Leadership Competencies. Level 3. Self-Assessment Tool

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1 Leadership Competencies Level 3 Self-Assessment Tool August 2006

2 August 2006 Page 2 UVIC Competency Self-Assessment Guide This competency self-assessment is designed to help you identify your strengths and areas for ment in relation to the UVic competencies. It will provide valuable information in your Performance Planning and Review. FIRST - Clarify why you are conducting your self-assessment. Why do you want to complete a competency assessment? By answering this question, you can help clarify your objectives for the competency assessment process. Please mark the box(es) below that best describe(s) your objective(s): Provide the foundation for my own professional ment; Assume more responsibility and exert more influence in my organization; Document my current competencies; Establish the basis for planning for the future; Conduct career planning or assist with career management activities; Other - explain SECOND - Assess yourself against the competencies. Instructions are below. Column one identifies the expected behavior of each competency. Column two asks you to identify how often you are demonstrating the behaviors of each competency. Check how frequently you believe you are presently demonstrating the described behavior for each competency. Use the following scale: 1= at all 2= (less than once/month) 3= (less than once/week) 4= (about 1-2 times/week) 5= Very (almost daily) e: If you are using the on-line version, you can check the frequency in the box provided.

3 August 2006 Page 3 UVIC Competency Self-Assessment Guide (Cont d) THEN Column three asks you to identify how important each behavior will be to your success over the next 1-3 years. Use the following 1-5 scale. 1= important 2= importance 3= important 4= 5= e: If you are using the on-line version, you can check the importance in the box provided. FINALLY - Look back over your assessment for those competencies you rated as lower frequency and higher importance. Ask yourself Is this important for me to right Indicate or in column four. We recommend you take the time to interpret your results and plan your next steps using the Interpreting Your Self- Assessment Workbook, in the HR ToolKit (on the Human Resources website under Competencies). This information can be very helpful to your discussions with your Supervisor during Performance Planning and Review.

4 at All Very FINALLY - Look back over your assessment and indicate which competency behaviors are important for ment right now. A. Personal Insight and Impact Strives to improve personal performance and achieve work goals through awareness of own attributes. Takes account of, and accepts responsibility for, the impact of own decisions and actions on others. this competency 3.1 Clarifies with others, when appropriate, how their own personal values influence their behavior and their expectations of others. 3.2 Models behaviors that align with the University s core values. 3.3 Demonstrates integrity by taking action to support programs that are good for the University. 3.4 Makes principled and ethical University decisions, even if they are sensitive or controversial. 3.5 Engages others to remain focused and productive during challenging and demanding situations 3.6 Applies an understanding of power, influence and relationships inside and outside the University to accomplish goals. August 2006 Page 4

5 at All Very FINALLY - Look back over your assessment and indicate which competency behaviors are important for ment right now. B. Strategic Focus Cultivates an environment in which sharing the University s vision is practiced by staff, faculty and others. Aligns work priorities, processes, and practices to achieve the desired vision.. this competency 3.1 Engages others in ing a common understanding of future direction. 3.2 Engages external stakeholders to support the University s strategic direction. 3.3 Builds support in the University community for the University s vision, mission and values. 3.4 Champions initiatives that build community and support society. 3.5 Identifies key goals and strategies for accomplishing the vision. 3.6 Balances short-term needs of the University and its people with the achievement of longterm goals and strategies. 3.7 Makes decisions based on what is best for the University as a whole. August 2006 Page 5

6 at All Very FINALLY - Look back over your assessment and indicate which competency behaviors are important for ment right now. C. Investing in our People Demonstrates a commitment to ing, influencing and guiding others toward a high standard of performance. Creates an environment where professional growth and ment is valued. this competency 3.1 Engages in succession planning so that the University is well positioned to meet future needs. 3.2 Inspires to reach their highest potential. 3.3 Champions professional growth as a University resource. 3.4 Mentors future leaders. 3.5 Communicates the University s requirements for staff ment and training. August 2006 Page 6

7 at All Very FINALLY - Look back over your assessment and indicate which competency behaviors are important for ment right now. D. Building our Culture Fosters an environment where excellence is encourages and supported. Creates a positive, dynamic, productive, and open-minded institution that values fairness, inclusiveness and diversity. this competency 3.1 Advocates, when appropriate, a consultative and inclusive approach to a collective sense of ownership and engagement. 3.2 Promotes the alignment of academic roles/functions and support roles/functions. 3.3 Fosters a University culture that values fairness, inclusiveness and diversity. 3.4 Advocates for employee recognition. 3.5 Recognizes significant achievements of members of the University community. August 2006 Page 7

8 at All Very FINALLY - Look back over your assessment and indicate which competency behaviors are important for ment right now. E. Creativity and Innovation this competency Encourages and supports innovative ideas and appropriate solutions to enhance results. 3.1 Fosters an environment where creative ideas and innovative approaches are welcomed. 3.2 Assesses, when appropriate, the University s capacity to adopt and implement innovation. 3.3 Assesses, when appropriate, opportunities and risks associated with University innovation. 3.4 Commits resources to support appropriate innovation and creativity. 3.5 Detects emerging opportunities or challenges that the University will be facing. 3.6 Pursues emerging opportunities or challenges facing the University. August 2006 Page 8

9 at All Very FINALLY - Look back over your assessment and indicate which competency behaviors are important for ment right now. F. Problem Solving and Decision Making this competency Takes a broad big picture approach when making decisions and solving problems. Makes connections between current actions and future consequences. 3.1 Collaborates on emerging issues across the University and with stakeholders. 3.2 Assesses problems and decisions based on short and long-term impacts on the University. 3.3 Uses the University s established strategic direction as a framework for decisions and actions. 3.4 Assesses the impact of the external environment on the University when making decisions. 3.5 Communicates strategic and high-impact decisions. 3.6 Evaluates risks, opportunities and mitigation strategies to achieve the University s goals and objectives. 3.7 Uses defendable judgment to make decisions when faced with ambiguity and limited information. August 2006 Page 9

10 at All Very FINALLY - Look back over your assessment and indicate which competency behaviors are important for ment right now. G. Change Management this competency Engages the university community to build understanding of and support for necessary change. Leads staff through change and transition. 3.1 Assesses if change is necessary based on internal and external factors. 3.2 Assesses the University s capacity and readiness for change. 3.3 Collaborates with key stakeholders to promote major change initiatives. 3.4 Communicates a clear, compelling vision of what the change will accomplish. 3.5 Commits resources to implement and sustain desired change. 3.6 Prioritizes change initiatives. August 2006 Page 10

11 at All Very FINALLY - Look back over your assessment and indicate which competency behaviors are important for ment right now. H. Achieving Results this competency Demonstrates initiative and resource fullness to achieve desired goals and objectives. Strives for excellence. 3.1 Fosters an environment where people feel personally committed to achieve results. 3.2 Communicates key standards to achieve University goals. 3.3 Establishes challenging and relevant targets for the University. 3.4 Seeks feedback from the University community to improve results. 3.5 Allocates appropriate resources to achieve desired results. August 2006 Page 11

12 Summary Sheet There are eight competencies in this framework. From this self assessment, check off the two or three competencies that you gave the most yes s to re: important right now. A. Personal Insight and Impact B. Strategic Focus Check the ones you want to focus on! C. Investing in Our People D. Building Our Culture E. Creativity and Innovation F. Problem Solving and Decision Making G. Change Management H. Achieving Results We recommend you take the time to interpret your results and plan your next steps using the Interpreting Your Self- Assessment Workbook, in the HR ToolKit (on the Human Resources website under Competencies). This information can be very helpful to your discussions with your supervisor during Performance Planning and Review. August 2006 Page 12

Competency Model & Performance Behaviors

Competency Model & Performance Behaviors Model & Background Information The Multnomah County Model is a customized tool developed through the crossdepartmental, collaborative work of employees, HR Managers, and Directors. This model will anchor