Understands company exposure to potential legal/financial/ regulatory risks, and ensures compliance within their area of responsibility

Transcription

1 Championing Change Safety and Compliance Business Competency Rating 1 Rating 2 Rating 3 Rating 4 Rating 5 Exposes company to potential legal/financial/ regulatory risks through frequent non-compliance Occasionally exposes company to potential legal/financial/ regulatory risks through inconsistent compliance Proactively ensures compliance to minimize exposure to potential legal/financial/ regulatory risks Understands company exposure to potential legal/financial/ regulatory risks, and ensures compliance within their area of responsibility Models a process to managing risk that consistently ensures compliance to minimize exposure to potential legal/financial/ regulatory risks Does not emphasize the importance of safety/legal/ regulatory issues; implements processes or requirements that compromise safety/compliance Occasionally emphasizes the importance of safety/legal/ regulatory compliance Regularly emphasizes the importance of safety/legal/ regulatory compliance and of adhering to relevant policies and rules Develops and implements policies and practices that require attention and adherence to safety/legal/ regulatory practices and regulations Actively takes steps to build an environment where safety/legal/ regulatory compliance is a top priority Does not see safety/legal/ regulatory compliance as part of his/her role; does not attend to problems or work to prevent them Responds quickly to safety/legal/ regulatory compliance issues, but does not take actions to uncover and prevent them Is proactive in putting teams together to study patterns in safety/legal/ regulatory compliance issues Puts teams together to uncover and address root causes underlying safety/legal/ regulatory issues Regularly deduces and infers ways to prevent safety/legal/ regulatory compliance issues by studying hidden root causes and relationships among incidents Does not assess individual and team risks nor ensures accountability within the team Sometimes assesses individual and team risks and ensures accountability within the team Appropriately assesses individual and team risks and ensures accountability within the team Always creates an environment where accountability is the norm Is recognized by peers and others as someone that always assesses risks Resists commitment or ownership to change initiatives Occasionally displays commitment or ownership to change initiatives Displays commitment and ownership to change initiatives that support the business and assumes accountability for its implementation and outcome Models commitment and ownership to change initiatives that support the business and assumes accountability for its implementation and outcome; holds others accountable for championing and leading change Is recognized by others as someone that models commitment and ownership to change initiatives that support the business. Assumes accountability for the implementation and outcome of such initiatives; holds others accountable for championing and leading change Struggles to adapt to changing conditions inside and outside the company; may look to others for leadership through change Occasionally resistant to the adaptation of changing conditions inside and outside of the company; looks to others to help lead change Identifies and adapts to changing conditions inside and outside the company; readily able to lead others though change Quickly identifies and adapts to changing conditions inside and outside the company and leads others successfully through these changes Is seen by others as a model for leveraging or creating opportunities, and overcoming or mitigating challenges from changing conditions inside and outside the company Resists methods which involve gaining others' input Displays occasional resistance to soliciting input, engaging in discussion, and/or sharing relevant information with those affected, prior to announcing change initiatives to external partners; occasionally dismissive of others' ideas Advocates the practice of soliciting input, engaging in discussion, and sharing relevant information with those affected prior to announcing change initiatives to external partners; motivates and leads others to embrace these practices by highlighting their value Champions the ongoing practice of soliciting input, engaging in discussion, and sharing relevant information with those affected prior to announcing change initiatives to external partners; motivates, leads and creates an environment where these practices are the norm when implementing change Sponsors and models change initiatives that drive business results by soliciting input, engaging in discussion, and sharing relevant information with those affected prior to announcing change initiatives to external partners; inspires others across the organization to foster and sustain an environment where these practices are the norm when implementing change Words and actions do not support change efforts; may demotivate others regarding planned changes Frequently needs to be reminded how words and actions may negatively affect the success of change efforts Creates a vision of the change through Creates a compelling vision of the change words and actions, igniting the commitment through words and actions, igniting the of others commitment of others; motivates others to accomplish the change Creates a compelling vision of the change through words and actions, igniting the commitment of others; motivates and empowers others to effectively execute change thus achieving desired results 1 of 6

2 Driving for Results Customer Focus Business Competency Rating 1 Rating 2 Rating 3 Rating 4 Rating 5 Has difficulty establishing cooperative relationships with customers; thinks and acts in a we vs. they manner rather than as a partnership Builds cooperative relationships with some but not all customers Is skilled at developing cooperative relationships with customers Is highly skilled at winning over difficult customers and strengthening relationships with all customers Develops strategic partnerships with key internal and/or external customers Consistently fails to anticipate customer needs; does not encourage his/her organization to be future-oriented in terms of what customers will want Is routinely unable to create win/win solutions for escalated customer problems Misses opportunities to anticipate customer needs; rarely encourage his/her organization to be future-oriented in terms of what customers will want At times has difficulty creating win/win solutions for escalated customer problems Anticipates customer needs, and provides team with guidance to proactively address customer requirements Provides expert guidance in resolving escalated customer problems Anticipates customer needs; facilitates the Regarded as a thought leader in the ability enhancement of processes and tools to to anticipate customer needs; supports and proactively address customer requirements encourages his/her organization to proactively respond to future customer needs Ensures the resolution of internal and/or external customer problems and takes action to institutionalize prevention measures Establishes practices and procedures that proactively prevent most common customer problems Maintains an overly narrow focus; internal and/or external customer considerations are an afterthought Appreciates the importance of internal Makes an effort to create an environment and/or external customers, but doesn t take where internal and/or external customer concrete actions to produce an service is a top priority environment that delivers top quality customer service Continually reinforces the importance of Makes service to internal and/or external internal and/or external customers at every customers a strategic priority; allocates opportunity; puts programs and practices in sufficient resources and implements place to ensure timely, high-quality practices to ensure customer satisfaction customer service Regularly falls short of meeting goals, even in favorable conditions Meets some organizational goals, but is usually unable to overcome difficult circumstances Meets most organizational goals; occasionally falls short due to circumstances beyond his/her control Works around obstacles to achieve the vast majority of organizational goals Consistently meets or exceeds organizational goals, even when faced with great challenges beyond his/her control Is unable to develop plans to organize teams to meet business objectives; tends to dive in and hand out assignments without thorough analysis Organizes multiple groups of individuals, but must regularly shift resources or adapt plans due to unforeseen circumstances Adeptly organizes multiple groups of individuals or departments to achieve concrete business objectives Understands business strategy and is able to develop general plans for work to accomplish them Is highly skilled at translating high-level business strategy into detailed, workable plans for multiple teams of individuals Does not display energy or enthusiasm; personal style is lackluster Is generally energetic and enthusiastic, but may tire during setbacks Models a high level of energy and enthusiasm, even during difficult times Seeks to create an environment that fosters a strong drive for results in all employees Uses innovative or creative ways to motivate others to drive to exceed expectations 2 of 6

3 Strategic Thinking & Planning Making Sound Decisions Business Competency Rating 1 Rating 2 Rating 3 Rating 4 Rating 5 Demonstrates indecisiveness or gets distracted by unnecessary details leading to untimely and/or low quality decisions Decisions on immediate issues tend to be untimely and/or lacking quality Makes timely and sound decisions Makes timely, accurate decisions even when information is incomplete or ambiguous, and/or when faced with tight deadlines Consistently and confidently makes timely, accurate decisions even when information is incomplete or ambiguous, and/or when faced with tight deadlines Does not gather information; or collects and uses unreliable, incorrect, or irrelevant information when making decisions; does not consider the quality of the source Uses the one or two sources of information each time an important decision needs to be made Collects data from one or two sources when making decisions; verifies the quality of the data and the credentials of the source Collects data from several sources when determining a course of action; displays resourcefulness and creativity when identifying data sources Utilizes an extensive network of reliable and credible sources of information when making decisions; compares and assesses the usefulness and validity of information obtained from these various sources Makes many poor decisions; tends to jump to conclusions based on prejudices, historical solutions, or a narrow perspective; is unable to discern when to delegate, defer or assume the responsibility of making decisions Decision quality varies widely; may have difficulty applying past experience to new problems and/or may use faulty judgment or deficient analysis to make decisions; occasionally makes errors in discerning when to delegate, defer or assume the responsibility of making a decision Decisions are correct when judged over time; makes decisions based on an analysis of information collected; correctly judges when to make, delegate or defer a decision to the correct party(s) Consistently makes high-quality decisions based upon analysis, experience, and judgment; correctly judges when to make, delegate or defer a decision to the correct party(s) Consistently makes high-quality decisions based upon thorough analysis and the impacts on other employees/ organizations; correctly judges when to make, delegate or defer a decision to the correct party(s) Does not consider the costs, benefits, down line impacts, or consequences of decisions prior to committing to them Considers only superficial costs, down line impacts and benefits of recommendations; recognizes consequences once they happen Performs cost/benefit analysis and considers down line impacts when choosing among alternatives Carefully considers the potential benefits, costs, and employee/organizational impacts of different recommendations; uses multiple measures to assess the potential risks involved Carefully weighs the costs and benefits of decisions; anticipates consequences and generates plans to address them Fails to go beyond the surface of a problem to find underlying causes Resists coming up with new or creative strategies/solutions; rarely demonstrates innovative or creative thinking when addressing organizational challenges Only occasionally views tactical issues from a broad perspective; emphasizes solutions that tend to be tactical in nature Is learning to recognize the value of innovation and creativity; occasionally comes up with innovative or creative ideas to address organizational challenges Views tactical issues or initiatives from a broad perspective and emphasizes solutions that support the strategic objectives Values, and consistently demonstrates innovative and creative thinking; occasionally innovative ideas result in new strategies and/or long-term solutions for organizational challenges Consistently views tactical issues or initiatives from a broad perspective and emphasizes solutions that support the strategic objectives Frequently demonstrates innovative and creative thinking that drives long-term organizational success Is widely recognized as someone who looks beyond the initial issue or initiative; implements solutions that support the strategic objectives Widely recognized as a thought leader in the development of innovative and creative strategies and long-term solutions, that drive organizational success Is unable to identify and champion ideas to successful implementation Occasionally identifies and champions ideas, some are implemented successfully Identifies and champions ideas to successful implementation Is recognized as a leader who identifies, champions and successfully implements ideas within own organization; some initiatives may have cross-organizational effects Is recognized and serves as a resource to leaders in identifying, championing and successfully implementing ideas that have a positive and broad, cross-organizational effect Rarely challenge the status quo Occasionally acts upon opportunities to challenge the status quo and move the organization forward Challenges and moves the organization to constantly improve and grow Challenges and moves the organization to improve and grow and encourages others to look at their functions from different perspectives to address business needs Identifies, champions and implements paradigm shifting concepts to drive improved business results Fails to articulate strategy to guide performance, objectives or priorities Provides partial or unclear strategy to guide performance, objectives and priorities Articulates a clear and actionable strategy that motivates performance and provides a framework for business objectives and prioritization Articulates an inspirational and optimistic strategy that provides a framework for business objectives and motivates others to achieve a high level of performance Articulates a clear and optimistic vision of the future that inspires others to achieve levels of performance beyond their own expectations; links strategy to day-to-day activities to keep priorities top of mind 3 of 6

4 Influencing and Persuading Develop & Motivate Others People Competency Rating 1 Rating 2 Rating 3 Rating 4 Rating 5 Fails to recognize and reward direct reports Occasionally recognizes and rewards direct reports Creates a de-motivating atmosphere by Fails to take action to purposefully impact restricting managers' actions with their motivation levels in the organization employees or by implementing policies and programs that de-humanize or otherwise disengage employees Does not develop employees to fill key positions in the organization Verbally supports development of others, but doesn't follow through with support in terms of time or budget allocation Consistently utilizes standard reward and recognition methods to motivate direct reports Promotes an environment that motivates employees by allowing managers latitude to reward and recognize their subordinates as necessary Makes a deliberate attempt to prepare employees for key roles in the organization Tailors rewards and recognition to each direct report to motivate and enhance performance Encourages managers to reward and recognize their subordinates and fosters initiatives resulting in a highly motivated and engaged workforce Sets an example for development by requiring developmental action plans for all direct reports and following up with them on their progress Inspires direct reports to achieve greater levels of performance than thought possible using tailored rewards and recognition and other motivational techniques Inspires the organization as a whole to achieve greater levels of performance by creating a motivating environment and instituting comprehensive rewards and recognition systems Develops a pipeline of successors for leadership roles, including diverse candidates. Sees the development of employees as a critical function of his/her role and communicates this to others Discourages employee development by neglecting own and direct reports' development and by failing to implement programs or devote time and budget to development Discourages direct reports' development by failing to implement programs or devote time and budget for development Implements programs and practices that encourage developmental discussions and developmental action planning Implements and monitors programs and practices that encourage developmental discussions and developmental action planning Creates an environment that supports development by instituting requirements for developmental action planning and supports employee development with time and budget. This includes making time for own development and that of direct reports Rarely exhibits knowledge of target audiences and does not adapt messages accordingly Occasionally lacks understanding of target audience and overlooks importance of adapting messages to influence others Gathers general information about the audience; adapts and presents message in a way that persuades others to adopt one's perspective and/or course of action Is thorough in studying and understanding his/her audience and develops the information necessary to support his/her position; adapts and presents message to audience in a way that persuades others to adopt one's perspective and/or course of action Ensures an in-depth and personal understanding of the audience by creating and/or maintaining ongoing feedback systems that provides continuous information from the audience; adapts and presents message to audience in a way that inspires and motivates others to adopt one's perspective and/or course of action Primarily uses authority to dictate action in others Has difficulty discerning when to use authority or influence and persuasion to generate action in others Inspires action in others without relying on authority Inspires others to take action on behalf of this person regardless of organizational authority Known throughout the company as one who inspires others to take action on behalf of this person regardless of organizational authority Regularly retracts or avoids pushing forward a proposed idea when faced with resistance Is reluctant to push forward a proposed idea when faced with resistance Generally successful at influencing and persuading others to adopt and/or take action on proposed ideas, even when faced with resistance Is very successful at influencing and Is seen as a resources and has a proven persuading others to adopt and/or take track record of successfully influencing and action on proposed ideas, particularly when persuading others to adopt and/or take faced with resistance action on proposed ideas, particularly when faced with strong resistance Rarely builds support for ideas and may not consider the importance of building a foundation for future influence Occasionally overlooks opportunities to build others' support for ideas; May at times not understand the importance of building relationships for future influence Builds coalitions or alliances across levels and departments to garner support for ideas and creates a foundation for future influence Leverages alliances across levels and departments to garner support for ideas and creates a foundation for future influence Recognized by others as leveraging alliances across levels and departments to garner support for ideas and creates a foundation for future influence 4 of 6

5 Teamwork & Collaboration Leading People People Competency Rating 1 Rating 2 Rating 3 Rating 4 Rating 5 Touts own accomplishments while downplaying others'; dismisses others' viewpoints in favor of own ideas Occasionally gives or takes credit when appropriate; may occasionally dismiss others viewpoints in favor of own ideas Gives and takes credit when appropriate; is generally open to different perspectives Tends to downplay own accomplishments while celebrating employees' achievements; displays openness to different perspectives; is generally willing to change own opinion Often downplays own accomplishments while celebrating employees' achievements; consistently displays openness to different perspectives; is willing to change own opinion Rarely allows team to make decisions in project work, and instead directs most aspects of team's work Occasionally encourages the team to determine own direction on projects; at times directs team when not necessary Actively engages employees and encourages them to take the lead on projects while exercising minimal unnecessarily intervention Consistently empowers team to take the lead on projects; intervenes in team decisions only when requested or when deemed absolutely necessary Is a model for coaching employees to stretch their decision making and intervenes only when deemed absolutely necessary Allows personal biases to cloud Occasionally allows personal biases to perspectives and decision-making fostering cloud perspectives and decision-making; mistrust; focuses on own success at the focuses on own success expense of the organization Reserves personal biases when making decisions generally fostering the trust of others Displays integrity and does not allow personal biases to drive decisions; is seen as trustworthy Displays uncompromising integrity in dealings with others; is a trusted advisor to other senior leaders Assumes too much responsibility for completing projects; fails to clearly communicate performance expectations Occasionally delegates work; is somewhat clear in communicating performance expectations Delegates assignments to effectively distribute work; provides clear guidance and performance expectations regarding the work to be done Consistently delegates assignments to effectively distribute work; recognizes the need for assigning cross-functional work to individuals or teams; provides clear performance expectations Encourages calculated risk- taking by assigning cross functional complex work to individuals and teams who have demonstrated maturity and readiness for the task; balances empowerment with providing clear guidance and performance expectations Inappropriately reprimands employees when goals and measures are not met; may take credit for others' accomplishments Sometimes blames others for own failures; tends not to recognize other's accomplishments Generally accepts accountability for failures and shares successes with individuals and/or the team Displays professional maturity and courage by consistently accepting accountability for failures and sharing successes with individuals and/or the team Models and inspires others to take full ownership for both achievement and nonachievement of goals Focuses one s time and effort exclusively on either tasks or on fostering relationships, resulting in the neglect of one or the other Attempts to balance one s time and effort spent on tasks with time and effort spent on fostering relationships; occasionally compromises on either tasks or relationships in order to 'move forward' Balances one s time and effort between working on tasks and fostering relationships Is seen as a good 'team player' and performer; does not neglect neither task nor relationships at the expense of the other Is seen as an exceptional 'team player' as well as an outstanding performer; does not neglect neither task nor people at the expense of the other; encourages and supports others in seeking such balance Refuses to assist team members in the completion of their tasks to support group goals Provides minimal assistance to team members in completing their group tasks, and only when requested to do so Collaborates by assisting others in the completion of their tasks to support group goals Readily and proactively assists team members in the completion of their tasks to support group goals Champions and advocates collaboration among team members by seeking appropriate opportunities to help others complete their tasks in support of group goals, and encourages others to do the Fuels in-fighting among team members Hesitates to address team conflict or address conflict in a manner that causes the problem to worsen Openly addresses team conflict Effectively addresses team conflict in a way that focuses on the issue and doesn't compromise the relationships involved Consistently and effectively addresses conflict in a way that focuses on the issue and doesn't compromise the relationships involved; views conflict as a growth/learning opportunity Resists collaborating and involving others Occasionally collaborates and involves when making decisions, building programs, people within and outside of the team to project plans, etc. achieve collaborative results Involves people within and outside of the team in order to optimize collaborative results Knows who to involve and builds/leverages relationships within the team and across the organization in order to optimize collaborative results Proactively involves the right people at the right time; recognizes when work is happening in silos and bring people together to maximize resources, to minimize redundant work, and to achieve high quality collaborative results Refuses to share information and knowledge with other team members Shares minimal information with team members and only when requested to do so Collaborates by sharing information and knowledge among team members Collaborates among team members by readily sharing the right information and knowledge with the right people at the right time, and encourages others to do the Champions and advocates collaboration among team members by readily sharing the right information and knowledge with the right people at the right time, and encourages others to do the 5 of 6

6 Valuing Diversity People Competency Rating 1 Rating 2 Rating 3 Rating 4 Rating 5 Undermines the value that diversity bring to the workplace; may tolerate, or be a willing participant in others' inappropriate / insensitive behaviors Incorporates diverse perspectives into dayto-day work projects or initiatives; responds to and directly addresses others inappropriate / insensitive behavior Resists or fails to use available means and etc.,) to help diversify the workforce Is resistant to expanding one's knowledge and awareness regarding differences in people's backgrounds, points of view and experiences; may come across as being insensitive to people who are different from oneself Rarely incorporates diverse perspectives into day-to-day work, projects or initiatives; rarely encourages team members to establish relationships with people who are different from themselves; may ignore, or not address others inappropriate / insensitive behavior Occasionally applies available means and etc.,) to diversify the workforce and the talent pipeline Demonstrates a lack of interest in expanding one's knowledge and awareness regarding differences in people's backgrounds, points of view and experiences; does not encourage or hold the team responsible for expanding such knowledge or showing awareness Strengthens the organization by consistently applying available means and etc.,) to diversify the workforce and the talent pipeline Demonstrates an openness to expanding one's knowledge and awareness regarding differences in people's backgrounds, points of view and experiences; encourages and holds the team responsible for doing the Proactively seeks opportunities to incorporate diverse perspectives into dayto-day work, projects or initiatives; encourages a respectful, inclusionary and non-judgmental organizational environment; responds to and directly addresses others inappropriate / insensitive behavior Strengthens the organization by intentionally and consistently applying available means and resources (e.g., employee selection, development, succession, networking, etc.,) to enhance the diversity of the workforce and the talent pipeline, thus creating competitive advantage Proactively seeks to expand one's knowledge and awareness regarding differences in peoples' backgrounds, points of view and experiences; encourages and holds the team responsible for doing the Proactively capitalizes on diverse perspectives to find creative solutions and encourages other team members to leverage the diverse talents across levels and functions; responds to and directly addresses others inappropriate / insensitive behavior Champions diversity and inclusion in the workplace as an organizational asset by actively promoting and supporting others in the use of all available means and etc.,) thus creating competitive advantage Continually expands one's knowledge and awareness regarding differences in people's backgrounds, points of view and experiences, regularly incorporating this knowledge and experience into daily activities and practices; serves as a resource for understanding such individual differences Fails to integrate diversity and inclusion practices into business plans Rarely integrates diversity and inclusion practices into business plans Enables the organization to actively support corporate diversity and inclusion initiatives Seeks opportunities to create competitive advantage by leveraging the diverse workforce Champions diversity and inclusion by leveraging diversity as an organizational asset to create competitive advantage 6 of 6