D1

Advise on important elements in the change process.

P2B1

Discuss decision making in responsibility centres.

P2B2

Discuss issues arising from the use of performance measures and budgets for control.

P2C1

Evaluate information to support project appraisal.

Advanced
  • Negotiate in tough situations with both external and internal stakeholders; demonstrate confidence, good political savvy and maintain credibility with third-party key decision-makers
  • Adjust personal positions and style quickly if circumstances change favourably and unfavourably; win concessions without damaging stakeholder relationship
  • Mange the negotiation team effectively; ensure each member is fully prepared for the negotiation; consistently secure positive outcome from the negotiation
  • Assess and lead fact-based decisions in high-risk situations; coach others accordingly; and take accountability for final decision outcomes
E3A1

Evaluate the influence of key external factors on an organisation’s strategy.

E3C3

Recommend change leadership processes in support of strategy implementation.

P2B1

Discuss decision making in responsibility centres.

P2C1

Evaluate information to support project appraisal.

Expert
  • Demonstrate use of a direct and diplomatic style; challenge information to detect discrepancies in reasoning
  • Show an excellent sense of timing, quickly gain trust and respect of all other parties to the negotiations
  • Lead the most complex negotiations and demonstrate expert closing skills and excellent political and cultural savvy
  • Lead fact-based decision-making for long-term strategic issues; analyse the wider business and political implications when making decisions, including the effectiveness of outcome
  • Share strategic insights and knowledge to help others make sound decisions
E3B1

Evaluate the process of strategy formulation.

Communication

This is the ability to translate and convey financial and non-financial information effectively to all levels both within and outside of the organisation.

Foundational
  • Listen actively to others, acknowledge hearing different perspectives and react appropriately to non-verbal cues
  • Develop and deliver verbal information in a clear and concise manner that is tailored to the needs of the audience
  • Develop written material that is clear, concise, accurate and grammatically correct; use appropriate language and tone and tailor the information to the needs of the audience
  • Provide fact-based information to others based on requests; use communication tools appropriately and in a timely manner
P2B1

Discuss decision making in responsibility centres.

Intermediate
  • Understand the big picture by listening and leveraging non-verbal cues
  • Engage audience in interactive communication in small and large group settings and anticipate needs/questions and respond appropriately
  • Develop written material that is easily understood to influence business partners and management; effectively respond to impromptu questions and simplify complex information to ensure understanding
  • Identify the appropriate audience for sharing information and proactively share appropriate fact-based information in a balanced and timely manner
E2C1

Discuss the effectiveness of organisational relationships.

E2C2

Discuss management tools and techniques in managing organisational relationships.

Advanced
  • Effectively listen and pick up the total meaning of the message as well as information that others will typically miss
  • Deliver presentation to senior management with confidence and acknowledge when the answer is unknown to a business question
  • Share important and useful fact-based information; simplify complex written communications and adapt style and content for all levels of the organisation
  • Encourage the sharing of ideas and best practices to ensure understanding and achieve best possible outcome; encourage others to speak their minds and listen empathetically to understand the real motivators and emotions
E2C2

Discuss management tools and techniques in managing organisational relationships.

E3C1

Advise on the important aspects of organisational change.

E3D1

Evaluate the tools and techniques of strategy implementation.

Expert
  • Lead organisation forums to obtain wide perspective of ideas
  • Create forums, systems and procedures to actively source, hear and share diverse perspectives to enhance understanding
  • Confidently present controversial and/or complex information to all levels of the organisation
  • Lead the development of written information for highly visible or complex situations
E3C1

Advise on the important aspects of organisational change.

E3D1

Evaluate the tools and techniques of strategy implementation.

Collaboration and partnering

This is the ability to establish relationships and cross-functional partnerships through demonstrated integrity to create value for the business.

Foundational
  • Establish relationships and credibility with business partners
  • Analyse needs of business partners
  • Acknowledge different priorities between finance and the business partners
E1B1

Discuss the purpose of the finance function and its relationships with other parts of the organisation.

E1B2

Explain how the finance function supports the organisation’s strategies and operations.

Intermediate
  • Maintain and enhance effective cross-functional business partnerships through demonstrated integrity
  • Influence outcomes and challenge appropriately using fact-based data
  • Identify and address additional business partner needs and educate them on value creation and accounting
E2B1

Discuss the concepts associated with managing through people.

P2B1

Discuss decision making in responsibility centres.

E2C1

Discuss the effectiveness of organisational relationships.

E2C2

Discuss management tools and techniques in managing organisational relationships.

P2B2

Discuss discuss issues arising from the use of performance measures and budgets for control.

P2B3

Evaluate issues arising from the division of the organisation into responsibility centres.