Competencies Rating Guide
|
|
- Myron Palmer
- 6 years ago
- Views:
Transcription
1 Competencies Rating Guide Rating Drive for Results Makes a significant contribution to business practice/policy/procedure resulting in improved best practices. Proactively works to exceed performance expectations, resulting in measurable improvement in business performance. Motivates peers/team or direct reports to exceed project deadlines. Manages multiple demands and competing priorities with confidence and drive. Takes accountability for actions. Is sought out by others for his/her outstanding organizational capability. Role model under pressure. Can gather the facts, consider options and act with speed and decisiveness. Actions result in measurable benefits/ gained efficiencies for Forsythe. Delivers a specific and outstanding effort to customer focus and/or problem solving, which results in an unexpected and highly valuable contribution to annual performance. Initiates, drives, and champions continuous improvement in self and others. Demonstrates consistently exceptional commitment to high quality work and requires quality from others. Adds spark, vigor, and energy to the business. Can-do spirit is infectious. Strong action orientation; under pressure, can gather the facts, consider options and act decisively. Actions result in measurable benefits/ gained efficiencies for the team or department. Shows tenacity in his/her commitment to deliver results. Inspires peers/team or direct reports to work harder to accomplish results. Works effectively with multiple demands and competing priorities. Initiates action despite uncertainty of outcome; is willing to take risks, exhibits willingness to accept accountability and inspires innovation in others. Demonstrates capacity to continue to be highly productive under adverse circumstances. Motivates others to do the same. Makes decisions and acts in ways that are good for customers and Forsythe. Views business problems as his/her own; never walks past problems. Consistently meets and exceeds first time quality requirements and commits to high quality work. Establishes solid work plans for self or others to deliver products or services that are ontime, on-budget, and on-quality. Champions continuous improvement. Demonstrates personal commitment to moving the business forward. Meets changing demands, takes accountability for his/her actions and balances priorities. Looks for opportunities to take action, gathers facts, considers options and acts decisively. Makes timely decisions. Will take risks when practical; delivers innovative ideas and builds support for innovative approaches. Maintains stamina and productivity during adverse circumstances. Acts as a positive example to others to do the same. Eagerly accepts responsibility to get the job done. Proactive. Self-directed. Demonstrates consistent quality in his/her work. Acts fast to resolve customer/business problems. Has difficulty staying on track and on time with projects/deadlines/goals. Requires an excessive amount of structure, guidance, or direction. Has trouble accelerating pace to meet changing demands. Lacks ability to prioritize. Does not support continuous improvement. Allows problems to escalate or worsen. Frequently cannot make a timely decision. Unwilling to take appropriate risk. Does not see role as one of supporter/leader of team innovation. Risk avoidance negatively impacts the work of peers, direct reports, or work group. Does not meet the quality requirements of the job. Work contains multiple errors. Blames adverse circumstances or others for failing to meet expectations. Actions may negatively impact the motivation of others. Does not consistently take accountability for his/her actions. Does not stay on track and on time with projects/deadlines/goals. Consistently requires excessive amount of structure, guidance or direction.
2 Shows complacency in approach to business and individual performance; sometimes too quick to adjust timelines, budgets, or quality commitments. Regularly produces low quality work. Does not take accountability for his/her actions. Behaviors are discourteous or unresponsive Rating Problem Solving & Decision Making Approaches situations and decisions with a view to the future. Uses visionary thinking and anticipates trends; stimulates thought beyond conventional practices. Formulates decision criteria considering costs, benefits, risks, and timing. business acumen; leads/contributes to business, project, and financial planning for company or work group. Develops solutions to problems that differentiate Forsythe in the marketplace. Makes tough decisions to further develop and enhance existing processes and procedures to ensure customer satisfaction and department efficiencies. Influences others to modify their personal viewpoints when faced with new facts. Demonstrates proficiency in forward thinking skills. Thinks beyond conventional practices. Demonstrates sound business ethics and follows policy. Identifies gaps or lapses in policy and procedure and works to correct. Follows an organized problem solving approach using a variety of analytical techniques. Has a track record of sound decision making. Ability to make a quick decision. Sees hidden problems. Looks beyond the obvious and doesn t stop at first answers. Considers financial impacts as part of decision making criteria. Solid business acumen skills. Sought out by others for coaching on how to address complicated business situations. Demonstrates awareness of future impacts resulting from decisions. Makes proactive and pragmatic decisions in a timely manner. Follows sound business ethics and policy. Takes initiative to identify and analyze problems in a proactive manner. Consistently arrives at sound logical decisions in a timely manner. Perceives impact of decision and works with other in a cooperative manner to resolve problems. Basic business acumen skills; financial understanding meets the needs of the role. Develops workable and practical solutions to problems. Sought out by others for advice and solutions. Fails to consider future impacts of decisions. Does not think of the obvious challenges. Careless on following policies or procedures. Fails to troubleshoot solutions. Solves problems by jumping to conclusions often with mixed results. Fails to appropriately consider financial impacts as part of decision criteria. Lack of business acumen negatively impacts performance of self or work group. Rarely participates in problem solving. Frequently elevates a problem without offering solutions. Does not make timely decisions, missing in business opportunities or negatively impacting business performance. Less systematic or analytic when problem solving. May rely too much on tried and true methods or a single approach. Slow to decide or to declare. May procrastinate, seek more information to build confidence and avoid risk. May make things overly complex. Does not follow policy or procedure or is not ethical in approach. Does not appropriately analyze the situation; decisions are not well thought out. Never willing to negotiate or compromise; is not collaborative. Decisions made are overly complex. Decisions frequently miss deadlines or are not made in a timely manner.
3 Decisions are not based on solid business acumen. Decisions have a negative impact on Company Performance Rating Adaptability and Flexibility Approaches situations and decisions with a view to the future. Uses visionary thinking and anticipates trends and stimulates thought beyond conventional practices Makes significant contribution to the business resulting in improved best practices. Highly tolerant of ambiguity. Drives and initiates positive change in the organization. Uses creative techniques to solve ambiguous and/or ill defined problems. Recognizes intangibles and develops workable solutions. Balances conflicting priorities and works with appropriate parties to resolve conflicting priorities. Identifies a clear and effective plan with appropriate, specific, and well-sequenced action steps required to accomplish team or work group objectives; takes into account contingencies, constraints, and thorough process. Role model of interpersonal flexibility. Makes significant progress and demonstrates ability to deliver results even in the face of ambiguous or complicated situations. Champions change. Supports change decisions that differ from personally preferred action. Consistently recommends alternate solutions. Flexible in interpersonal interactions. Increases comfort level of others through adaptive style and approach. Works effectively in ambiguous situations. Comfortable with change. Supports change decisions that differ from personally preferred action. Modifies personal viewpoint when faced with new facts. Decides and acts without having the total picture. Isn t upset when things are up in the air. Can comfortably handle risk and uncertainty. Takes personal ownership and accountability for results. High need for direction and predictability. Jumps to conclusions, intolerant of change. Maintains position regardless of new facts that indicate other solutions or answers. Not comfortable with change or uncertainly. Less efficient and productive under ambiguity. Blames adverse circumstances or others for failing to meet expectations. Not comfortable with change or uncertainly. Not productive under ambiguity which requires excessive supervision. Lacks understanding of how to accomplish team or work group objectives; does not understand the workings of the organization. Wants to maintain the way things were even if not appropriate.
4 Rating Teamwork & Collaboration Actively seeks to gain and use cross-functional knowledge to improve personal and departmental performance. In highly stressful situations, effectively gets others involved in problem solving. Maximizes/engages others involvement and contributions to process improvements. Raises and champions ideas and opinions from others that have broad implications (within department, cross-functionally, etc.). Results in higher quality solutions that have broad acceptance. Always provides exceptional value to teams on which he/she serves. Is quick to share credit for team accomplishments. Suggests and gets involved in initiatives that engage others beyond his/her department or workgroup. Is highly recognized by others for ability to share success publicly and privately. Is a champion/role model for effectively balancing the interests and needs of his/her team/department/location with those of the broader Forsythe organization. Demonstrates a clear command to help people feel valued and appreciated. Addresses conflict constructively. Gains and uses cross-functional knowledge to improve individual performance. Proactively reaches out to others when identifying an opportunity or problem solving. Encourages expression of ideas and opinions from others within department or work group. Strives for consensus. Is widely respected as a cooperative and participative team member. Is generous with time and ideas when involved in team activities. Regularly volunteers to help on assignments outside his/her area of responsibility. Seeks out opportunities to recognize and acknowledge the work of others. A leader in sharing success with others. Recognizes and effectively balances the interests and needs of his/her team/department/location with those of the broader Forsythe organization. Welcomes opportunities to work broadly across the company cross-function, crossbusiness, cross-locations. Considers company implications of individual actions. Considers the interests and needs of the broader Forsythe organization. Involves all relevant employees when problem solving. Is open to ideas and opinions of others. Is always in tune with relationships and dynamics of the team; takes action to maintain team effectiveness. Can be counted on to perform as a solid team member. Consistently contributes to team success. Is repeatedly invited to join teams. Regularly shares success with others. Rarely considers cross-functional implications of individual actions. Frequently tries to take on process improvements solo versus involving others. Is closed to opinions or expression of ideas from others, inflexible in approach to problemsolving. Frequently fails to recognize the interests and needs beyond his/her team/department. Makes less contribution to team efforts than other team members. Contributes less to the success of the team than is expected. At times, may resent the need to work with others. Has taken credit for the work of others. Does not understand the impact of words and actions on the group. Creates conflict on the team.
5 Rating Communication Highly skilled at influence. Builds common ground, creates buy-in by involving those affected by a decision in a way that gains commitment. Expresses ideas persuasively in both individual and group situations resulting in implementation of new idea/initiatives. Adapts to the communication needs of the listener. Deals with emotions effectively defuses them to focus on facts. Personal communication style positively motivates others. Adept at expressing feelings and opinions in spite of disagreement; accurately and professionally communicates to others regardless of their status or position. Uses a flexible communication style to resolve conflict. Is a role model for others on how to suspend judgment and practice diplomacy in challenging situations. Skilled at using verbal and non-verbal listening techniques. Is skilled at soliciting others ideas in group settings. Works with the input and point of view of others to build better solutions to business problems. Manages group dynamics in a way that results in synergy and high consensus. Successful at dealing with difficult people. Able to influence others through strong interaction skills; clearly presents own ideas and actively listens to ideas of others. Seeks win-win solutions and gains acceptance of ideas, projects or plans. Utilizes professional approach when managing conflict. Utilizes personal communication style to positively impact productivity of others. Refrains from prejudging or trivializing others ideas. Seeks out the viewpoints of key team members, even when the views of others might conflict with his/her own. Active listener who probes for greater understanding. Sought out by others for coaching on communication and influencing. Demonstrates leadership in meetings by establishing an open and candid tone with peers/team/direct reports. Open to other s ideas. Looks for opportunities to learn others point of view. Communicates openly and candidly. Expresses his/her opinion and point of view. Recognizes and manages conflict well. Manages disagreement constructively. Actively listens to the viewpoints of others. Has the patience to hear people out. Uses effective interpersonal style and communication methods which result in a productive work environment. Works to positively influence others. Listens to entire message before speaking (doesn t interrupt). Willing to consider others views. A strong contributor in meetings or group settings. Tends to withdraw from communications with others or may overreact to conflict. Feels intimidated and may hold back opinion or may force opinions on others. Shows passive-aggressive style toward disagreements complies without fully supporting an idea, complains to others. Works a separate agenda outside of meetings. Forces others to adapt to his/her preferred communication style. Communication style impacts productivity of others. Frequently is verbally and non-verbally judgmental before other party has completed input. Interrupts others, missing important parts of the messages and creating frustration and inefficient discussion. Lacks understanding of how to influence others. Prejudges or trivializes ideas. Does not contribute to meetings. Can be abrupt or unapproachable when communicating with others. Rigid and inflexible in interpersonal interactions, me oriented. Doesn t listen well. May cut people off. Interactions with others frequently lead to conflict. Frequently loses composure in meetings.
6 Rating Professional & Technical Expertise Has deep and thorough understanding of his/her area of technical or functional expertise, and can translate that knowledge into industry-leading actions that improve the business. Helps others gain technology industry and Forsythe knowledge. Continuously works to improve knowledge about the business. Demonstrates an understanding of how his/her personal efforts drive business success and is exceptionally committed to applying that knowledge to generate positive results for Forsythe. Is sought out by others as an expert in his/her area (such as systems, sales, marketing, or operations). Provides others with insight gained from industry and/or technical expertise. Demonstrates clear command of competencies, skills and knowledge in continuous improvement processes and concepts. Drives out waste/and or increases profits through quality improvement tools. One of the best in the industry; a stand-out at Forsythe. Strong financial acumen. Understands and uses Forsythe financial terminology. Can translate financial information to peers/team members/direct reports. Seeks information to build his/her industry, business, Forsythe knowledge. Strives to acquire skills that will impact his/her personal performance. Asks questions to build knowledge. Demonstrates proficiency in his/her area of expertise (such as systems, sales, marketing, or operations) and leverages that expertise to lead efforts to improve the business. Seeks new insights gained from industry and/or technical knowledge. Continuously looks to increase and improve knowledge about their career. Seeks to increase competencies, skills and knowledge in continuous improvement processes and concepts. Understands overall Forsythe business and financial performance and uses information to make sound business/process improvement decisions or provide suggestions that will reduce costs or increase revenue. Shows a strong understanding of his/her area of expertise (such as systems, sales, marketing, or operations) and leverages that expertise to lead efforts to improve the business, and successfully applies it to projects and daily work. Knows how his/her job fits into the bigger picture of Forsythe s business, and aligns his/her goals to the broader business and departmental objectives. Take ownership for career and developing in his/her current role. Actively applies current competencies, knowledge and skills to continuous improvement processes and concepts. Stays up to date on Forsythe business and financial performance. Understands how current financial trends impact his/her area. Does not take the time to stay current with industry trends, business performance, Forsythe s business, or developments in his/her area of expertise. Demonstrates limited interest in new industry insight and/or technical expertise. Does not take ownership for in career growth or developing in their current role. Demonstrates lack of initiative in applying competencies, knowledge and skills to continuous improvement processes and concepts. Judgment and decision making marginal because of lack of knowledge. Is not proficient in technical/functional area of expertise. Demonstrates a limited understanding or interest in Forsythe s business or financial performance. Puts no effort in to learning new skills and has no desire for personal improvement. Frequently makes technical/functional errors.
Classified Employee Performance Rubric
Classified Employee Performance Rubric Revised: July 16, 2013 This rubric is to be used as a guide to determine performance levels. If comments are used from this rubric on the evaluation form then you
More informationInternal Management Consulting Competency Model Taxonomy
AIMC National Conference April 10-13, 2005 Internal Management Consulting Competency Model Taxonomy Adapted from the ASTD Competency Study: Mapping the Future New Workplace Learning and Performance Competencies.
More informationManagerial Competency Guide
Managerial Performance Evaluation and Reappointment Recommendation Managerial Competency Guide Division of Human Resources Competency List: I. Accountability II. III. IV. Communication Skills Customer
More informationThe below rating scale is used to determine UW-Stevens Point competency proficiency.
Performance Review Guide Competencies are comprised of defined knowledge, skills, and behaviors needed to be effective in one s role, department, and institution. A competency model provides a guide for
More informationBE RESPONSIVE. Meets Expectations (3) Acknowledges and addresses all forms of communication in a timely and considerate manner.
BE RESPONSIVE Fails to acknowledge and/or address all forms of communication in a timely and considerate manner. Acknowledges and addresses all forms of communication in a timely and considerate manner.
More informationCAMPUS ADVANTAGE INC. Job Description. JOB TITLE: Corporate Intern
CAMPUS ADVANTAGE INC. Job Description JOB TITLE: Corporate Intern Reports To: Director of Employee Engagement & Training Prepared by: ADP TotalSource January 30, 2016 SUMMARY This position is primarily
More informationA Guide to Competencies and Behavior Based Interviewing
A Guide to Competencies and Behavior Based Interviewing 9.14.2015 HR Toolkit http://www.unitedwayofcolliercounty.org/maphr 2015 Competence is the ability of an individual to do a job properly. Job competencies
More informationCore Competencies and Behavioral Indicators
COMMUNICATION Shares and receives information using clear oral, written and interpersonal communication skills.. Demonstrates effective written and oral communication skills.. Actively listens, provides
More informationTALENT REVIEW INSTRUCTIONS
OFFICE OF HUMAN RESOURCES TALENT REVIEW INSTRUCTIONS SUMMARY The Talent Review process is a means to gain a better understanding of what is expected of the employee and how the employee can improve his/her
More informationCORE COMPETENCIES. For all faculty and staff
SELF-AWARENESS & PROFESSIONALISM Being mindful of one s impact on others and managing thoughts, feelings and actions in an effective manner. INTEGRITY Conducting oneself and activities according to the
More informationCompetency Framework & Dictionary of Core Competencies
Example of a Customized Competency Framework & Dictionary of Core Competencies Completed for a client of Workitect, Inc. Please contact us for additional information about this project and the HR implementation
More informationUNITED NATIONS RESIDENT COORDINATOR COMPETENCY FRAMEWORK
UNITED NATIONS RESIDENT COORDINATOR COMPETENCY FRAMEWORK P a g e 2 Introduction The United Nation General Assembly as has called for improving the way in which individuals are attracted and selected within
More informationCentral Kitchen Manager
Central Kitchen Manager Reports To: Director of Food Service Bargaining Unit: Food Service Managers Salary Schedule: Schedule A EEO Class: Level 9 FLSA Status: Hourly Revised Date: April 2011 POSITION
More informationINTRODUCTION Where Opportunity Meets Talent
INTRODUCTION Where Opportunity Meets Talent This report compares a specific job benchmark to the results of one to five talent reports. Use the following guidelines to effectively interpret the results.
More informationOperational Service and Operational Enterprise Agencies Core Competencies
Chair Operational Service and Operational Enterprise Agencies Core Competencies COMPETENCY - STRATEGIC LEADERSHIP Strategic leadership involves approaching initiatives from a strategic perspective, championing
More informationScripps Core Competencies
Scripps Core Competencies April 2012 Broad Discernment Definition: Applies knowledge and experience to make informed and timely decisions in the best interest of our owners, customers and employees. Balances
More informationPERSONAL COMMUNICATION STYLES INVENTORY
PERSONAL COMMUNICATION STYLES INVENTORY Directing Style Personal Style Summary Strengths *Fast paced, quick thinker *Focused on action to achieve results *Does what is necessary to succeed *Fast decision
More informationFundamentals of Project Management Bill Coda
Fundamentals of Project Management Bill Coda The P in PM is as much about People Management as it is about Project Management. Agenda Introduction and Overview Objectives Project Management Frameworks
More informationManager, Supervisor & CEMA Skill Set Model County of Santa Clara
Leads Innovation Leadership Styles Manages Change Models Integrity, Trust & Transparency Strategic Thinking and Planning Manager, Supervisor & CEMA Skill Set Model County of Santa Clara Conflict Management
More informationPrepared for: Joe Sample 2/2/15
Leadership Potential Inventory Report Prepared for: Joe Sample 2/2/ Introduction Your Leadership Potential Inventory Report collects feedback about your behavior and performance from you and your supervisor.
More informationLEADERSHIP PERFORMANCE CRITERIA
LEADERSHIP PERFORMANCE CRITERIA EMPLOYEE RESPONSIBILITIES (leadership) Job Knowledge Demonstrates an understanding and working knowledge of current role, profession, and industry. Has sought out personal
More informationOPQ Profile. Person Job Match. Selection Report. Name Mr Sample Candidate. Date 18 September
OPQ Profile Person Job Match Selection Report Name Mr Sample Candidate Date 18 September 2013 www.ceb.shl.com EXECUTIVE SUMMARY This report tells you about Mr Sample Candidate s potential fit to the competency
More informationCompetency Dictionary
HARVARD UNIVERSITY Competency Dictionary ver. FY14 Welcome to the Harvard University Competency Dictionary. Here you will find a list of competencies that Harvard values in their employees. Please click
More informationJob Description: Operations Manager September 2017
Job Description: Operations Manager September 2017 Title: Operations Manager Reporting to: Executive Director Purpose As a senior member of the Management Team, the Operations Manager is responsible for
More informationAssessment Center Report
Assessment Center Report Candidate Name: Title: Department: Assessment Date: Presented to Company/Department Purpose As of the Assessment Center Service requested by (Company Name) to identify potential
More informationSTAFF PERFORMANCE RATING GUIDE
Job Knowledge: Demonstrates sufficient knowledge, competency, and understanding to perform all aspects of the job efficiently, effectively, and safely. Subject matter expert in all job facets. Has skills
More informationSystems Analyst Position Description
Position Description October 5, 2015 Analysis Position Description October 5, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...
More informationWorking by the VUMC Credo
Working by the VUMC Credo Instructions: > Score all six behaviors. > Score each behavior as a whole number (1,2,3,4 or 5). Bullets are illustrative of types of behavior. > "Expert Performance" behaviors
More informationNogdawindamin Family and Community Services. Values and Competencies Dictionary
Nogdawindamin Family and Community Services Values and Competencies Dictionary Table of Contents Section 1: Values... 3 Attitude... 4 Caring... 4 Commitment... 4 Community Involvement... 4 Improvement...
More informationCompetencies. Working in Partnership. Creativity and Innovation Organisational and People Development
Competencies Leadership Competency Framework - Summary Technical Expertise Demonstrates an avid interest in continuously enhancing current skills and learning new ones; applies advanced functional or technical
More informationElmhurst CUSD 205 Assistant Secretary - Elementary School
Elmhurst CUSD 205 Assistant Secretary - Elementary School Date Prepared: February 20, 2016 Prepared By: Jim Woell Supervisor: Building Principal FLSA Status: Non-Exempt Position Type: PSRP Current Classification:
More informationPerformance Leader Navigator Individual Feedback Report For: Chris Anderson
For: Chris Anderson Finding your way in today's world of work Copyright ã 2007, 2008 Wilson Learning Worldwide Inc. This report includes ratings from: Self 1 Manager 1 Direct Report 5 Peer 3 Customer 4
More informationOPQ Profile OPQ. Universal Competency Report. Name Mr Sample Candidate. Date September 20,
OPQ Profile OPQ Universal Competency Report Name Mr Sample Candidate Date September 20, 2013 www.ceb.shl.com INTRODUCTION This report is intended for use by managers and HR professionals. It summarizes
More informationPERFORMANCE EVALUATION GRADES 7 33 DIRECTIONS
I. : The Performance Evaluation program is designed to assist managers and employees in improving both individual and organizational performance. It is more than evaluation of past performance it is goal
More informationTalent Management-Human REPORTS TO: Resources JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 6/10/2015
JOB DESCRIPTION: MANAGER, Human Resources Compliance DEPARTMENT: Talent Management-Human REPORTS TO: Senior Manager, Human Resources Resources JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE:
More informationINFORMATION CIRCULAR OPCW-S/IC/105 SUBJECT: GUIDE TO OPCW CORE VALUES AND COMPETENCIES
19 October 2011 INFORMATION CIRCULAR OPCW-S/IC/105 SUBJECT: GUIDE TO OPCW CORE VALUES AND COMPETENCIES This guide should be read in conjunction with the Administrative Directive on Performance Management
More informationBendigo Health Organisational Development. Staff Capability Statement
Bendigo Health Organisational Development Staff Capability Statement 2017 Contents 1. Introduction... 2 2. Purpose... 2 3. Using the Statement... 3 3.1 Using the Statement to support development... 3 3.2
More informationThe Competency Framework. A guide for IAEA managers and staff
@ The Competency Framework A guide for IAEA managers and staff CONTENT INTRODUCTION................................3 1. CORE VALUES...............................8 2. CORE COMPETENCIES.........................
More informationSHL JobMatch JobMatch Plus Report. JobMatch Plus Report. Name Ms Joan Smith. Job / Position Relationship Manager
SHL JobMatch JobMatch Plus Report JobMatch Plus Report Name Ms Joan Smith Job / Position Relationship Manager Date 12 April 2012 EXECUTIVE SUMMARY This report tells you about Ms Joan Smith s potential
More informationPerformance Appraisal System
Performance Appraisal System 2017 University of New England Performance Appraisal System Purpose and Philosophy The purpose of the Performance Appraisal System at UNE is to ensure that managers and employees
More informationOECD CORE COMPETENCIES
OECD CORE COMPETENCIES The OECD Competency framework comprises core competencies which are presented in three clusters as shown below. The blue cluster groups the delivery related competencies, the purple
More informationEIS Staff Performance Appraisal
Employee Name: Employee #: Job Title: Date of Hire: Department Name: Reports to: Appraisal Period FROM: TO: The Cedars-Sinai Health System Performance Appraisal System is meant to promote individual and
More informationIMC USA s Competency Framework and Certification Scheme for Certified Management Consultants (CMC )
IMC USA s Competency Framework and Certification Scheme for Certified Management Consultants (CMC ) IMC USA's mission: promote excellence and ethics in management consulting through certification, education
More information360 Feedback REPORT. Prepared for: Melissa Brown
360 Feedback REPORT Prepared for: Melissa Brown Completed On: August 9, 2017 Introduction Feedback Participants Definitions and Calculations Understanding the Report Competency Summary Unknown Strengths
More informationOPQ Universal Competency Report OPQ. > Universal Competency Report. Name Ms Sample Candidate
OPQ Universal Competency Report OPQ > Universal Competency Report Name Ms Sample Candidate Date 26 September 2012 INTRODUCTION This report is intended for use by managers and HR professionals. It summarises
More informationEQ Competencies Assessment
EQ Competencies Assessment The research validates that what separates superior leaders from average leaders is Emotional Intelligence (EQ). When measuring IQ, Technical Expertise and EQ, the results validated
More informationADMINISTRATION PERFORMANCE RATING GUIDE
Analytical Skills: Uses a variety of techniques to analyze Proactive in gathering a large scope of data and identifying impact Identifies issues at the Division or University level with a Consistently
More informationUC Core Competency Model
UC Core Competency Model Developed and Endorsed by: UC Learning and Development Consortium Chief Human Resources Officers Date: May 2011 University of California Staff Employees Core Competencies Communication
More informationAchieving Results Through Genuine Leadership
Achieving Results Through Genuine Leadership T R A I N I N G Facing tough issues and aggressive goals, top organizations win by preparing genuine leaders who live out the mission and values of the organization.
More informationCOURSE CATALOG. vadoinc.net
COURSE CATALOG 2018 vadoinc.net Welcome Welcome to the Vado 2018 Course Catalog. Vado provides any organization or learner numerous opportunities to build the skills needed to lead and manage others, as
More informationBotswana Power Corporation (BPC)
Botswana Power Corporation (BPC) Operations Job Specification Position: Template: Transmission & Distribution Management: Manager, Call Centre Business Unit: Print Date: 20 Oct 2017 Page 1 of 8 Position
More informationPerson Job Match. Selection Report - Short Form. Name Mr Sample Candidate. Date September 18,
Person Job Match Selection Report - Short Form Name Mr Sample Candidate Date www.ceb.shl.com EXECUTIVE SUMMARY This report tells you about Sample Candidate s potential fit to the competency requirements
More informationCompetency Catalog June 2010
Competency Catalog June 2010 Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on
More informationEducation Liaison: The Performance Evaluation Process (PEP)
Education Liaison: The Performance Evaluation Process (PEP) The Performance Evaluation Process (PEP) for an Education Liaison is intended to provide an employee with valuable insight into their job performance,
More informationLSUHSC-SCHOOL OF MEDICINE PERFORMANCE PLANNING AND REVIEW FORM
LSUHSC-SCHOOL OF MEDICINE PERFORMANCE PLANNING AND REVIEW FORM Employee Name: Employee ID #: Job Title: Does this employee supervise others? Yes No Anniversary Date: _ Rating Period: _ to PERFORMANCE PLANNING
More informationSample Performance Evaluation Forms Contributed by AIA Knowledge Resources Staff Revised June 2007
Best Practices page 1 of 12 Sample Performance Evaluation Forms Contributed by AIA Knowledge Resources Staff Revised June 2007 The AIA collects and disseminates Best Practices as a service to AIA members
More informationLeadership Agility Profile: 360 Assessment. Prepared for J. SAMPLE DATE
Prepared for J. SAMPLE About this Report Introduction LEADERSHIP that special quality that enables leaders to achieve extraordinary success. In today's uncertain world the need for leadership is at an
More informationMCGILL UNIVERSITY COMPETENCY GRID FOR M GROUP
BEHAVIOURAL COMPETENCY PROFICIENCY LEVEL A PROFICIENCY LEVEL B PROFICIENCY LEVEL C PROFICIENCY LEVEL D CHANGE AGILITY: Embraces change and improvement to move the University ahead. Accepts change: Adjusts
More informationFeedback Report. ESCI - University Edition. Sample Person Hay Group 11/21/06
Feedback Report ESCI - University Edition Sample Person Hay Group 11/21/06 Introduction What Is Emotional and Social Intelligence? Emotional and Social Intelligence, commonly refered to as EI, is the capacity
More informationMANAGEMENT COMPETENCY FRAMEWORK TEMPLATE
MANAGEMENT COMPETENCY FRAMEWORK TEMPLATE This template enables you to determine two things with regard to the twelve common competencies used in organization s management competency framework. Firstly,
More informationOhio University Competency Dictionary
Ohio University Competency Dictionary First Edition Formatted for Enhanced Accessibility 1 Professional Development at Ohio University Ohio University will be the nation s best transformative learning
More informationWales Millennium Centre Behavioral Competencies Framework 1
Wales Millennium Centre Behavioural Competencies Framework Be Reflective Ensuring we understand who our customers are Taking time to listen to customers Proactively engaging with customers to find out
More informationLeadership Competency Framework
This competency framework is designed to develop the capabilities of leaders and managers at the Open University to improve the quality of leadership provided to staff to ensure the University successfully
More informationUVA Key Competency Definition
Note: To prepare for a transition to the new Workday system later in 2018, some changes have been made to the performance templates in an effort to simplify the form and focus attention on performance
More informationOverall, competencies are a set of behaviours that an individual must possess in order to perform to the optimum level within that role.
Introduction What are Competencies and how are they used? A competency is an ability, skill, knowledge or trait that is needed for the successful performance of a job. It is often defined in terms of behaviours.
More informationCOMPETENCY PROFILE FOR THE PROFESSIONALS AND TECHNICAL SPECIALISTS GROUP
COMPETENCY PROFILE FOR THE PROFESSIONALS AND TECHNICAL SPECIALISTS GROUP Introduction What is a competency profile? Competencies are specific behavioural manifestations of knowledge, skills and qualities
More informationThe Manager Foundation Job Competency Guide
What are Job Competencies? They are skills, attributes and behaviors that are required in order to be able to effectively do the job. Therefore they vary according to the job. WHY are Job Competencies
More informationJob Description Job Title: Reports To: FLSA Status: Department: Prepared By/Date: Summary:
Job Title: Procurement Analyst I Reports To: Procurement Manager FLSA Status: Non-Exempt Department: Procurement Prepared By/Date: Elise Lovell 3/25/2015 Job Description Summary: Responsible for executing
More informationConflict. Conflict Ellis: Chapter 9- pages
Conflict Ellis: Chapter 9- pages 273-304 Principles of Nursing Administration NUR 462 May 2007 1 Conflict Defined as the internal or external discord that occurs as a result of differences in ideas, values
More informationCGMA Competency Framework
CGMA Competency Framework Leadership skills CGMA Competency Framework 1 Leadership skills : This requires a basic understanding of the business structures, operations and financial performance, and includes
More informationTeam Toyota Competencies and Behaviors by Job Level
Team Toyota Competencies and Behaviors by Job Level The Team Toyota Competencies are rooted in the Toyota Way and enable our cultural priorities. The behaviors listed at each competency level provide insights
More informationSVP/Chief Information Officer Executive President and CEO Exempt
JOB TITLE: DEPARTMENT: REPORTS TO: FLSA STATUS: SALARY GRADE: SVP/Chief Information Officer Executive President and CEO Exempt SUMMARY: The Senior Vice President/Chief Information Officer is responsible
More informationOhio University Competency Dictionary. First Edition
Ohio University Competency Dictionary First Edition 1 Professional Development at Ohio University Ohio University will be the nation s best transformative learning community where students realize their
More informationDESCRIBING EMPLOYEE PERFORMANCE FOR STAFF
Department of Human Resources 50 DESCRIBING EMPLOYEE PERFORMANCE FOR STAFF Mail # AQU 217 2115 Summit Avenue St. Paul, MN 55105 651-962-6510 www hr stthomas ed Communicates ideas orally: Communication
More informationPerformance Appraisal Review for Non-Exempt Employees. Instructions
Performance Appraisal Review for Non-Exempt Employees Employee Name Title Date of Review Department Date Started Current Position Current Supervisor Instructions Review employee s performance for the entire
More informationPutting our behaviours into practice
Putting our behaviours into practice Introduction Our behaviours are an important part of One Housing. They are designed to shape how we work - they are the ideas and approaches that form the foundation
More informationWelcome! Catalog Terminology:
2015 Course Catalog Welcome! Welcome to the NuVeda 2015 Course Catalog. With over 315 bite sized, chunked learning courses, NuVeda provides any organization or learner numerous opportunities to build the
More informationInterpreting Your Leadership Circle Profile
Interpreting Your Leadership Circle Profile The Leadership Circle Profile is the most comprehensive leadership assessment system available. It is organized into a very powerful system for understanding
More informationAchieving Results Through
Achieving Results Through Genuine Leadership Training Meeting the needs of the new global marketplace with a flexible, total systems approach Facing tough issues and aggressive goals, top organizations
More informationCustomer Service Excellence Training from ProEdge Skills, Inc.
Importance of Service & Customer-Focused Attitude Sociologists claim that customer service is emotional labor. Being On all day is hard. Customers get upset, yet the customer service professional cannot.
More informationB A S I S H O G A N S E L E C T AN IN- DEPTH SOLUTION FOR CANDIDATE SELECTION. Report For: Kelly Warren ID: HA DATE: July 06, 2011
S E L E C T D E V E L O P L E A D H O G A N S E L E C T B A S I S AN IN- DEPTH SOLUTION FOR CANDIDATE SELECTION Report For: Kelly Warren ID: HA390171 DATE: July 06, 2011 Job Title:Hogan - Sales 2 0 0 9
More informationIS&T Leadership Job Description
IS&T Leadership Job Description December 1, 2015 IT Leadership Job Description December 1, 2015 Page i Table of Contents General Characteristics... 1 Job Path... 2 Explanation of Proficiency Level Definitions...
More informationTHE LEADERSHIP ASSESSMENT THAT ILLUMINATES LEADER EFFECTIVENESS
THE LEADERSHIP ASSESSMENT THAT ILLUMINATES LEADER EFFECTIVENESS CONNECTING PATTERNS OF ACTION WITH HABITS OF THOUGHT The Leadership Circle Profile (LCP) is a true breakthrough among 360 degree profiles.
More informationThe Emotional Competence Framework
The Emotional Competence Self-Awareness Personal Competence Emotional awareness: Recognising one s emotions and their effects. Know which emotions they are feeling and why Realise the links between their
More informationJOB DESCRIPTION Branch Operations Supervisor September 2017
JOB TITLE: DEPARTMENT: Operations REPORTS TO: Manager of Member Experience FLSA STATUS: Non-exempt SALARY GRADE: 9 SUMMARY: The is responsible for managing the day-to-day operations of the assigned branch
More informationTechnology Deployment and Operations Technician
LIT Job Description Job Family: Job Title: Department Name: Level: Deployment and Operations Technology Deployment and Operations Technician Learning and Information Technology (LIT) ITB Revised: May 20,
More informationPERFORMANCE MANAGEMENT PROCESS. For Full-Time Faculty, Staff, and Administrators
PERFORMANCE MANAGEMENT PROCESS For Full-Time Faculty, Staff, and Administrators GOALS & GUIDING PRINCIPLES Philosophy and Purpose of Performance Management Goal of Performance Management at San Jacinto
More informationManagers and Supervisors Performance Appraisal
Employee Information Managers and Supervisors Performance Appraisal Employee Name: Job Title: Current Appt Date: Department: Supervisor Name: Employee ID: Employment Status: Original Hire Date: Division:
More informationJob Profile Summary. Electrical Engineer I, Electrical Engineer II, Senior Electrical Engineer, Principle Electrical Engineer
ITW Core Values: Integrity, Simplicity, Trust, Respect, Shared Risk ITW Organizational Goals: Solid Growth, Strong Returns, Best in Class Job Profile Summary Job Profile: Business Unit Title: Reporting
More informationFY18 INTERIM PERFORMANCE FEEDBACK GRADES 7 33 DIRECTIONS
I. : The Performance Evaluation Program will be redesigned to be a Performance Feedback System in FY19 to assist managers and employees in improving both individual and organizational performance. The
More informationSales competencies. Sales questionnaire content
Sales competencies Mandatory competencies Commercial and financial awareness Communication Customer focus Delivering results Influencing Integrity and Ethical management Resilience Selling Skills Time
More informationInterview. guide. Sam Sample. Emotional Intelligence Profile. Tuesday 16 May 2017 General Working Population (sample size 1634) Sam Sample
Interview guide Tuesday 16 May 2017 General Working Population (sample size 1634) Emotional Intelligence Profile 1 Contents 04 About this report 06 Emotional Intelligence competencies 07 Competency potential
More informationManagers at Bryant University
The Character of Success for Managers at Bryant University Interviewing Guide (Revised 8/25/04) Career Strategies, Inc. Boston, MA A New Approach to Interviewing for Managers at Bryant University An interviewer
More informationTop 10 Competencies Essential to Excellence on the Job (and in Life)
Top 10 Competencies Essential to Excellence on the Job (and in Life) For more than twenty years Sherry Buffington Ph.D., founder of NaviCore International, Inc and the originator of the CORE system, researched
More informationWORKPLACE SKILLS (WPS)
WORKPLACE SKILLS (WPS) A Singapore Workforce Skills Qualifications Programme While there are always job-specific skills that employers are looking for, most will also wish their employees to have essential
More informationAUSTRALIAN ENGINEERING COMPETENCY STANDARDS STAGE 2 - EXPERIENCED PROFESSIONAL ENGINEER IN LEADERSHIP AND MANAGEMENT
AUSTRALIAN ENGINEERING COMPETENCY STANDARDS STAGE 2 - EXPERIENCED IN LEADERSHIP AND MANAGEMENT The Stage 2 Competency Standards are the profession's expression of the knowledge and skill base, engineering
More informationJOB DESCRIPTION VP of Branch Member Experience September 2017
JOB TITLE: Branch Member Experience Manager DEPARTMENT: Operations REPORTS TO: FLSA STATUS: Exempt SALARY GRADE: 11 JOB DESCRIPTION SUMMARY: The Branch Manager of Member Experience is responsible for directing
More informationFY18 INTERIM PERFORMANCE FEEDBACK GRADES 7 33 DIRECTIONS
I. : The Performance Evaluation Program will be redesigned to be a Performance Feedback System in FY19 to assist managers and employees in improving both individual and organizational performance. The
More informationHafan Cymru Job Description
Job title Grade / Salary Scale Location Contract hours Working Pattern Responsible to Responsible for (staff / finance / Service Users /Customers Job Purpose Competency and Level required Project Manager
More information