Defining Competency

Defining competency
Competencies - The combination of observable and measurable knowledge, skills, abilities and personal attributes that contribute to superior semployee performance and ultimately result in organizational success.

In a broader perspective, competency is more than just knowledge and skills. It involves
the ability to meet comple x demands by utilising to the maximum psychosocial resources
(including skills and attitudes) in any given context.

Each key competency must:
- Contribute to valued outcomes for societies and individuals in general;
- Help individuals as well as organization meet important demands in a wide variety of
contexts; and
- Be important not just for specialists but for all individuals( intent of developing competent
high performing organization).

Difference – Skill and knowledge vs. Competency
1. Competencies only include behaviours that demonstrate excellent performance
2. They do not include knowledge but do include “applied knowledge” or the
behavioural application of knowledge that produce success.
3. Competencies do include skills but only the manifestation of skills that produce
success.
4. Competencies are not work motives but do not include observable behaviours to
motives.

Do we need competencies when we already have job descriptions?

In contrast to job description, which enlists tasks, duties and responsibilities for a particular role, competency enlists the abilities needed to perform those T, D, R s. competencies are described in terms which are SMART (specific , measurable, achievable, relevant and time bound) and required to do a job effectively. Rationale behind the competency led organization:

1. Translation of organizational goals, vision and mission into expected employee
behaviour.
2. More effective justifiable recruitment and selection process
3. In turn, reduced employee turnover / absenteeism
4. Focused employee development
5. Structured and focused need based training that leads optimal utilization of training
and development budget.
6. Provides a tool for self-assessment for employees and managers
7. Effective PMS intending career and succession planning.
8. More objective performance standards

It has been found that the organizations that are following competency based systems have improvements in hiring successful candidates( 5% -10%), higher retention(15-20%), enhanced employee satisfaction ( 15% - 25%) and higher individual and team performance( 20%)

Why are competencies so important today?

Globalization and modernization are creating an increasingly diverse and interconnected world. To make sense of and function well in this world, individuals need for example to master changing technologies and to make sense of large amounts of available information. They also face collective challenges as societies – such as balancing economic growth with environmental sustainability, and prosperity with social equity. In these contexts, the competencies that individuals need to meet their goals have become more complex, requiring more than the mastery of certain narrowly defined skills.

Competency dictionary
Adaptability Maintaining effectiveness when experiencing major changes in work tasks or the work environment; adjusting effectively to work within new work structures processes, requirements, or cultures.

Behavioral indicators-
1. Adapt successfully to major changes in policies.
2. Adapt successfully to major changes in administrative procedures.
3. Maintain effectiveness when working closely with people of diverse cultures or
backgrounds.
4. Adapt effectively to culture change efforts.
5. Adjust effectively to frequently changing work assignments.

Note- Adaptability is note Stress Tolerance and Planning and Organizing or Managing
Work (Includes Time Management).

Aligning Performance for Success
Focusing and guiding others in accomplishing work objectives.
1. Communicates the importance of establishing performance goals.
2. Involves direct reports in establishing performance goals and expectations.
3. Involves direct reports in identifying data sources for tracking individual performance.
4. Clarify with direct reports behaviors necessary to achieve performance goals.
5. Uses a systematic method of observing and evaluating performance.
6. Develops action plans with direct reports to ensure success on upcoming challenges.
7. Provides timely feedback on direct reports’ performance.
8. Coach direct reports on successful job behaviors.
9. Reinforce behaviors that indicate progress toward or accomplishment of performance expectations.
10. Develop a direct report’s ability to manage himself/herself.
11. Evaluate a direct report’s performance against established performance expectations.
12. Involve direct reports in developing action plans for improving performance or setting goals during improvement sessions.
13. Involve direct reports in identifying developmental needs for current an future jobs.
14. Coordinate direct reports’ performance goals with the business plan.
15. Set and communicate goals with staff that are difficult yet attainable.
16. Review and evaluate measures that reflect performance.
17. Address performance declines or increases quickly.
18. Give employees time for training and development.
19. Clearly communicate school/unit/department goals and work with individuals to translate them into specific performance goals.
20. Work with each direct report to develop and implement a professional development plan.
Notes do not use Aligning Performance for Success and Developing Others together.

Analytical Thinking
Approaching a problem by using a logical, systematic, sequential approach.

Behavioral indicators:
1. Makes a systematic comparison of two or more alternatives
2. Makes connections and patterns among systems and data issues
3. Notices discrepancies and inconsistencies in available information
4. Identifies a set of features, parameters or considerations to take into account in analyzing a situation or making a decision
5. Approaches a complex task or problem by breaking it down into its component parts and considering each part in detail
6. Weighs the costs, benefits, risks, implications, and chances for success, when making a decision
7. Identifies many possible causes for a problem
8. Weighs the priority of things to be done
9. Recognizes key actions and underlying issues and problems

Applied Learning
Assimilating and applying new job-related information in a timely manner.

Behavioural indicators
1. Learn to operate new machines, equipment, or computers.
2. Learn to comprehend statistical process control (SPC) charts and analyses.
3. Learn to use a computer to input or retrieve basic information.
4. Learn to use gauges, micrometers, or other measurement equipment.
5. Learn to use office machines.
6. Learn new information about changing products, markets, procedures, or management techniques (e.g., project planning, leadership skills, etc.).
7. Learn to perform a process with numerous steps.
8. Learns changes in work -routine or procedures.
9. Learn to perform a task through on-the-job training.
10. Attend training programs and apply new learning on the job.
11. Learn to use different organizational forms or reporting logs.
12. Learn highly technical information about a product or operation.
13. Learn unique, job-related vocabulary.
14. Learn an organization’s structure, policies, cultures and values, and procedures.

Note do not use Applied learning and Continuous learning together

Building a Successful Team
Using appropriate methods and a flexible interpersonal style to help build a Cohesive team; facilitating the completion of team goals.

Behavioural indicators
1. Communicate purpose and importance of team through a clear charter or mission
statement.
2. Set specific and measurable team goals and objectives.
3. Work collaboratively with the team.
4. Monitor team activities to ensure that roles and responsibilities of team members are clear.
5. Review support functions and ensure that they are in place.
6. Offer suggestions for achieving team goals or performing team functions.
7. Values and uses individual differences and talents to ensure that the team’s work is done effectively.
8. Regularly share information with the team.
9. Contribute to the fulfillment of team responsibilities.
10. Display personal commitment to the team.
11. Do not speak badly of the team to others.

Note: Do not use Applied Learning and Continuous Learning together

Building Customer Loyalty
Effectively meeting customer needs; building productive customer relationships; Taking responsibility for customer satisfaction and loyalty.

Behavioural indicators
1. Be receptive to and empathize with internal/external customers’ complaints, requests,or demands.
2. Clarify the exact nature of internal/external customers’ problems or requests and make recommendations.
3. Establish good two-way communication with internal/external customers regarding problems or requests.
4. Take responsibility to solve internal/external customers’ problems (e.g. , service ,product, quality, billing, etc.).
5. Involve/Enlist the help of others to solve internal/external customers’ problems.
6. Summarize outcome of discussion with customers to ensure that all requests or problems have been addressed.
7. Send information, materials, or products by the most appropriate method (fax, express mail, etc.) to ensure that internal/external customers receive them when needed.
8. Return phone calls from customers promptly.
9. Be pleasant and courteous when interacting with internal/external customers.
10. Anticipate internal/external customers’ needs whenever possible and respond quickly and accurately .
11. Provide quick and thorough service for internal/external customers’ requests or problems.
12. Obtain internal/external customer feedback for the level of service provided.
13. Follow up with customers to ensure that they are satisfied and that the problem is fixed.
14. Listen closely to customers and let them tell their whole story; empathize with their problem.
15. Treat all customer complaints as important (even minor ones).
16. Maintain professionalism when customers become challenging or demanding.
17. Keep commitments of follow up with customers.
18. Satisfy customers’ expectations by providing acceptable solutions that are fair and in keeping with policies and procedures.
19. Communicate with emotional customers in a manner that is calming and focused on the issues.
Notes: Do not use Building Customer Loyalty and Customer Focus together.

Building Partnerships
Identifying opportunities and taking action to build strategic relationships between One’s area and other areas, teams, departments, units, or organizations to he lp Achieve business goals.

Behavioural indicators-
1. Build effective working relationships with other departments.
2. Establish relationships and work effectively with others outside the organization.
3. Support and encourage good working relationships between departments.
4. Share information, ideas, and effective approaches to issues with other regions and departments.
5. Work collaboratively with other leaders to meet organizational goals.
6. Build effective relationships with key internal partners to enhance collaboration and understanding.
7. Provide support to other areas as needed to achieve organizational goals.
8. Check with others regularly to discuss partnership problems or issues.
9. Build good relationships with other organizations or clients.
10. Establishes Network with individuals from other organizations or groups in order to share ideas and collect information.

Notes Do not use Building Partnerships and Building Positive Working Relationships together.

Building Positive Working Relationships (Teamwork/Collaboration)
Developing and using collaborative relationships to facilitate the accomplishment
Of work goals.

Behavioural indicators
1. Work with others to accomplish tasks, assignments, etc.
2. Acquire information and skills necessary to contribute to team goals.
3. Receive feedback from peers, team members, and/or others in order to perform the job successfully.
4. Support group decisions even if not in total agreement.
5. Share credit for good ideas or accomplishments with peers, team members, and/or others.
6. Address conflicts within the group/team without help from supervisor/manager/team leader.
7. Communicate changes or problems (e.g., material defects, production goals, new information, adjustments to equipment, etc.) to peers, team members, and/or others and work on solutions.
8. Work cooperatively with peers, team members, and/or others to set responsibilities (e.g., agree on schedules or rotations).
9. Share information, ideas, and solicit ideas and suggestions from others to accomplish mutual goals.
10. Communicate with peers a nd others to exchange feedback on product/service issues and to solve problems.
11. Show support, give encouragement, and willingly share information, ideas, and suggestions to accomplish mutual goals.
12. Show genuine concern for the needs and wants of internal partners.

Building Trust
Interacting with others in a way that gives them confidence in one’s intentions and those of the organization.

Behavioural indicators
1. Strictly follow organization’s policies.
2. Accurately communicate the strengths and limitations of a product/service and of the organization.
3. Handle confidential personnel records appropriately and do not share confidential information.
4. Process confidential correspondence.
5. Participate in confidential business meetings or discussions.
6. Treat individuals fairly and equally.
7. Invite all employees to meetings and share permissible information freely.
8. Maintain an open-door policy and listen to others’ comments, suggestions, and complaints.
9. Keep promises and commitments.
10. Show genuine interest in the success of others, and promote and showcase their abilities.
11. Allow people to learn

Coaching
Providing timely guidance and feedback to help others strengthen specific knowledge/skill areas needed to accomplish a task or solve a problem.

Behavioural indicators
1. Instruct others and closely guide their activities.
2. Work with others to strengthen their performance and improve their skills in a particular area.
3. Divide complicated tasks into activities that others can perform easily.
4. Teach people to complete new tasks/procedures successfully.
5. Determine how much guidance an individual needs to complete a task successfully.
6. Help people look for new ways to solve old problems.
7. Listen to others’ concerns about their ability to improve.
8. Provide feedback about performance on a task or activity that is specific and objective.
9. Give others clear and concise instructions on how to complete a task or process.
10. Diagnose problems and share solutions to create learning experiences.
11. Involve others in solutions with a goal of improving processes so that they can solve future problems independently.
12. Demonstrate effective problem-solving approaches.
13. Provide suggestions to others on how to serve customers better.

Note : don’t use Gaining Commitment and Aligning Performance for Success with
coaching .

Communication
Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message.

Behavioural indicators
1. Maintains audience attention through use of techniques such as analogies, illustrations, humor, an appealing style, body language, and voice inflection.
2. Exchange clear instructions or information to peers/team members/others orally or through other methods of communication.
3. Communicate ideas clearly and effectively in a group setting.
4. Address work problems with people individually.
5. Explain complex ideas at a level appropriate to the audience using ideas/terminology to ensure understanding.
6. Use appropriate conventions (e.g., grammar and syntax) when communicating.
7. Be receptive to ideas or suggestions from others.
8. Use appropriate nonverbal communication (eye contact, gestures, posture) when communicating with others
9. Communicate effectively with individuals from a variety of cultural backgrounds.
10. Keep clear, accurate written documentation (e.g., letters to customers).
11. Put highly technical information into simple terms for customers.
12. Prepare written instructions for vendors, direct reports, team members, peers, employees, and/or others.
13. Prepare written summaries of meeting outcomes or telephone conversations.
14. Proofread letters or reports for grammar, punctuation, style, and spelling.
15. Prepare documents that require presentation of complex ideas (e.g., proposals, contracts , etc.).
16. Convey complex ideas in writing at a level appropriate to the audience.
17. Prepare project plans, specifications, outlines, or progress reports.
18. Prepare user manuals for policies or procedures.
19. Draft ads for newspapers, magazines, or brochures.
Note : formal presentation and impact are different from communication.

Continuous Learning
Actively identifying new areas for learning; regularly creating and taking advantage of learning opportunities; using newly gained knowledge and skill on the job and learning through their application.

Behavioural indicators
1. Make efforts to improve managerial/supervisory/team leadership skill.
2. Make specific efforts to improve skills in one’s own technical/professional area.
3. Take initiative to discover information about new products when technical information is minimal or unavailable.
4. Seek pertinent learning opportunities to enhance job performance (e.g., coaching/mentoring skills, computer skills, technical training, dealing with difficult people, negotiating skills).
5. Maintain technical library and database to access pertinent information.
6. Stay informed of industry trends, competition, and changing technology.
7. Actively seek out new learning opportunities.
8. Target learning activities to meet required job skills.
9. Take on responsibilities or tasks to develop oneself.
10. Enroll in optional courses or workshops.
11. Try new approaches to performing work in order to develop a better way.
12. Gather information from trade publications, newspapers, and magazines to further the understanding and resolution of business issues.

Contributing to Team Success
Actively participating as a member of a team to move the team toward the completion of goals.

Behavioural indicators

1. Display personal commitment to team.
2. Demonstra te good team spirit by living within the formal or informal guidelines and expectations of the team.
3. Make procedural or process suggestions to perform team functions and achieve team goals.
4. Provide resources or help remove obstacles to help team accomplish goals.
5. Involve oneself and others in team decisions and actions.
6. Demonstrate a personal commitment to team.
7. Help the team develop and maintain a clear purpose and direction.
8. Help the team keep roles and responsibilities clear.

Customer Focus
Making customers and their needs a primary focus of one’s actions; developing and sustaining productive customer relationships.

Behavioural indicators
1. Examine decisions from the perspective of the customer before acting.
2. Examine policy implementation issues of the customer before acting.
3. Approach customers knowing that they have other options in the market.
4. Share information with others on the direction of the organization.
5. Effectively address customer issues or complaints.
6. Communicate customer needs and suggestions for addressing them to appropriate others to bring about changes that will better meet customer needs.
7. Encourage others to be highly responsive to customer needs.
8. Seek information to understand customers’ needs and develop appropriate solutions.
9. Plan on how to meet needs quickly and effectively.
10. Consider customer needs when developing products or services to ensure that needs are met.
11. Stay in close touch with customers to gather and share information.
12. Follow up with customers to make sure needs are being met.
13. Invite customers to participate in social activities to establish better relationships.
14. Seek input from customers at key project, product, or decision points

Change Leadership
Managing, leading, and enabling the process of change and transition while helping others deal with their effects.
Behavioral indicators:
1. Develops new approaches, methods, or technologies
2. Develops better, faster, or less expensive ways to do things
3. Recognizes the potential benefits of change
4. Recognizes and manages the challenges that can accompany change
5. Encourages others to value change

Decision Making
Identifying and understanding issues, problems, and opportunities; comparing data from different sources to draw conclusions; using effective approaches for choosing a course of action or developing appropriate solutions; taking action that is consistent with available facts, constraints, and probable consequences

Behavioural indicators
1. Select new products, materials, vendors, or consultants.
2. Make decisions about customers’ complaints.
3. Make decisions not directly covered by organizational policies or procedures.
4. Inform manager/supervisor/team leader of important issues or problems.
5. Inform manager/supervisor/team leader or others in the organization of decisions.
6. Anticipate the consequences of decisions.
7. Take action or generate alternative solutions to resolve problems or situations.
8. Consider multiple factors (e.g., customers’ needs, feasibility, due dates,costs, etc.)when making decisions.
9. Consider the impact of decisions on other departments or areas.
10. Gathers information from several sources to understand problems, trends, or opportunities.
11. Interpret financial information from sources such as balance sheets, profit and loss statements, etc.

Delegation
Allocating decision -making authority and/or task responsibility to appropriate others to maximize the organization’s and individuals’ effectiveness.

Behavioural indicators
1. Shares appropriate responsibilities
2. Give a direct report the authority to gather information and make decisions.
3. Delegate assignments to the appropriate individuals based on their skills, roles, and interests
4. Provides support without removing responsibility
5. Defines parameters of the delegated responsibility decision-making authority and any required actions,constraints, or deadlines.
6. Establishes appropriate procedures to keep informed of issues and results in areas of shared responsibility.
7. Support direct reports’ decisions if at all possible and coach them if necessary; do not second-guess them.
8. Respect areas of decision making that have been delegated.

Developing Others
Planning and supporting the development of individuals’ skills and abilities so that they can fulfill current or future job/role responsibilities more effectively.

Behavioural indicators
1. Works with individuals to identify areas for development, understand need for improvement, and set specific development goals and implementation plans.
2. Creates a learning environment
3. Offers assistance to help individuals overcome obstacles to learning.
4. Gives individuals specific feedback on their performance related to established goals
5. Design or locate appropriate training programs for others.

Energy
Consistently maintaining high levels of activity or productivity; sustaining long working hours when necessary; operating with vigor, effectiveness, and determination over extended periods of time.

Behavioural indicators
1. Work long hours without losing effectiveness.
2. Meet demanding productivity goals.
3. Keep up with high-speed equipment or production demands.
4. Maintains effectiveness while working swing shifts.
5. Work frequent overtime or extra hours without losing effectiveness.
6. Perform repetitive work without losing effectiveness.
7. Perform mentally demanding work without losing effectiveness.
8. Demonstrate a consistent rate of speed to accomplish activities.
Note: Initiating Action is different from energy.

Ethics and Integrity
Degree of trustworthiness and ethical behavior of an individual with consideration for the knowledge one has of the impact and consequences when making a decision or taking action.

Behavioral indicators :
1. Treats others fairly and with respect
2. Takes responsibility for own work, including problems and issues
3. Uses applicable professional standards and established procedures and policies when taking action and making decisions
4. Identifies ethical dilemmas and conflict of interest situations and takes action to avoid and prevent them
5. Anticipates and prevents breaches in confidentiality and/or security

Facilitating Change
Encouraging others to seek opportunities for different and innovative approaches to addressing problems and opportunities; facilitating the implementation and acceptance of change within the workplace

Behavioural indicators
1. Consistently remains open to ideas offered by others.
2. involves stakeholders in continuous improvement actions and alternatives.
3. Encourages employees to question established work processes or assumptions.
4. Recognizes and rewards employees who make useful changes.
5. Addresses change resistance by helping individuals overcome resistance to change; shows empathy with people who feel loss as a result of change.
6. Manages complexity and contradictions by clarifying direction and smothering the process of change.

Follow-Up
Monitoring th e results of delegations, assignments, or projects, considering the skills, knowledge, and experience of the assigned individual and the characteristics of the assignment or project.

Behavioural indicators
1. Establish a system to follow up on projects/tasks/assignments.
2. Schedule follow -up meetings to review progress on assigned tasks.
3. Meets formally with peers, employees, and others to review the results of an assignment, project, or delegated task.
4. Follow up with internal/external customers after handling their problems or requests.
5. Contact others in the organization to ensure the timely completion of tasks.
6. Receive feedback from internal/external customers on the progress of projects/tasks/assignments, etc

Formal Presentation
Presenting ideas effectively to individuals or groups when given time to prepare; delivering presentations suited to the characteristics and needs of the audience
Behavioural indicators
1. Establishes an objective that clearly reflects the needs of the audience.
2. Uses audio and visual aids to enhance the audience’s understanding of content
3. Presents main ideas that support the objective of the presentation, and presents facts, evidence, and details that support the main ideas;
4. delivers information in a logical order to aid understanding
5. Listens and responds to questions and objections
6. Use vocabulary appropriate to the audience

Gaining Commitment
Using appropriate interpersonal styles and techniques to gain acceptance of ideas or plans; modifying one’s own behavior to accommodate tasks, situations, and individuals involved.

Behavioural indicators
1. Guide a peer, team member, or other to accept an idea or course of action.
2. Gain commitment from a peer, team member, or other to try new ways to do the job or process.
3. Encourage a peer, team member, or other to meet deadlines and product goals.
4. Get cooperation from a peer, team member, or other.
5. Guide a direct report or others to accept an idea or course of action.
6. Convince peers to support an idea or plan.
7. Convince others of the value of a product, service, or idea.
8. Win over others who are resistant to an approach you support.
9. Clearly describe to others the reasons that they should approach an issue in a different manner.
10. Position topics of discussion from the other person’s point of view to show what is in it for him/her.
11. Influence management to support and/or fund initiatives.
12. Explain how conclusions were reached so others will understand decisions and support them.

Compare to:Sales Ability/Persuasiveness, Coaching, Managing Conflict

Interpersonal Skills
Extent to which an individual gets along and interacts positively with co-workers. Degree and style of understanding and relating to others.

Behavioural indicators
1. Understands the interests and important concerns of others
2. Notices and accurately interprets what others are feeling, based on their choice of words, tone of voice, expressions, and other nonverbal behavior
3. Anticipates how others will react to a situation
4. Listens attentively to people's ideas and concerns
5. Understands both the strengths and weaknesses of others
6. Understands the unspoken meaning in a situation
7. Finds non-threatening ways to approach others about sensitive issues
8. Makes others feel comfortable by responding in ways that convey interest in what they have to say

Impact
Creating a good first impression, commanding attention and respect, showing on air of confidence.

Behavioural indicators
1. Make a professional first impression on internal/external customers.
2. Represent the department or organization in initial dealings with internal/external customers or other organizations.
3. Meet with people from the community, government, or other organizations for business purposes.
4. Host visitors and make a good impression.
5. Interact with external customers or representatives of other organizations.
6. Make initial contact with customers or others in which creating a positive impression on others is important.
7. Attend business social functions in which creating a positive impression on others is important.
8. Greet visitors from outside the department or organization.

Information Monitoring
Setting up ongoing procedures to collect and review information needed to manage an organization or ongoing activities within it.

Behavioural indicators
1. Establish systems to monitor performance in one’s area of responsibility.
2. Meet informally with peers, team members, or others to check on progress, problems, etc.
3. Convene meetings to review progress or share information.
4. Monitor equipment, instruments, or products to make sure the process or production is correct.
5. Review reports to keep track of work progress.
6. Maintain records of meetings, discussions, or phone calls.
7. Monitor phone mail and/or electronic mail system for updates and messages.
8. Review organization reports or documents to stay informed of new developments or strategies.
9. Monitor regulations that affect the industry (e.g., legislative or environmental).
10. Monitor the progress of team or group projects, goals, assignments, etc.
11. Set up systems to examine work outputs to ensure processes are functioning properly.

Initiating Action (Initiative)
Taking prompt action to accomplish objectives; taking action to achieve goals beyond what is required; being proactive.

Behavioural indicators
1. Perform tasks outside one’s area of responsibility to help the department or organization.
2. Volunteer for committees or task force assignments that are beyond the normal limits of the job.
3. Identify ways to make a job easier or more productive.
4. Take action on a project without being asked by one’ manager/supervisor/team leader.
5. Collect extra information that might be useful for reports or meetings.
6. Try a new way to do the job because it might be more productive.
7. Question the way administrative processes are done and suggest changes.
8. Question methods for ensuring quality and make suggestions to improve processes.
9. Volunteer to help peers when own workload is small.
10. Initiate new methods for keeping customers informed.
11. Volunteer to serve on employee -level committees.
12. Suggest ways to solve problems, improve workflow, etc., without being asked.

Compare to:Energy, Tenacity.

Innovation
Generating innovative solutions in work situations; trying different and novel ways to deal with work problems and opportunities.

Behavioural indicators
1. Generate novel solutions to business problems.
2. Suggest new ways to apply existing knowledge.
3. Develop creative improvements to the organization’s products/services.
4. Create novel combinations of existing products/services to meet new opportunities.
5. Look beyond tried-and-true methods of solving problems.
6. Recognize opportunities to use new/unusual ideas.
7. Develop creative improvements to organization’s processes/procedures.
8. Create novel combinations of existing processes/procedures to solve business problems.
9. Seek ongoing improvements to organization’s processes/procedures.
10. Solve a new problem with little background information.
Compare to: Initiating Action.

Leading/Living The Vision And Values
Keeping the organization’s vision and values at the forefront of decision -making and action.

Behavioural indicators
1. Set the tone through own actions in creating an environment where ideas can be shared, questions can be asked, and individuals are accountable for their own actions.
2. Highlight the organization’s purpose and future direction to all staff so they can do their jobs more effectively.
3. Encourage open discussion of plans for future action and the reasons behind the plans.
4. Show passion for organization’s products or services.
5. Ensure that individual’s goals and performance are aligned with organization’s vision and values.
6. Compare own decisions and actions to the vision to ensure alignment.
7. Clarify for others what they can do to demonstrate the organization’s vision and values.

Compare to: Strategic Decision Making.

Managing Conflict
Dealing effectively with others in an antagonistic situation; using appropriate interpersonal styles and methods to reduce tension or conflict between two or more people.

Behavioural indicators
1. Settle disputes between employees.
2. Settle disputes between groups within the organization.
3. Settle disputes as quickly and effectively as possible.
4. Watch for conflicts to prevent them from growing.
5. Keep working relationships smooth even during stressful times.
6. Mediate disagreements between others within the organization.
7. Diffuse disagreement s that are impacting performance.
8. Educate others on how to deal effectively with conflict.

Compare to: Gaining Commitment.

Managing Work (Includes Time Management)
Effectively managing one’s time and resources to ensure that work is completed efficiently.

Behavioural indicators
1. Plan to have materials ready "just in time" to complete a job.
2. Maintain a log of work, production, or maintenance.
3. Schedule meetings or appointments for others.
4. Keeps files organized.
5. Make contingency plans in case an appointment is cancelled.
6. Know and rely on the "experts" in various departments who can address and solve special problems.
7. Maintain a calendar or schedule for another person.
8. Make travel arrangements.
9. Coordinate and schedule meetings for others.
10. Ensure that high-prior ity work is accomplished within required timelines.
Do not use Managing Work (Includes Time Management) and Planning and Organizing together.

Meeting Participation
Using appropriate interpersonal styles and methods to help reach a meeting’s goals while considering the needs and potential contributions of others.

Behavioural indicators
1. Ask questions in a meeting to clarify technical issues.
2. React to others’ ideas in a meeting.
3. Expand on others’ ideas in a meeting.
4. Express opinions or ideas in a meeting.
5. Provide professional expertise in a meeting.
6. Take a stand in a meeting on potentially unpopular issues.
7. Participate actively and effectively in meetings.
8. Present information or arguments effectively in a meeting.
9. Encourage others to contribute their ideas in a meeting.
10. Participate in problem -solving or information-sharing meetings.

Do not use Meeting Participation and Meeting Leadership together.

Negotiation
Effectively exploring alternatives and positions to reach outcomes that gain the support and acceptance of all parties.

Behavioural indicators

1. Negotiate terms, agreements, and understandings with others (e.g., customers, senior management, vendors, departments, regulatory bodies, special-interest groups).
2. Negotiate schedules and deliverables with customers.
3. Negotiate financial terms with external customers.
4. Arbitrate policy or procedural disagreements.
5. Engage in problem solving by offering alternative positions and evaluating them openly and fairly.
6. Negotiate terms of contracts or agreements.
7. Negotiate labor contracts.
8. Negotiate business partnerships.

Planning and Organizing
Establishing courses of action for self and others to ensure that work is completed efficiently.

Behavioural indicators
1. Plan use of own time to accomplish a variety of tasks.
2. Schedule own work so that the most important work gets done.
3. Use a calendar or tickler file to schedule meetings, work, etc.
4. Schedule work with other departments or areas.
5. Prepare plans for projects or major assignments (including tasks,resources, and time frames).
6. Develop timetables or milestone charts for projects.
7. Schedule meetings with peers, employees, internal/external customers, vendors, or others.
8. Prepare materials for projects or presentations.
9. Adjust schedule based on priority situations that occur throughout the week.
10. Advise others and coordinate their schedules to address priority customer issues.
11. Coordinate own time and priorities with the needs of customers and others.
12. Know and rely on the "experts" in various departments who can solve and address special problems.
13. Plan own work schedule with little or no supervision or guidance.

Do not use Planning and Organizing and Managing Work (Includes Time Management)
together.

Quality Orientation (Attention to Detail)
Accomplishing tasks by considering all areas involved, no matter how small, showing concern for all aspects of the job; accurately checking processes and tasks; being watchful over a period of time.

Behavioural indicators
1. Review all parts of a job to ensure quality.
2. Complete reports, orders, or other documentation accurately.
3. Proof own work to identify errors or omissions.
4. Review and edit where necessary all documents to ensure accuracy and completeness.
5. Inform affected internal/external customers of changes in a timely manner.
6. Ensure that all details of a task are accomplished.
7. Keep track of many small details without forgetting any.
8. Notice errors in work before it is distributed.
9. Check to see that all details in each step of a procedure have been completed.
10. Make sure that correspondence is error free.
Compare to: Work Standards.

Risk Taking
Initiating action that tries to achieve a recognized benefit or advantage when potential negative consequences are understood.

Behavioural indicators
1. Make decisions when the probability of success is unclear.
2. Make decisions that involve risk.
3. Try new but unproved approaches to solving problems.

Safety Awareness
Identifying and correcting conditions that affect employee safety; upholding safety standards.

Behavioural indicators
1. Displays knowledge of all related safety or security regulations.
2. Document and/or monitor safety or security violations.
3. Recommend and/or improve safety or security procedures.
4. Enforce safety and/or security procedures.
5. Review safety-training materials.
6. Demonstrate and/or explain safety equipment and/or procedures.
7. Be aware of coworkers’ safety while performing maintenance.
8. Understand how to use and operate safety equipment.
9. Confront others about safety or security violations.
10. Follow safety and/or security procedures on the job.
11. Be aware of the hazards of working with dangerous materials.
12. Be alert to unsafe work conditions.
13. Report and/or correct unsafe work conditions.
14. Take action to correct unsafe work habits.

Sales Ability/Persuasiveness
Using appropriate interpersonal styles and communication methods to gain acceptance of a product, service, or idea from prospects and clients.

Behavioural indicators
1. Determine customers’ needs and interests.
2. Present compelling arguments to support positions.
3. Highlight advantages or benefits of products or services to individuals and the organization.
4. Respond to objections.
5. Demonstrate flexibility in dealing with the personal/stylistic differences of customers.
6. Understand a customer’s buying motive (economic, technical, etc.).
7. Establish credibility/positive intent with prospective customers.
8. Use effective questioning techniques to explicitly understand customer needs.
9. Differentiate products or services in the eyes of the customer.
10. Demonstrate advantages or benefits of an idea or plan to the organization.
11. Choose an appropriate approach to gain agreement to an idea or course of action.
12. Relate the benefits of ideas or recommendations to the needs and interests of individuals.

Strategic Decision Making
Obtaining information and identifying key issues and relationships relevant to achieving a long -range goal or vision; committing to a course of action to accomplish a long -range goal or vision after developing alternatives based on logical assumptions, facts, available resources, constraints, and organizational values.

Behavioural indicators
1. Modify department or group activities and procedures to be consistent with major new directives.
2. Modify team or unit activities and procedures to be consistent with major new directives.
3. Translate major new directives into individual performance expectations.
4. Establish reward structures or incentives for accomplishing major new directives.
5. Establish strategies or methods for accomplishing major new directives.
6. Ensure that organizational systems are in place to support the accomplishment of major new directives.
7. Establish department or group priorities in implementing major new directives
8. Translate organizational goals into practical goals and a strategy for own department.
9. Ensure consistency among the individual managers’ strategies so that they move the entire area in the appropriate direction.
10. Adjust plans quickly when issues arise and make sure that priority issues are handled effectively.
11. Recognize alternative technologies or methods for delivering or producing services or products.
12. Take a broad or long-term view of business or technical opportunities.
Compare to: Leading/ Living the Vision and Values.

Stress Tolerance
Maintaining stable performance under pressure or opposition (such as time pressure or job ambiguity); handling stress in a manner that is acceptable to others and to the organization.

Behavioural indicators
1. Be responsible for organizational or business outcomes.
2. Effectively deal with unclear job responsibilities.
3. Effectively handle a heavy workload.
4. Cope appropriately with conflicting work demands.
5. Cope appropriately with uncertain career or future work conditions.
6. Effectively handle distractions or interruptions to work.
7. Face sudden new or unfamiliar situations.
8. Effectively deal with rush situations (e.g., de adlines, emergencies,extremely busy periods).
9. Face interpersonal conflicts or arguments.
10. Effectively balance outside obligations (e.g., social or civic) with work.
11. Deal with internal/external customer complaints or resistance.
12. Be available (on call) to wor k as needed.
13. Remain flexible, open, and positive in the face of changing needs and customer demands.
14. Maintain effectiveness while not being able to get away from the job (even when officially on vacation).
15. Work very long days, often with extensive travel.
16. Remain a positive voice for the organization while dealing primarily with dissatisfied customers.
17. Balance personal life with a highly demanding workload.
18. Put in a full day and still have to complete reports, voice mail/e-mail ,messages, and administrative work at home at night.

COMPARE to Adaptability

Team Leadership
Ability to effectively manage and guide group efforts. Includes providing appropriate level of feedback concerning group progress

Behavioural indicators
1. Recognizes and rewards people for their achievements
2. Acknowledges and thanks people for their contributions
3. Expresses pride in the group and encourages people to feel good about their accomplishments
4. Shares knowledge and resources and encourages the same of others
5. Finds creative ways to make people's work rewarding
6. Signals own commitment to a process by being personally present and involved at key events
7. Identifies and promptly tackles morale problems
8. Gives talks or presentations that energize groups

Teamwork
Ability to effectively work and complete assignments in group settings. Works cooperatively with others to achieve common goals.

Behavioural indicators
1. Listens and responds appropriately to other team members' ideas
2. Offers support for others' ideas and proposals
3. Confers with other team members about their concerns
4. Expresses disagreement constructively (e.g., by emphasizing points of agreement, suggesting alternatives that may be acceptable to the group, etc.)
5. Reinforces and gives credit to team members for their contributions
6. Gives honest and constructive feedback to other team members
7. Provides assistance to others when they need it
8. Works toward solutions that all team members can support

Thoroughness
Ensuring that one's own and other's work and information are complete and accurate; carefully preparing for meetings and presentations

Behavioural indicators
1. Sets up procedures to ensure high quality of work
2. Monitors the quality of work by setting up procedures
3. Acts to verify information
4. Checks the accuracy of own and others' work
5. Develops and uses systems to organize and keep track of information or work progress
6. Prepares for meetings and presentations
7. Organizes information or materials for others
8. Reviews and checks the accuracy of information in work reports

Compare with tenacity

Technical/Professional Knowledge and Skills
Having achieved a satisfactory level of technical and professional skill or knowledge in position-related areas; keeping up with current developments and trends in areas of expertise.

Behavioural indicators
1. Understand the technical language of the job.
2. Understand technical components of the job (e.g., knowledge of tax laws or semiconductors).
3. Use technical knowledge or skills not easily or quickly learned on the job.
4. Understand technical materials.
5. Accomplish complex tasks without asking for guidance or instruction.
6. Proficiency in computer skills.
7. Review technical information to keep aware of developments in the field.
8. Attend professional seminars or meetings to stay current.
9. Stay aware of current developments and trends in all relevant
10. Technical/professional knowledge areas.

Tenacity
Staying with a position or plan of action until the desired objective is obtained or is no longer reasonably attainable.

Behavioural indicators
1. Continue to call on prospective customers despite initial resistance.
2. Make repeated contacts with prospective customers.
3. Keep trying to achieve goals despite obstacles.
4. Stay with a strategy or plan of action until the desired objective is achieved or no longer achievable.
5. Repeatedly present an idea to a manager for review or action.
6. Continue with a sales prospect even when decisions take more than six months.

Valuing Diversity
Appreciating and leveraging the capabilities, insights, and ideas of all individuals; working effectively with individuals of diverse style, ability, and motivation.

Behavioural indicators
1. Attend diversity training
2. Participate in local diversity efforts
3. Support local diversity efforts
4. Take action or seek appropriate resources when issues arise

Work Standards
Setting high standards of performance for self and others; assuming responsibility and accountability for successfully completing assignments or tasks; self-imposing standards of excellence rather than having standards imposed.

Behavioural indicators
1. Critique own performance as a means of self-improvement.
2. Set high standards of work performance for self.
3. Set high standards of performance for team, group, or others.
4. Complete own work on time.
5. Review others’ work for quality.
6. Perform work that is not checked by others.
7. Show pride in work that is sent to internal/external customers.
8. Set examples of high-quality work for peers.
9. Ensure that written correspondence is neat and professional.
10. Review products or materials for quality.

Source : THE HR CONNECT

Jobs and recruitment
Challenge
Recruiting
Sales representative job description
Individuals
Questions
Computer Networking
Control Process
Flow Char

Dr Singhal

live project

Pages

About Dr Singhal

Popular Posts

Followers

Sidebar List

Thursday, October 24, 2013

Job Interview question Series 2

Question - Why should we hire you?

There is no best answer. The most appropriate reply could be for a fresher

Answer 1

you may reply " why should you not hire me?

that's shows your confidence and belief in yourself.

But you need to be very tactful that vary time like your tone should be very polite and you must have a little smiling gesture. ( it's should not look offended)

Answer 2

Sunday, October 20, 2013

Motorola looking to exit wireless LAN business | Business Standard

IOB to recruit 4,100 candidates this year | Business Standard

Capacity underutilisation to add auto cos' woes | Business Standard

Kochhar moves up on women power list; NSE's Ramkrishna debuts | Business Standard

Wednesday, October 16, 2013

Job Interview Questions Series 1 : Suggestive Answers ; What is your Greatest Strenghth?

5 Things Super Successful People Do: Check for yourself

Tuesday, October 15, 2013

HARVARD BUSINESS SCHOOL IN INDIA OFFERS SHORT TERM PROGRAMS