The document describes the role of a Functional Manager. A Functional Manager is responsible for providing specialist services or advice within an organization, and ensuring effective operations. They may have some executive authority, but typically work through the management line. Functional Managers are highly qualified in their specialized area through experience, qualifications, or both. They do not normally manage significant staff but may have an assistant. Their level in the organization depends on the importance of their advice, the risks associated with that advice, and the organization's need for their services.

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Career Development Programme
Generic Role Profiles
Functional Manager
Summary
The Functional Manager will have responsibility for the provision of a specialist
service or advice. They may be detached from mainstream activities but their work
will be essential for the effective running of the organisation.
They may have some executive authority but will typically work through the
management line. This should not underestimate their potential authority, they may
be able to recommend a cessation of work if it is not in someway compliant, and they
will be expected to recommend policies, procedures and process.
Almost by definition they will be highly qualified in their area of specialism.
This may be the result of very extensive prior experience, by qualification or by a
combination of these. They will not normally have significant staff resource but may
have an assistant.
Their level in the organisation will be determined by the contribution, risk associated
with their advice, and the organisation need for the service.
Dimensions:
Limited budgetary authority but application of the specialist advice (or not) could have
very significant cost, public relations and legal consequences.
Qualifications and or Experience
This will be specific to each of the Functional Manager roles and will allow them to be
an expert adviser and ‘guardian’ of their field within McNicholas. They may be
appointed following a career in the area of Specialism (e.g. Police or Fire Service) or
they may have followed a personal interest and consequently developed an
expertise, or worked as a specialist (e.g. Diversity in HR)
Progression from such a role is likely to mean a loss of expertise which may be
unappealing to some subject matter experts.
Skills

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Generic Role Profiles
Functional Knowledge Level 4
Represents the highest level of knowledge. This could be through a very thorough
understanding of all aspects of the function or by such in depth knowledge of an
element as to constitute a company of even national expert. Staff with knowledge at
this level may be mentors for a Professional Discipline. Relatively few roles should
require functional knowledge at this level.
Commercial Knowledge & Skills Level 2 (or Level 3)
Level 2 has a detailed understanding of the costs & timescales of any work that
they undertake & the implications of any failure. Understands how they can
contribute to profit improvement or cause loss. Has a general understanding of the
objectives of their business group and is able to communicate these to others. Has a
level of empathy with the customer and seeks to build a good relationship with any
customer representatives.
Level 3 has a detailed understanding of costs, quantities timescales and contract
terms for any work which they undertake OR what their support function is expected
to deliver and what they personally need to do to achieve this. Is cost conscious in
every activity. At this level they should be pro-active in identifying and implementing
improvements. Develops a very good relationship with customers and constantly
seeks ways to develop such relationships into business opportunities.
Communication Skills Level 3
Is a fluent communicator with the ability to communicate in all forms. Is able to make
complex & commercially sensitive presentations to external customers. Is able to
translate complicated subjects into a form that can be understood by less capable
communicators.
Organisational Skills Level 2
Work may be directed but at this level the job holder has to organise & direct others
in its execution. May also have to organise resources (tools & equipment) in order to
achieve objectives OR Work is outlined in a general manner with outputs rather than
specific inputs. The job holder has freedom to organise their own work schedule and

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Career Development Programme
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priorities within a set of objectives. May have some requirement to organise others,
or to fit into the work schedules of others in a team.
Management & Leadership: Level 2
At this level staff should have some formal responsibility for the supervision,
motivation, effective deployment, and Leadership of staff. Ideally they should have a
delegated authority for disciplinary matters and the need and capability to undertake
performance review. Typically they will have some responsibility for the development
of their staff’s capability and will have a very important role in ensuring safe working
not only when they are directly supervising but also in their absence. They should
lead their people in the provision of appropriate quality standards and in recognition
of customers needs.
Problem Solving and Analysis Level 3
Problems, the ability to identify these and to react quickly & successfully is a major
job component. The issues will still tend to be operational and may be complex with a
number of different elements. Analysis may be challenging and there can be major
operational risk associated with any decisions.