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Operations manager

Operations manager

Business and administration

Level 5 - Higher Technical Occupation

Managing teams and projects in line with a private, public, or voluntary organisation's operational or departmental strategy.

Reference: OCC0385

Status: assignment_turned_inApproved occupation

Average (median) salary: £27,564 per year

SOC 2020 code: 4142 Office supervisors

SOC 2020 sub unit groups:

  • 4142/00 Office supervisors
  • 1139/03 Complaints and customer service directors
  • 1171/02 Healthcare service managers and directors

Technical Education Products

ST0385:

Operations manager

(Level 5)

Approved for delivery

Employers involved in creating the standard:

Minstry of Defence (Army), Turning Point, Spire Healthcare, AJ Bell, John Lewis, DWP People, Capability and Place, Wesleyan, Nestle, Alzheimers, Lloyds, Amazon, Easyjet, Adecco Group, NHS, Labcorp, Rugby Players association, Cabot Credit Management Limited, G4S, David lloyd

Summary

This occupation is found in small, medium, large, and multinational organisations in private, public, and third sectors across all areas of the economy.

Operations managers perform leadership and management duties with teams and senior managers to ensure that teams fulfil their roles and meet organisational goals. They are essential to all business models that have an operational area or department with a workforce to lead, manage, and support.

The broad purpose of this occupation is to provide leadership, with both operational and project responsibilities. An operations manager is responsible for managing individuals or a team, offering direction, instructions, and guidance to achieve set goals. They are crucial for the smooth functioning of all departments within an organisation and ensure that their functions are administered and maintained in accordance with legislation and the organisation’s policies and procedures. Operations managers provide clear and inclusive leadership and direction within their area of responsibility. This typically involves setting, managing, and monitoring the achievement of core objectives aligned with the organisation’s overall strategic goals. In smaller organisations, they are also likely to contribute to the execution and achievement of these strategic objectives. 

In their daily work, an employee in this occupation interacts with colleagues from various internal departments, including operations, human resources, finance, legal, IT, sales and marketing, and project groups. Operations managers also engage with external stakeholders such as customers, clients, and suppliers. They may work in diverse environments, including offices, onsite locations, or remotely, demonstrating a high level of flexibility and adaptability to meet organisational needs.

An employee in this occupation is responsible for leading and managing their operational function. This includes being accountable for developing team members, managing projects, planning and reviewing workloads and resources, delivering operational plans, resolving problems, and building relationships both internally and externally.

An operations manager may work as part of a network or in a team setting. They operate within agreed budgets and available resources, reporting to senior leaders. They are responsible for decision-making and guiding or influencing the decisions of others. This includes applying business continuity principles, collecting and interpreting data to identify trends, analysing resources, and finding ways to improve efficiencies.

Operations managers understand how their role supports the broader organisational structure. They apply codes of practice, legislation, and regulations relevant to their organisation’s operations. This encompasses legal and ethical responsibilities, as well as equity, diversity and inclusion, health and safety, and the sustainability impacts of the organisation.

Employers involved in creating the standard:

Minstry of Defence (Army), Turning Point, Spire Healthcare, AJ Bell, John Lewis, DWP People, Capability and Place, Wesleyan, Nestle, Alzheimers, Lloyds, Amazon, Easyjet, Adecco Group, NHS, Labcorp, Rugby Players association, Cabot Credit Management Limited, G4S, David lloyd

Typical job titles include:

Area manager
Department manager
General manager
Operations manager
Regional manager
Specialist manager

Keywords:

Departmental Strategy
Operations Manager
Organisations
Private
Projects
Public

Knowledge, skills and behaviours (KSBs)

K1: Presentation skills and methods.
K2: Relevant regulation and legislation requirements, and their impact on their team, the individual, their role and the organisation.
K3: Legislation and organisational policies relating to equity, diversity and inclusion in the workplace and their impact on the organisation and stakeholders.
K4: Approaches to people management, for example recruitment, performance management, reward, and talent management and resource planning.
K5: IT and software tools used to support the current and future needs of the organisation, including advances in technology.
K6: Methods for researching, analysing, interpreting and evaluating data to inform judgements and enable decision making.
K7: Financial management techniques and implications of decisions for budgets.
K8: How to identify and manage organisational improvement opportunities.
K9: Project management tools and techniques.
K10: Methods used to identify, manage and prioritise stakeholder relationships.
K11: The current and future needs of the sector and the impact on their organisation.
K12: Problem solving and decision-making techniques.
K13: Influencing and negotiation models and techniques.
K14: Conflict resolution and mediation processes.
K15: Communication techniques and approaches.
K16: Ethics and values-based leadership theories and principles, for example employee wellbeing.
K17: Change management concepts and methods for implementing change within the organisation.
K18: Leadership and management tools and techniques.
K19: The sector in which the organisation operates and its impact on their role.
K20: The continuous development requirements and learning needs of their team.
K21: Business continuity principles, including risk assessment, contingency planning and disaster recovery.
K22: Organisational policies and procedures, for example health and safety.
K23: Responsible organisation policies and practices covering social, environmental, and economic factors, including sustainability.
K24: Coaching and mentoring techniques.
K25: The strategic direction of the organisation and the impact on operational plans.

S1: Communicate and present information to stakeholders using different types of media.
S2: Identify problems and provide solutions.
S3: Manage and set goals and accountabilities for individuals and teams.
S4: Analyse performance data for individuals and teams to identify areas for improvement.
S5: Manage and influence project activity to deliver within budget and resource requirements.
S6: Lead and influence the team and individuals to support an inclusive culture of equity, diversity, and the promotion of well-being.
S7: Motivate team members and individuals through collaborative activities, for example one-to-one coaching and team meetings, to achieve organisational goals.
S8: Use digital tools to analyse information and monitor performance and budgets to drive the implementation and delivery of plans and projects.
S9: Research, interpret and analyse information to inform the implementation of business plans or projects.
S10: Evaluate the impact of outcomes from organisational plans or projects to drive the decision-making process.
S11: Interpret and implement the practical application of regulation, legislation and organisational policies for stakeholders.
S12: Manage continuous improvement and change for their team and organisation.
S13: Analyse and prioritise organisation activities in response to the operating environment.
S14: Implement business continuity plans, including risk assessment, contingency planning and disaster recovery, to ensure the uninterrupted operation of critical functions.
S15: Identify and respond to external factors that may influence the future landscape and evaluate their impact on the organisation.
S16: Influence and negotiate with stakeholders to shape and agree goals and outcomes.
S17: Manage relationships across multiple and diverse stakeholders.
S18: Deliver sustainable services and solutions which allow the organisation to respond to changes in social, economic and environmental factors.
S19: Manage and facilitate learning and continuous professional development for their team.
S20: Coach and mentor individuals within their team.
S21: Develop and implement operational plans that align with the strategic direction of the organisation.

B1: Acts professionally, ethically and with integrity.
B2: Supports an inclusive culture, treating colleagues and stakeholders fairly and with respect.
B3: Takes accountability and ownership of their own and the team’s tasks and workload.
B4: Seeks learning opportunities and continuous professional development for self and the wider team.
B5: Works flexibly and adapts to circumstances.
B6: Works collaboratively with others across the organisation and stakeholders.

Duties

Duty D1

Provide leadership and people management.

Duty D2

Keep up to date with IT and digital interventions such as Artificial Intelligence (AI) and software that can be used in their sector.

Duty D3

Analyse, interpret and cascade data to enable tracking, trend analysis and metric reporting to enable decision making for managing objectives and targets.

Duty D4

Manage and influence activities and projects within budget and resources to deliver change and continuous improvement.

Duty D5

Collaborate with and manage stakeholder relationships.

Duty D6

Lead the creation and implementation of their resource plans considering future organisation needs and impact on change requirements.

Duty D7

Interpret and comply with relevant legislation and regulation and the impact on their organisation.

Duty D8

Lead and manage the team to ensure the application of equity, diversity, and inclusion principles.

Duty D9

Lead the team and individual training needs and support continuous professional development.

Duty D10

Communicate complex information to build understanding and drive team and organisational performance.

Duty D11

Manage activities which drive the organisation’s sustainability goals.

Duty D12

Build and manage internal relationships and collaborate with colleagues to enable cross-team working.

Duty D13

Lead and respond to risk management, assessing the opportunities which could affect individual and team performance, and finding solutions that meet their needs.

Duty D14

Develop and implement their operational plan that aligns with the strategic direction of the organisation.

Occupational Progression

This occupational progression map shows technical occupations that have transferable knowledge and skills.

In this map, the focused occupation is highlighted in yellow. The arrows indicate where transferable knowledge and skills exist between two occupations. This map shows some of the strongest progression links between the focused occupation and other occupations.

It is anticipated that individuals would be required to undertake further learning or training to progress to and from occupations. To find out more about an occupation featured in the progression map, including the learning options available, click the occupation.

Progression decisions have been reached by comparing the knowledge and skills statements between occupational standards, combined with individualised learner movement data.

Technical Occupations

Levels 2-3

Higher Technical Occupations

Levels 4-5

Professional Occupations

Levels 6-7

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Level 3

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Level 5

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Level 5

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Level 6

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Level 6

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Level 7

Business and administration