Summary
The Records and Information Manager manages the digital and paper records and information in line with established practice, legislation, policies and guidelines.
You will:
Develop, review, and maintain records and information management policies, procedures, and guidance
Achieve an excellent level of service and contribute to organisational objectives
Lead change programmes and be responsible for undertaking projects and tasks
Provide operational and senior management leadership for records and information management across the organisation
Work Activity Components
| Title | Details |
|---|---|
| Capability development (KNOW) (Level 5) | Contributes to creation or review of a knowledge management capability, preparing background documents, cataloguing existing IT provision and describing the effectiveness of existing policies, strategies, processes and standards. |
| Methods and procedures (KNOW) (Level 5) | Maintains an awareness of current and emerging knowledge management methods, technologies and processes. Assesses their relevance and potential business value to establish the feasibility for inclusion in the knowledge management strategy. |
| Access requests (RMGT)( Level 5) | Conducts and oversees complex record searches, seeking legal guidance when necessary. |
| Advice/guidance (RMGT)( Level 5) | Reviews new change proposals and provides specialist advice on records management. Assesses and manages records-related risks. |
| Controls (RMGT)( Level 5) | Manages access controls for records, including authorising access and approving the release of potentially sensitive information. |
| Policies, procedures and standards (RMGT)( Level 5) | Supports the implementation of records management policies andContributes to the development of policy, standards and procedures for compliance with records-related legislation. Ensures implementation of records management policies covering all aspects of retention and disposal.practices including the approved disposal of records. |
| Records management (RMGT)( Level 5) | Oversees records management administration activities ensuring effective and efficient customer service is provided. |
| Career paths and mentoring (PEMT) (Level 5) | Advises individuals on career paths, and encourages pro-active development of skills and capabilities. Provides mentoring to support professional development. |
| Empowerment and role model(PEMT) (Level 5) | Facilitates effective working relationships within and between teams of staff. Motivates groups of staff and teams towards a high level of performance. Engages with, and empowers groups of staff. Acts as a role model for groups of staff, setting a standard, acting professionally at all times and working to a professional code of conduct and ethics. |
| Formal appraisals (PEMT) (Level 5) | Conducts formal appraisals of the performance of team members. Facilitates a dialogue with team members about expectations, progress, performance and development needs. Participates, as appropriate, in formal processes such as compensation negotiations, grievance procedures, and disciplinary procedures. |
| Guidance, performance and feedback (PEMPT) (Level 5) | Optimises the performance of people, measuring and reporting on performance against agreed quality and performance criteria. Collects data on the performance of groups of staff. Gives regular feedback to teams and senior staff as to team performance on work packages. |
| Lead, manage and supervise(PEMT) (Level 5) | Manages, supports and guides the work of groups of staff in line with organisational strategy. |
| People processes (PEMT)(Level5) | Plays an active role in formal organisational processes such as recruitment, reward, promotion and disciplinary procedures. |
| Team dynamics (PEMT) (Level 5) | Integrates staff into teams to perform packages of work, taking account of individual and team capabilities. Consider the importance of skill mix within teams. Is sensitive towards team dynamics. |
| Transformation and change (PEMT) (Level 5) | Manages teams involved in significant transformation projects and/or during times of change, aligning change programmes with staff skills and capabilities. Supports staff, through difficult and challenging change programmes. |
| Work allocation, support and delegation (PEMT) (Level 5) | Allocates responsibilities, including supervisory and assigns packages of work to groups of staff. Ensures that work packages are aligned with the particular skills and abilities of teams. Supports teams in the delivery of work packages. Delegates work to individuals and teams, taking full account of skills and capabilities. |
| Communications (ADMN) (Level 5) | Communicates with conviction and clarity in the face of tough negotiations or challenges. Influences external partners, stakeholders and customers to successfully secure mutually beneficial outcomes in terms of time and resources. |
| Correspondence and documents (ADMN) (Level 5) | Responsible for the transcription and production of complex written correspondence. Prepares correspondence for approval/signature and ensures all correspondence is correctly dated, referenced and filed according to standard procedures. |
| Information handling (ADMN) (Level 5) | Handles sensitive, confidential information, supporting senior management with information needs. |
Behavioural Skills
| Title | Details |
|---|---|
| Attention to Detail | Applying specific quality standards to all tasks undertaken to ensure that deliverables are accurate and complete. |
| Customer Focus | Understanding the needs of the internal or external customer and keeping these in mind when taking actions or making decisions. |
| Decision Making | Making decisions at the appropriate time, taking into account the needs of the situation, priorities, constraints, known risks, and the availability of necessary information and resources. |
| Delegation | Delegating tasks, responsibilities and authorities effectively. |
| Follow-up and Monitoring | Checking progress against targets, taking action to resolve exceptions/ issues and reporting and escalating where necessary. |
| Influence, Persuasion and Personal Impact | Conveying a level of confidence and professionalism when engaging with stakeholders, influencing positively and persuading others to take a specific course of action when not in a position of authority. |
| Initiative | Being proactive, anticipating opportunities for systems, service or product improvement or development and taking appropriate action(s). |
| Interacting with People | Establishing relationships, contributing to an open culture and maintaining contacts with people from a variety of backgrounds and disciplines. Effective, approachable and sensitive communicator in different communities and cultures. Ability to adapt style and approach to meet the needs of different audiences. |
| Leadership | Clearly articulating goals and objectives, and motivating and leading others towards their achievement. |
| Organisational Awareness | Understanding the hierarchy and culture of own, customer, supplier and partner organisations and being able to identify the decision makers and influencers. |
| Providing Direction | Directing others to undertake specified tasks within a defined timescale. |
| Resilience | Demonstrates resilience when working under pressure, displaying a calm and rational approach to the task at hand. |
| Strategic Perspective | Keeping organisational objectives and strategies in mind, and ensuring courses of action are aligned with the strategic context. |
| Teamwork | Working collaboratively with others to achieve a common goal. |
Technical Skills
| Title | Details | Depth |
|---|---|---|
| Business Environment | The business environment relating to own sphere of work (own organisation and/or closely associated organisations, such as customers, suppliers, partners and competitors), in particular those aspects of the business that the specialism is to support (i.e. localised organisational awareness from a technical perspective). | Familiar with |
| Corporate, Industry and Professional Standards | Applying relevant standards, practices, codes, and assessment and certification programmes to the specific organisation or business domain. | Proficient in |
| Information Architecture | Methods, techniques and technologies for ingesting, securing, processing and using data and information within and beyond an organisation. | Proficient in |
| Information Modelling Tools | Using tools (manual or automated) to record the structure, relationships and use of information within an organisation. | Proficient in |
| Information Retrieval Tools | The application of automated (software) tools that enable selective access to information, or extraction of patterns and knowledge from large amount of data, typically held within some form of database or data warehouse. Also referred to as Data Mining. | Proficient in |
| IT Environment | The IT environment relating to own sphere of work (own organisation and/or closely associated organisations, such as customers, suppliers, partners), in particular own organisation's technical platforms and those that interface to them through the specialism, including those in closely-related organisations. | Familiar with |
| National/International Standards | Current and emerging standards associated with IT practice nationally and internationally, published by authorities such as IEEE, IEC, BSI, ISO. | Proficient in |
Other Skills
| Title | Details | Depth |
|---|---|---|
| Appraisal Techniques | Methods and techniques for appraising an individual's performance and potential. | Proficient in |
| Budgets | Principles, methods, techniques and tools for the preparation and monitoring of budgets to manage costs and ensure cost-effectiveness and value for money. | Familiar with |
| Coaching Techniques | Methods and techniques for coaching individuals or groups by a balanced combination of support and direction, which could include use of virtual learning environments plus add-ons to augment feedback specific to work items, workflow or career plans. | Proficient in |
| Customer Service Techniques | Techniques for identifying, gathering and validating customers' needs in the delivery of IT services. | Proficient in |
| Data Analysis Techniques | Techniques and tools for the investigation, analysis and recording of data or a system of interest. | Familiar with |
| Data Protection | Principles, practices, tools and techniques to ensure data protection. | Proficient in |
| Disciplinary Issues and Procedures | Managing episodes of unsatisfactory behaviour or performance in accordance with appropriate policies and legislative conformance. Includes changes to circumstances, such as sickness, disability and other personal issues. | Familiar with |
| Document Management Techniques | Methods and techniques for the organisation, storage and version control of information in both paper and electronic formats. | Expert in |
| Financial Management | Knowledge of Financial Management and Management Accounting. Competent management of costs, budgets and cash flow. | Familiar with |
| Information Assurance Methods and Tools | Information assurance methods, tools and techniques (including the Caldicott Principles) used to protect the integrity, availability, authenticity, non-repudiation and confidentiality of user data and manage the risks related to the use, processing, storage, and transmission of information. | Familiar with |
| Legislation | Relevant national and international legislation. | Proficient in |
| Performance Monitoring | Identifying, agreeing and monitoring (usually by face-to-face interviews) objectives and deliverables with individuals. Identifying under-performance issues against agreed quality standards and performance criteria. Identifying gaps in capability and causes, disciplinary or ability-related (needing assistance, training or other support). | Proficient in |
| Presentation Techniques | Methods and techniques for delivering effective and accessible presentations, either face-to-face or online within various contexts and to a variety of audiences. | Proficient in |
| Process Improvement Techniques | Methods, tools and techniques to analyse and optimise processes in order to improve the quality of a product or service. | Familiar with |
| Project Planning and Control Techniques | Methods and techniques associated with planning and monitoring progress of projects. | Familiar with |
| Resource Allocation | The effective and efficient routine deployment of resources, (but also including reassessment and reallocation in a dynamic multi-project environment), to achieve optimum results. | Proficient in |
| Stakeholder Engagement | Establishing relationships, analysing perspectives and managing stakeholders from a variety of backgrounds and disciplines. Adapting stakeholder engagement style to meet the needs of different audiences. The identification of key business stakeholders and an assessment of their level of power and interests, and their perspectives to inform the way(s) in which they should be considered and managed. | Familiar with |
| Standards Writing Techniques | Principles, methods and techniques for establishing, documenting, and maintaining standards. | Familiar with |
| Team Dynamics | Knowledge and understanding of the psychological and environmental forces that influence the direction of team behavior and performance and the tools and techniques to improve team cohesion and performance. | Familiar with |
| Techniques for Effective Meetings | Methods and techniques for running effective meetings and for understanding and influencing the roles played by participants. | Familiar with |
Training
| Title | Details |
|---|---|
| Data Management | Data management concepts, methods, tools and techniques relating to the planning, development, implementation, administration and curation of data. |
| Diversity and Inclusion | Raise diversity in-the-workplace awareness in order to better understand how the world looks through the eyes of people of a different age, race, gender, sexuality, etc, improve communications with people from diverse backgrounds and reduce the levels of unconscious bias in decision-making. |
| Human Resource Planning | Techniques and practices involved in planning the numbers and types of personnel needed over time by a particular skillset, department or function within an organisation. |
| Mentoring | Methods and techniques for providing mentoring support to less experienced individuals. |
| Security Awareness | Tools and techniques to help users and employees understand the role they play in helping to combat information security breaches and for IT and security professionals to prevent and mitigate risk. |
Professional Development Activity (PDA)
| Title | Details | PDA Group |
|---|---|---|
| Deputising | Standing in for supervisor or manager on a temporary basis during periods of absence. | Broadening Activities |
| Gaining Knowledge of Broader IT Issues | Increasing and maintaining currency of knowledge of broader IT issues through reading, attending and participating in seminars or conferences, special studies, temporary assignments etc. | Increasing Knowledge |
| Gaining Strategic Knowledge of Employing Organisation | Developing a comprehensive understanding of the business environment in which the employing organisation operates and its position, policies and direction in relation to health and care, country and global issues. | Increasing Knowledge |
| Job Shadowing and Special Assignments | Undertaking temporary periods or secondments in other roles, particularly those that offer a new perspective on own function or exposure to other environments and cultures. | Broadening Activities |
| Management Development | Undertaking learning and best practice of the skills appropriate to managing all or part of an organisation, including business and financial management, benefits management, people management, management of change and strategic planning. This will require both on and off the job learning and may include participation in an appropriate development programme such as MBA or DMS (Diploma in Management Studies). | Developing Professional Skills |
| Mentoring | Acting as a mentor, advising those for whom there is no direct responsibility, on matters to do with their job role, career and professional development. | Broadening Activities |
| Negotiating and Influencing | Undertaking learning and practice of negotiating with and influencing others. | Developing Professional Skills |
| Participation in Professional Body Affairs | Taking an active part in professional body affairs at branch, specialist group, committee or board level. | Participation in Professional Activities |
| Project Assignments | Participating in a project team, working group or task force established to deliver a solution to a specific problem or issue - especially valuable if the group is inter-disciplinary. | Broadening Activities |
| Research Assignments | Exploring a topic which is not part of own normal responsibilities and presenting findings to colleagues and/or management | Increasing Knowledge |
Qualification Components
| Title | Awarding Bodies |
|---|---|
| FEDIP Advanced Practitioner | The Federation for Informatics Professionals |
Clinical Informatics Framework
Health & Wellbeing in Practice
| Title | Details | Level |
|---|---|---|
| Clinical concepts & language | Uses clinical, social, biomedical (including genomics) terminology, language and abbreviations appropriately when contributing to informatics projects and programmes to be able to facilitate accurate and appropriate communication across clinical informatics projects and/or teams. | 4. Analyse: Draw connections among ideas: differentiate, organise, relate, compare, contrast, distinguish, examine, experiment, question, test. |
| Health policies | Recognise how UK and international health and social care policies can change and how they impact on system and organisational informatics delivery, strategies and plans. | 3. Apply: Use information in new situations: execute, implement, solve, use, demonstrate, interpret, operate, schedule, sketch. |
The Professional Body Responsible for this job family is IHRIM. This job role profile was created in collaboration with BCS, using Role Model Plus.