AMR Competencies Level 5-6 Leader of Others

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 Does not stay aware of safety/legal/ regulatory trends May not take initiative to consistently stay aware of safety/legal/ regulatory trends Understands company exposure to potential legal/financial/ regulatory risks, and ensures compliance within their area of responsibility Stays aware of safety/legal/ regulatory trends Ensures that employees stay aware of new safety/legal/regulatory compliance trends by utilizing training and/or communication mechanisms Models a process to managing risk that consistently ensures compliance to minimize exposure to potential legal/financial/ regulatory risks Holds employees accountable for staying aware of new safety/legal/ regulatory trends; illustrates the benefits and consequences of doing or not doing so Recognizes safety/compliance issues, but rarely manages them effectively Does not assess individual and team risks nor ensures accountability within the team Sporadically communicates the importance of safety and other regulations Understands and adheres to some FAA, company, financial, legal, and other safety policies and rules, but doesn't ensure employees understand and adhere to them Inconsistently responds to safety and compliance concerns in a timely and effective manner, but does not take steps to prevent similar situations from occurring in the future Sometimes assesses individual and team risks and ensures accountability within the team Communicates the importance of safety and other regulations, but doesn't encourage high levels of attention to these issues Ensures employees understand all FAA, company, financial, legal, and other safety policies and rules, but doesn't carefully monitor them for compliance Responds to safety and compliance issues in a timely and effective manner; takes steps to prevent similar situations in the future Appropriately assesses individual and team risks and ensures accountability within the team Actively recognizes, models, and encourages behavior that meets safety/legal/ regulatory compliance standards Monitors employees to ensure they are adhering to all FAA, company, financial, legal, and other safety policies and rules Is proactive in studying patterns in safety/legal/ regulatory issues Always creates an environment where accountability is the norm Sets standards that exceed safety/legal/ regulatory compliance requirements; actively recognizes, models, and encourages behaviors that meet these standards Recognizes, rewards, and disciplines employees who do/do not adhere to all FAA, company, financial, legal, and other safety policies and rules Addresses root causes underlying safety/legal/ regulatory compliance issues Is recognized by peers and others as someone that always assesses risks Initiates and leads efforts to identify and effectively address common safety/legal/ regulatory compliance issues; ensures high standards are met Is recognized as an expert in safety/legal/ regulatory issues; influences how the department/unit complies with FAA, financial, legal and other safety/compliance standards and trends 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 Is recognized by others as someone that change initiatives that support the models commitment and ownership to business and assumes accountability for change initiatives that support the its implementation and outcome; helps and business; assumes accountability for the coaches others through change efforts implementation and outcome of such initiatives; helps and coaches others through change efforts Resists adopting new methods of completing work Occasionally inflexible and unwilling to adopt new methods/processes Adopts new methods and processes to help drive successful business change efforts Consistently adopts new methods and processes to help drive successful business change efforts and seeks opportunities to lead change Actively leads the adoption of new methods and processes to help drive successful business change efforts Words and actions do not support change efforts; may demotivate others regarding planned changes Occasionally uses words and displays Leads change efforts through words and Consistently leads change efforts through actions which negatively affect the success actions; acts as a catalyst of change by words and actions; acts as a catalyst of of change efforts translating strategy into an executable plan change by translating strategy into an executable plan; motivates others to change Is seen as a change leader in the organization who inspires others to champion change efforts Exhibits difficulty managing the pressure Occasionally exhibits difficulty managing and stress of change; ineffective at helping the pressure and stress of change; at others adapt to change times does not help others adapt to changing conditions Resists methods which involve gaining others' input Leverages opportunities, and overcomes challenges resulting from changing conditions within and outside of his/her direct control; helps others adapt to changing conditions Displays occasional resistance to soliciting Solicits input, engages in discussion, and input, engaging in discussion, and/or shares relevant information with those sharing relevant information with those affected prior to announcing change affected, prior to announcing change initiatives to external partners when initiatives to external partners; occasionally leading change efforts; motivates and dismissive of others' ideas invites others to do the same by highlighting the value of this practice Consistently leverages opportunities, and overcomes challenges resulting from changing conditions within and outside of his/her direct control; effectively handles stress and change while supporting others in the process Champions 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 invites others to do the same by highlighting the value of this practice Is seen as a model for leveraging opportunities and overcoming challenges resulting from changing conditions inside and outside of his/her direct control; inspires others to adapt to changing conditions Is seen by others as a model for the practice of soliciting input, engaging in discussion, and sharing relevant information with those affected prior to announcing change initiatives to external partners when leading change efforts; motivates and leads others to do the same by highlighting the value of this practice 1 of 6

2 Driving for Results Customer Focus Business Competency Rating 1 Rating 2 Rating 3 Rating 4 Rating 5 Fails to emphasize the importance of Places minimal emphasis on seeking or Emphasizes the importance of seeking Rewards and recognizes employees when Monitors and rewards and/or corrects seeking and responding to customer feedback responding to customer feedback and responding to customer feedback they successfully solicit and use customer feedback to improve employees' feedback-soliciting behavior; helps employees integrate and apply feedback Consistently misses opportunities to enhance team's ability to deliver quality and timely service to internal and/or Tends to resolve customer problems in a way that pacifies customers but does not satisfy them Places a high priority on meeting internal and/or external customer expectations, but does not provide team with tools to do so and/or does not remove barriers for the team Does not follow up to verify customer is satisfied with resolution after customer complaints Removes barriers to excellent customer service and ensures that employees have the tools and resources they need in order to provide timely, quality service to internal and/or Accepts responsibility for resolving internal/external customer problems; works to identify mutually acceptable solutions and follows up to ensure customer is satisfied with outcome Consistently seeks opportunities for team to enhance service to internal and/or Accepts responsibility for resolving internal and/or external customer problems; effectively and thoroughly diagnoses the problem and follows up to ensure the customer is satisfied with the outcome Creates and maintains internal and/or external customer loyalty by setting high customer service standards; expects employees to continuously strive to enhance quality and service, even during challenging conditions Accepts responsibility for resolving internal and/or external customer problems and takes steps to institutionalize practices that will prevent the situation in the future Consistently fails to emphasize an understanding of customer needs, and does not discuss the benefits of anticipating needs rather than reacting to them Occasionally fails to emphasize the importance of understanding customer needs; periodically reviews tools that help employees accomplish this Explains the necessity of understanding and anticipating customer needs, but may not provide sufficient tools or guidance to help employees do this Educates team on new or enhanced processes/tools that enable them to understand and anticipate internal and/or external customer needs Familiarizes self with business conditions and developments in internal and/or external customer segments and educates team to enable them to understand and anticipate internal and/or external customer needs Occasionally emphasizes conflicting priorities (e.g., quick calls being more important than calls that satisfy the customer), resulting in poor service to internal and/or Emphasizes the importance of internal and/or to his/her team, but does not follow up regularly to monitor employees' customer service behaviors Demonstrates the high priority of customer service by rewarding, recognizing, and correcting employees accordingly for their service behavior toward internal and/or Removes barriers to excellent customer service and ensures that employees have the tools and resources they need in order to provide timely, quality service to internal and/or Consistently seeks opportunities for team to enhance service to internal and/or Creates generic plans without timeframes, milestones, or deliverables Develops specific plans, but has difficulty accurately estimating timelines and resource needs and may not consistently communicate the plan to others Creates and communicates specific, detailed, and comprehensive plans, which may need revisions throughout the course of the project Develops realistic short and long term plans Develops realistic short and long-term project/work plans with accurate forecasts of all potential restrictions Does not monitor or measure progress against the plan Inconsistently or infrequently checks progress against the project/work plan Does not attempt to identify obstacles and May give up when confronted with is often unsuccessful at resolving problems obstacles or resistance once they have occurred Regularly monitors and measures progress against the project plan Consistently checks in with team members to identify and resolve obstacles early on Verifies that employees understand and are committed to project/work plans Puts systems or processes in place to continuously monitor and measure progress against the project plan; effectively communicates project plans to others, checking for understanding and commitment Addresses and removes obstacles quickly Works across organizational boundaries to and makes detailed plans to prevent future overcome obstacles occurrences Does not make effective use of available resources; occasionally wastes time, money, materials, and/or people's productivity Regularly fails to exert enough effort to achieve performance expectations Occasionally has difficulty resolving unanticipated resource problems Meets some, but not most, individual and team performance goals Organizes and coordinates resources to ensure that the project meets its overall objective Push self and others in difficult situations to meet individual and team performance goals; willingly do what is necessary to get the job done and encourages this attitude in others Anticipates changes in resource needs Prudently allocates resources; gets more and organizes those resources accordingly out of fewer resources to prevent delays or problems Maintains productivity levels that allow individual and team performance goals to be met and often exceeded Regularly exceeds team and individual goals, demonstrating outstanding performance 2 of 6

3 Innovation 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 same one or two sources of information each time an important decision needs to be made Collects data from one or two sources Collects data from several sources when when making decisions; verifies the quality determining a course of action; displays of the data and the credentials of the resourcefulness and creativity when source 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 generate innovative solutions, or proposed solutions are not realistic or implementable At times, misses opportunities to generate innovative solutions, or tends to propose solutions that are not realistic or implementable Arrives at innovative solutions that can be successfully implemented Consistently arrives at innovative solutions that can be successfully implemented, resulting in a competitive advantage Is recognized by others for consistently arriving at innovative solutions that can be successfully implemented, resulting in a demonstrated competitive advantage Resists exploring new solutions, ideas and/or methods in response to challenges, relying solely on past practices Resists challenging business processes resulting in lost opportunities that negatively impacts self and team Occasionally explores new solutions, ideas Responds to challenges by offering Responds to challenges with innovative and/or methods in response to challenges innovative solutions, ideas and/or methods solutions, ideas and/or methods that but tends to rely primarily on past practices consider the context in which the solution will be implemented Does not clearly convey to team a desire to challenge business processes or apply creative ways of doing things Challenges the status quo and uses creative new ways to make continuing improvements to existing business processes Challenges existing business practices and finds creative and innovative ways to optimize opportunities Responds to immediate and unforeseen challenges by viewing them as opportunities, and by offering innovative solutions, ideas, and/or methods that consider the context in which the solution will be implemented Viewed by others as someone who finds innovative ways to challenge the status quo, resulting in continuous improvement of existing business processes and optimizing opportunities 3 of 6

4 Communication Development of Self & Others People Competency Rating 1 Rating 2 Rating 3 Rating 4 Rating 5 Resists input, advice or feedback from mentors or other knowledgeable people Displays resistance to taking on new assignments Reluctantly accepts input, advice or feedback from mentors and/or other knowledgeable people Reluctantly takes on new assignments when asked Is open to input, advice or feedback from mentors and/or other knowledgeable people Willingly takes on new assignments Seeks input, advice and feedback from mentors and others knowledgeable people when appropriate Proactively seeks new assignments for own general development and learning Builds relationships and proactively seeks input, advice and feedback from mentors and other knowledgeable people; has the savvy to incorporate such input as appropriate Intentionally seeks new assignments that are aligned with and support one's development needs and career objectives Misses opportunities to provide ongoing feedback; direct reports are often surprised at their annual reviews Provides limited continuous feedback; when he/she does provide feedback to employees it tends to be focused on only one form of feedback (either positive or negative), while neglecting the other form Provides ongoing positive as well as developmental performance feedback and regular performance reviews Uses performance feedback and regular performance reviews to turn around underperforming or difficult employees or to accelerate the growth of high performers Skillfully uses regular performance feedback and reviews to accelerate the growth of high performers and to turn around underperforming or difficult employees Utilizes ineffective methods to motivate employees, or fails to attempt at all to motivate them; does not recognize differences between average and superior performers Fails to consider employees' current capacity or future potential when making work assignments Lacks awareness of why other's behave the way they do in the midst of interactions; communication style is a "one size fits all" Utilizes one or two favored methods of influence to motivate employees; rarely uses motivational methods to differentiate between average and superior performers Fails to consider employees' current capacity or future potential when making work assignments, except when an employee expresses a specific interest Occasionally lacks awareness of why other's behave the way they do in the midst of interactions; communication style is frequently a "one size fits all" Understands what motivates each employee, especially in terms of rewards and recognition, and uses that to maximize performance; regularly recognizes and rewards superior performers Considers employees' current capacity and future potential when making work assignments Is keenly aware of other's behaviors and motivations in the midst of interactions, and adapts accordingly Applies extensive knowledge and insight into individual motivators when interacting with direct reports; creatively recognizes and rewards all employees, with special attention paid to superior performers Inspires team to achieve greater levels of performance than thought possible using tailored rewards and recognition and other motivational techniques; known as a leader who deeply engages top performers and under whom such performers thrive Seeks opportunities to provide employees Creates opportunities to provide with work experiences that support their employees with work experiences that growth and development in relation to both support their growth and development in their current capacity and future potential relation to both their current capacity and future potential, taking special care to ensure the development of diverse candidates Is keenly aware of other's behaviors and motivations in the midst of interactions, and adapts accordingly; recognize one's impact on others Is keenly aware of other's behaviors and motivations in the midst of interactions, and adapts accordingly; is empathetic, and able to modify own behavior based on anticipating how people may respond Fails to update others on critical issues Does not sufficiently prepare for presentations or is ineffective due to extreme nervousness or disorganization May provide too much or too little information to others on occasion Makes effective presentations on most topics, but has difficulty?translating? technical information or summarizing large amounts of information Keeps team members and other stakeholders informed with critical information and regular updates Delivers effective presentations in all settings, including explaining technical/complex information to a novice audience Is highly skilled at identifying who needs to know what and when (both up and down the chain of command) and provides context for information to be clearly understood Delivers effective presentations to a variety of audiences; is able to change tactics midstream when initial approach isn't working Continuously anticipates the information needs of all audiences (internal and external stakeholders) and provides tailored messages, ensuring there are no surprises Delivers clearly organized presentations of all types of information to all audiences in a polished manner; appears at ease, even when challenged Has great difficulty persuading individuals at higher levels of the organization or those with widely divergent views Exhibits non-verbal cues that indicate he/she isn't listening (e.g., looking down, checking calendar, and staring out window); frequently caught not listening by others' questions Presents ideas persuasively in some Presents ideas persuasively in both group settings (for example, one-on-one and one-on-one discussions discussions) but is not consistently persuasive in other settings, such as group discussions Does not encourage two-way dialogue; does not reflect back what others have said or ask questions Encourages others to express their views and listens to what they have to say Is highly persuasive, particularly when dealing with controversial issues Is adept at determining what information is critical and should be communicated immediately to stakeholders; proactively shares updates and information Is highly persuasive in group and one-onone settings at all levels of the organization; has a track record of winning over individuals at higher organizational levels Accurately reflects back messages, including conflicting opinions, to show attentive listening; regularly invites others to share their opinions 4 of 6

5 Teamwork & Collaboration Leading Self & Others 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 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 effectively; recognizes the benefits of delegating and distributing work appropriately; 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 Allows personal biases to cloud Occasionally allows personal biases to perspectives and decision-making cloud perspectives and decision-making; fostering mistrust; focuses on own success focuses on own success at the 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 senior leaders 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 Regularly demonstrates a lack of sensitivity to others' points of view Refuses to assist team members in the completion of their tasks to support group goals Fuels in-fighting among team members Responds neutrally when others express their views Provides minimal assistance to team members in completing their group tasks, and only when requested to do so Hesitates to address team conflict or address conflict in a manner that causes the problem to worsen 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 Demonstrates openness to others' points of view Collaborates by assisting others in the completion of their tasks to support group goals Openly addresses team conflict Involves people within and outside of the team in order to optimize collaborative results Demonstrates openness and seeks out others' point of view Readily and proactively assists team members in the completion of their tasks to support group goals Effectively addresses team conflict in a way that focuses on the issue and doesn't compromise the relationships involved Knows who to involve and builds/leverages relationships within the team and across the organization in order to optimize collaborative results Seeks out others' points of view; makes an effort to ensure all team members are "heard." 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 same 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 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 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 Fails to understand the value that diversity and inclusion add to the business Resists or fails to use available means and etc.,) to help diversify the workforce 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 Avoids taking personal responsibility for incorporating diversity and inclusion practices when carrying out business objectives Occasionally applies available means and etc.,) to diversify the workforce and the talent pipeline Is resistant to expanding one's knowledge Demonstrates a lack of interest in and awareness regarding differences in expanding one's knowledge and people's backgrounds, points of view and awareness regarding differences in experiences; may come across as being people's backgrounds, points of view and insensitive to people who are different from experiences; does not encourage or hold oneself the team responsible for expanding such knowledge or showing awareness Able to make the connection between different and diverse experiences and innovative/creative thinking 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 same 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 Intentionally looks for opportunities to integrate diversity and inclusion into business thinking 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 same 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 Advocates the value of diversity and inclusion in meetings and when making business decisions 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 6 of 6