CORPORATE HUMAN RESOURCE DEPARTMENT

EMPLOYEES CRITICAL AREA ATTRIBUTES

(All printed and electronic copies except the one issued officially as controlled copy are considered as uncontrolled copy used for
reference only)
Lot 586 & 579, 2nd Mile, Jalan Batu Tiga Lama, 41300 Klang, Selangor Darul Ensan, Malaysia
Tel: (603) 33424323 (HL) Fax: (603) 33424327, 33429816 Website: www.muhibbah.com

EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

Table of Contents
1.

BACKGROUND ................................................................................................................................ 3

2.

INTRODUCTION TO ATTRIBUTES ...................................................................................................... 3

3.

BENEFITS OF USING ATTRIBUTES ..................................................................................................... 4

4.

OVERVIEW TO ATTRIBUTES ............................................................................................................. 4

5.

ATTRIBUTES DETAILS .................................................................................................................... 10

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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

1.

BACKGROUND
Success is made up not just by what we do but also how we do it. Having the skills, experience
and behaviours (attributes) to do our job well is an important part of being of Muhibbah
Engineering (M) Berhad. All of us need to continue to build our confidence and attributes in the
delivery and to be proud of what we have achieved and how we accomplished our work.
The Employees Critical Attributes framework is a tool to help us. It will enable us to identify the
skills and behaviours we need to do our job to the highest standards and if, we are in the manager
category, how we can support our people in our team to do this.
As an integral part of the performance management system, we will use the framework to help
ourselves do well in our current job, and also to select the right development activities to assist us
in planning our career.
Based on the principles of what we do using our skills and experience and how do we do it
the personal attributes framework applies to us whatever general or specialist skills your job
requires.

2.

INTRODUCTION TO ATTRIBUTES
2.1 DEFINITION OF ATTRIBUTES
There are many definitions of what an attribute is. Throughout this guide, we use the following
definition.
An attribute represents the required behaviours required to perform effectively in a given job, role
or situation.
We use attributes to help define what an individual should be doing and how they should go about
doing it, to meet the needs of their role. Attributes are based on how individuals carry out their
jobs involves.

2.2 USAGE OF ATTRIBUTES

Attributes focus on factors that contribute to individuals and organisations success. They provide a
set of statements that can be used to show achievements and identify learning needs or gaps in
people resources.

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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

3.

BENEFITS OF USING ATTRIBUTES

3.1 FOR INDIVIDUALS

Know what is expected in their role;

Are recognised for the skills, knowledge and behaviours that are vital to every role;
Have a tool for discussing on how to improve in their current job, or how to improve
their chances of moving to other jobs; and
Can identify and adapt their skills and behaviours when moving into a new role.

3.2 FOR MANAGERS

Have clear, fair and unbiased statements to use when discussing performance, which
also help in setting job objectives for their Employee;

4.

Have a common language to use when giving employees feedback on their

performance;
Can identify individual learning and development needs, as well as resources, meaning
they can better structure employees learning and development; and
Have a tool to help define career paths, provide support for planning on how to fill
vacant jobs and help people to move into different jobs.

OVERVIEW TO ATTRIBUTES
4.1 AN OVERVIEW
The Employees Critical Area of Attributes framework sets out the behaviours that we base our
base our work on. The framework contains three clusters of attribute areas and offers a guide to
the needs of every role across our organisation.

Employees Critical Areas of Attributes by Domain

Personality Management
(Personal Effectiveness Building Capabilities and
Capacity)
Connectivity
(Interpersonal Effectiveness Delivering Results)
Exploration
(Business / Management Growing the Business)

Attributes

Accountable/Responsible
Adaptability
Organisational Awareness
Team Leadership
Communication
Interpersonal
Teamwork & Co-operation
Creative Thinking
Conceptual Thinking
Proactive Thinking

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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

4.2 THE STRUCTURE OF THE EMPLOYEES CRITICAL AREAS OF ATTRIBUTES FRAMEWORK

4.2.1 MAIN FEATURES
The framework itself comprises of attributes described in behaviours for job band fitting
on an A4 page. A lot of information is contained within the framework and the following
diagram shows the main features.
Each attributes contains five
sets of behaviour from the NonExecutive up to the Top
Management

Each attributes area has a

statement outlining the
behaviour associated with it.

Each level contains specific

statements about the type of
behaviours that needs to be
shown to be classed as an
attribute

Note to remember:
The framework does not give the specific details about what is needed that is for
manager and their individual employee to agree between themselves.

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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

4.2.2 THE SET OF BEHAVIOURS
Each attributes has five sets of behaviours containing statements describing the skills,
knowledge and behaviours needed to perform effectively at each level.
The framework should be used flexibly to suit the needs of different roles. The needs of
the job should help set the expected level of attributes needed to perform effectively.
The attributes levels are accumulative, for example, those employees who are in the
Middle Management category are expected to be able to show attributes of NonExecutive and Officer, Executive to Senior Executive as well as Middle Management
(which is Assistant Manager to Manager), so long as they meet the needs of the role.

4.3 DISPLAYING THE BEHAVIOURS OF THE ATTRIBUTES

4.3.1 HOW TO MEASURE ATTRIBUTES AND ITS BEHAVIOURS
The following steps will make sure that the framework is used effectively to measure
attributes and its behaviour.

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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

4.4 RATING THE BEHAVIOURS
Rating

Description of the Rating

Fails to display the attributes and required behaviours in significant ways - this
person persistently does not demonstrate the required behaviours.

Fails to display the attributes and required behaviours in many situations - even
though this person understands the attributes and the required behaviours
mean, they fail to demonstrate the required behaviours in many situations.

Lives and displays the attributes and required behaviours - this person generally
understand the attributes and in many situations demonstrate the required
behaviours that support the attributes. This is expected of all Muhibbah
Engineering (M) Bhd employees.

Lives the attributes and required behaviours in most situations - this person
fully understand the attributes, in most situations demonstrates the required
behaviours. Also encourage others to demonstrate the required behaviours.

Role models the attributes and its required behaviours - this person is a role
model for MEBs employees should emulate and behave. In all situations and in
all ways they embody the attributes and display the behaviours. Coach and
influence others to more fully embody the attributes.

Providing evidence or how often skills or behaviour are shown, is vital in measuring attributes, and
should be agreed between Employees and their managers. It is the individuals responsibility to
provide enough evidence to show attributes against the chosen statements at the relevant level.
4.5 HOW CAN AN INDIVIDUAL SHOW THEIR ABILITY?

Managers will need to measure an individuals ability for a variety of reasons, including the
following.

During performance management discussions

When recruiting new Employee and moving existing Employee to other roles
within the organisation.
While individuals need to be showing all of the attributes, at a relevant to their role, they
should be encouraged to put the attributes they need to develop in order of priority, either
for their current position or to support their career development.
Employee should agree with their managers what type of evidence would best show
attributes and reflect the needs for their role. It is important that opportunities to collect
evidence are continually reviewed.
Managers must be aware of an individuals performance against the attributes to make
sure that the evidence they present accurately reflects the employees ability in the area.

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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

4.6 WHAT IS EVIDENCE?

There are two types of evidence that can be collected product evidence and process
evidence. Some pieces of work may show both.
1. Product evidence examples of what an individual did, or something that was
produced.
For example:
A completed project;
A piece of written work such as a report; or
A completed questionnaire.
2. Process evidence examples that show an individual went about doing something.
For example:
A statement from someone who witnessed the behaviour being shown (a
testimonial); or
Feedback from a customer, manager, colleague etc.

4.7 TIPS WHEN COLLECTING EVIDENCE

1. Start by looking for pieces of work that you are particularly proud of or where your
manager gave you a good feedback. Then look to see behaviours and skills you need to
complete the work.
2. Remember to look for evidence that shows how you completed the task as well as
what you completed.
3. If possible, use facts and information (such as Employee opinion survey results,
customer complaints etc)
4. You may have examples from outside of work that show your ability, especially if you
are new to the job.
5. Remember, simple or routine things can often attributes as well so do not overlook
them.

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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

4.8 RECORDING EVIDENCE

It is each individuals responsibility to collect and record enough evidence to prove

attributes. Employees can record and present evidence in any format, including spoken
statements describing what was done (however, you must agree this with your manager
beforehand)
There are a number of tools available, such as the achievement log, to help Employee
collect and record evidence. However an individual agrees to present their evidence, it will
need to be structured in the following way.
S.T.A.R. Approach
The situation or task
S.T
This is the background
which sets the scene.

What happened & action taken

A
What action you took and how
you went about it.

The results
R
The end results and any
follow-up actions.

4.9 USE OF OUR EMPLOYEES CRITICAL AREA ATTRIBUTES

4.9.1 FOR RECRUITMENT

Job descriptions need to reflect the level of attributes needed for the role and
outline the specific statements, along with any professional or specialist skills which
are needed.
Candidates need to provide evidence of critical are attributes at the relevant level.
Each critical area attributes needs to be tested during the interview session.

4.9.2 FOR LEARNING AND DEVELOPMENT

Helps to identify individuals and teams strengths and areas which need

developing.
Helps you discuss and agree learning opportunities with individuals.
You can plan and prioritise learning to meet needs both now and in the
future.

4.9.3 FOR PERFORMANCE MANAGEMENT

Attributes provide a starting point a starting point for performance

management engagement sessions.

You should agree the specific things that need to be shown when setting
performance objectives or completing annual performance records.
The aim is not only look at what is done but also how it is done.
Attributes are used throughout the year to track progress, identify learning
and development needs and assess performance at the end of the year.

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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

5.

ATTRIBUTES DETAILS
5.1 ACCOUNTABLE/RESPONSIBLE
Definition: Taking responsibility and accountability for all work related activities and personal actions. Follows through on commitments, implements
decisions that have been agreed upon, maintains confidentiality with sensitive information, acknowledges and learns from mistakes without blaming others
and recognises the impact of ones behaviour on others.
Non-Executive
Behaviours
(Non-Executive & Officer)

Executive
Behaviours
(Executive Sr. Executive)

Takes responsibility
and pride for own
work to achieve
quality results.

Meets deadlines.

Constantly seeks to
improve own
performance.

Plans ahead to ensure all

tasks completed.

Actively seeks out

feedback from others on
own performance.

Responsible and
always observe in
terms of self tardiness and
punctuality coming
to work.

Set own work priorities

and uses tools to manage
time effectively to achieve
work objectives.

Delivers high quality

output.

Responsible and always

observe in terms of self tardiness and punctuality
coming to work.

Middle Management Behaviours

(Asst. Mgr. Manager)

Plans carefully and sets goals

for improving performance.

Able to quickly prioritise

conflicting demands and
evaluate opposing arguments.

Senior Management
Behaviours
(Sr. Mgr. Sr. GM)

Top Management
Behaviours
(Director & above)

Motivates self and others to

focus efforts to meet
deadlines even in demanding
timeframes.

Foster an environment
which encourages the team
members to be responsible
for their own action

Sets challenging and realistic

goals and clear measures of
success for themselves and
their teams.

Deliver excellent outcomes

within deadlines

Demonstrates a passion for

excellence and celebrate
achievements.

Sets targets to achieve

results.

Follow through on
commitments and
implements decision which
have been agreed upon.

Acknowledges and learns

from mistake without blaming
others. Use them for further
improvements.

Demonstrate of self -tardiness

and punctuality coming to
work and encourage others to
do the same.

Demonstrate of self -tardiness

and punctuality coming to
work and promotes others to
do the same. Occasionally use
authority to enforce.

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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

5.2 ADAPTABILITY
Definition: Maintaining effectiveness when experiencing major changes in work responsibilities or environment, adjusting effectively to work within new work
structures, processes, requirements or cultures.
Non-Executive
Behaviours
(Non-Executive & Officer)

Executive
Behaviours
(Executive Sr. Executive)

Seeks clarifications
when faced with
ambiguity
or
uncertainty.

Adapts personal approach

to meet the needs of
different or new
situations.

Demonstrates
willingness to try
new approaches.

Seeks guidance in
adapting behaviour to the
needs of a new or
different situation.

Accepts that things

will change.

Suspends judgement;
thinks before acting.
Quickly modifies
behaviour to deal
effectively with changes in
the work environment.

Middle Management Behaviours

(Asst. Mgr. Manager)

Adapts to new ideas and

initiatives across a wide
variety of issues or situations.

Shifts priorities, changes style

and responds with new
approaches as needed to deal
with new or changing
demands.

Acknowledges the value of

others contributions
regardless of how they are
presented.

Senior Management
Behaviours
(Sr. Mgr. Sr. GM)

Supports and adapts to major

or fundamental changes that
show promise of improving
established ways of operating.

Seeks opportunities for

change in order to achieve
improvement in work
processes, systems etc.

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Maintains composure and

shows self-control in the face
of challenges and change.

Top Management
Behaviours
(Director & above)

Anticipates change and

makes large or long-term
adaptations in organisation
in response to the needs of
situations.

Performs effectively amidst

continuous change,
ambiguity and, at times,
apparent chaos.

Shifts readily between

dealing with macro strategic
issues and critical details.

EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

5.3 ORGANISATION AWARENESS

Definition: The ability to understand and learn the power relationships in ones own organisation or in other organisations (customers, suppliers, etc.)

Non-Executive
Behaviours
(Non-Executive & Officer)

Executive
Behaviours
(Executive Sr. Executive)

Aware of the formal

structure in the
Company.

Use informal structures;

can identify key decision
makers and influencers.

Respect the ways

things are done in
the Company, and
does what is
expected.

Effectively use both formal

and informal channels and
networks for acquiring
information, assistance
and accomplishing work
goals.

Accepts what the

Management see as
important.

Expresses pride, pleasure,

and/or dedication about
being part of the
organization.

Middle Management Behaviours

(Asst. Mgr. Manager)

Achieve solutions acceptable

to various parties based on
understanding of issues,
climates and cultures in own
and external organisations.

Accurately describe the issue

and culture of external
stakeholders. Use the
information to negotiate goals
and initiatives.

Support the Companys

mission, values and goals.

Makes choices and sets

priorities to meet the
organizations needs and fit
with the organizational
mission even when it is
difficult to do so

Senior Management
Behaviours
(Sr. Mgr. Sr. GM)

Put Companys needs before

ones own needs, as
appropriately.

Stand by decisions that

benefit the larger
organization even if they are
unpopular or controversial or
undercut the work units
short-term good.

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Anticipate issues, challenges

and outcomes and effectively
operates to the best position
the organisation.

Top Management
Behaviours
(Director & above)

Ensure due diligence by

keeping informed of
business and operational
plan and practices.

Demonstrate broad
understanding of social,
economic and legal context
within the Company
operates.

EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

5.4 TEAM LEADERSHIP
Definition: Team Leadership is the ability to step in and take a role as leader of a team or other group. It implies a desire to lead others and to instil in others a
passion for their work and at the same time willing to develop the team members. Team Leadership is generally, but certainly not always, shown from a
position of formal authority. The team here should be understood broadly as any group in which the person takes on a leadership role.
Non-Executive
Behaviours
(Non-Executive & Officer)

Clearly understand
its role and
responsibilities.

Willingly to
cooperate and
support the task or
initiatives given by
his/her superior.

Given a chance,
willing to be the
team leader and
guide others in
completing their
tasks.
Independent in
performing their jobs
/ tasks.

Executive
Behaviours
(Executive Sr. Executive)

Middle Management Behaviours

(Asst. Mgr. Manager)

Clearly articulates to team

members their role and
significance in impacting
the organisational
strategies, vision and
values.

Makes sure the practical

needs of the team and
team members are met.

Stimulates constructive
discussion of different points
of view.

Always seek for

opportunities to be the
team leader and guide
others in completing their
tasks.

Build cooperation, loyalty and

helps achieve consensus.

Accepts responsibility for the

teams actions and results;
always seek avenue to
develop the team member.

Independent in
performing their jobs /
tasks.

Provides constructive
feedback and supports the
development of team
members by providing the
opportunities to acquire
relevant skills & knowledge.

Senior Management
Behaviours
(Sr. Mgr. Sr. GM)

Communicates team
successes and organisationwide contribution to other
organisational members.

Build the commitment of

the team to the
organisations vision,
mission and values.

Create motivating work

environment that enable and
encourage people to bring
their best ideas, work effort
and teamwork for the job.

Aligns team objectives and

priorities with the broader
objectives of the
organisation.

Encourages the team to

promote their work
throughout the organisation.
Always provide guidance and
coaching to the team
members.

Ensures that appropriate

linkages / partnerships
between teams are
maintained.

Creates an environment
where team members
consistently push to
improve team performance
and productivity, foster
coaching culture across the
organisation.

Top Management
Behaviours
(Director & above)

Independent in performing
their jobs / tasks.

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Establishes the teams

credibility with internal and
external stakeholders.

EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

6.0 CONNECTIVITY ATTRIBUTES

6.1 COMMUNICATION
Definition: Clearly conveying information and ideas to individuals and groups in a variety of situations, communicating in a focused and compelling way that
influences others thoughts and actions. Engages the audience and helps them understand and retain the message.
Non-Executive
Behaviours
(Non-Executive & Officer)

Executive
Behaviours
(Executive Sr. Executive)

Listens actively and

objectively without
interrupting.

Elicit comments or
feedback on what has
been said.

Checks own
understanding of
others
communication (e.g.
repeats or
paraphrases, ask
additional questions).

Maintains continuous
open and consistent
communication with
others.

Presents appropriate
information in a clear
and concise manner
both orally and inwriting.

Openly and constructively

discusses perspectives
that could lead to
misunderstandings.

Presents appropriate
information in a clear and
concise manner both
orally and in-writing.

Middle Management Behaviours

(Asst. Mgr. Manager)

Adapts content, style, tone

and medium of
communication to suit the
targets audiences language,
cultural background and level
of understanding.
Takes others perspectives
into account when
communicating, negotiating
or presenting arguments.
Communicates decisions or
recommendations that could
be perceived negatively, with
sensitivity and tact.

Senior Management
Behaviours
(Sr. Mgr. Sr. GM)

Handles complex on-the-spot

questions (e.g. from senior
public officials, special
interest groups or the media).

Communicates complex issues

clearly and credibly with
widely varied audiences.

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Top Management
Behaviours
(Director & above)

Communicates strategically
to achieve specific
objectives (e.g. considering
such aspects as the optimal
message to present, timing
and forum of
communication.

Uses varied communication

systems, methodologies and
strategies to promote
dialogue and shared
understanding.

Identifies and interprets

departmental policies and
procedures for superiors,
subordinates and peers.

Delivers difficult or unpopular

messages with clarity, tact
and diplomacy.

Acknowledge success and

the needs for improvement.

EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

6.2 NETWORKING
Definition: Building and actively maintaining working relationship and/or networks of contacts to further the organisations goals
Non-Executive
Behaviours
(Non-Executive & Officer)

Executive
Behaviours
(Executive Sr. Executive)

Seeks information
from others (e.g.
colleagues,
customers).

Seeks out the expertise of

others and develops links
with experts and
information sources.

Maintains personal
contacts in other
parts of the
organisation with
those who can
provide work-related
information.

Develops and nurtures key

contacts as source of
information.

Participates in networking
and social events internal
and external to the
organisation.

Middle Management Behaviours

(Asst. Mgr. Manager)

Seeks opportunities to
partner and transfer
knowledge (e.g by actively
participating in trade shows,
conferences, meetings,
committees, multistakeholder groups and/or
seminars).
Cultivates personal networks
in different parts of the
organisation and effectively
uses contacts to achieve
results.

Senior Management
Behaviours
(Sr. Mgr. Sr. GM)

Top Management
Behaviours
(Director & above)

Build networks with parties

that can enable the
achievement of the
organisations strategy.

Creates and facilitates

forums to develop new
alliances and formal
networks.

Brings informal teams of

experts together to address
issues/needs, share
information and resolve
differences as required.

Identifies areas to build

strategic relationships.

Contacts prospective clients

to identify potential areas of
mutual, long-term interest.

Initiates and develops diverse

relationships.

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Uses knowledge of the formal

or informal structure and the
culture to further strategic
objectives.

EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

6.3 TEAMWORK AND COOPERATION

Definition: Working collaboratively with others to achieve common goals and positive results.
Non-Executive
Behaviours
(Non-Executive & Officer)

Assume personal
responsibility and
follows up to meet
commitments to
others.
Understand the goals
of the team and each
team members role
within it.
Deals honestly and
fairly with others,
showing
consideration and
respect.
Willingly gives
support to coworkers
collaboratively rather
than competitively.

Executive
Behaviours
(Executive Sr. Executive)

Middle Management Behaviours

(Asst. Mgr. Manager)

Assumes responsibility for

work activities and
coordinating efforts.

Builds relationships with team

members and with other
work units.

Shares experiences,
knowledge and best
practices with team
members.

Fosters team spirit and

collaboration within teams.

Seeks others input and

involvement and listens to
their viewpoints.
Shifts priorities, changes
style and responds with
new approaches as
needed to meet team
goals.

Suggests or develops
methods and means for
maximizing the input and
involvement of team
members.

Acknowledges the work of

others.

Discusses problems/issues
with team members that
could affect results.

Communicates expectations
for teamwork and
collaboration.

Capitalize on the strengths of

all members.

Gives credit for success and

acknowledges contributions
and efforts of individuals to
team effectiveness.

Senior Management
Behaviours
(Sr. Mgr. Sr. GM)

Top Management
Behaviours
(Director & above)

Initiates collaboration with

other groups / organisations
on projects or methods of
operating.

Facilitates collaboration
across organisation and with
other organisations to
achieve common goals.

Capitalises on opportunities
and addresses challenges
presented by the diversity of
team talents.

Builds strong teams that

capitalise on differences in
expertise, attributes and
background.

Supports and encourages

other team members to
achieve objectives.

Encourages others to share

experience, knowledge and
best practices with the team.

Breaks down barriers

(structural, functional,
cultural) between teams,
facilitating the sharing of
expertise and resources.

Encourages the team to

openly discuss what can be
done to create a solution or
alternative.

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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

7.0 EXPLORATION ATTRIBUTES
7.1 CREATIVE THINKING
Definition: Constructively question conventional approaches, exploring alternatives and responding to challenges with innovative solutions or services, using
intuition, experimentation and fresh perspectives.
Non-Executive
Behaviours
(Non-Executive & Officer)

Open to new ideas.

Learn the
conventional
approaches and
seeks alternatives.

Treat changes and

new situations as
opportunities for
learning and growth.

Executive
Behaviours
(Executive Sr. Executive)

Analyses strengths and

weaknesses of current
approaches.

Modifies and adapts

current methods and
approaches to better
meets needs.

Identifies alternate
solutions based on
precedent.

Middle Management Behaviours

(Asst. Mgr. Manager)

Searches for ideas or

solutions that have worked in
other environments and
applies them to the
organisation.

Uses existing solutions in

innovative ways to solve
problems.

Senior Management
Behaviours
(Sr. Mgr. Sr. GM)

Top Management
Behaviours
(Director & above)

Integrates and synthesizes

relevant concepts into a new
solution for which there is no
previous experience.

Develops an environment
that nurtures creative
thinking, questioning and
experimentation.

Creates new models and

methods for the organisation.

Encourages challenges to
conventional approaches.

Identifies flexible and

adaptable solutions while still
recognising professional and
organisational standards.

Sponsors experimentation
to maximise potential for
innovation.

Sees long-term consequences

of potential solutions.

Identifies an optimal
solution after weighing the
advantages and
disadvantages of
alternative approaches.

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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

7.2 CONCEPTUAL THINKING

Definition: Interpreting, linking and analysing information in order to understand issues.
Non-Executive
Behaviours
(Non-Executive & Officer)

Executive
Behaviours
(Executive Sr. Executive)

Middle Management Behaviours

(Asst. Mgr. Manager)

Understand and
clarify from his/her
superior on the issue

Collects and analyses

information from a variety
of appropriate sources.

Identifies the implications and

possible consequences of
trends and events.

Assist in collecting
the information
required to assist
his/superior in
creating the
solutions.

Identifies the links

between situations and
information.

Draws logical conclusions,

providing options and
recommendations.

Sees connections, patterns

or trends in the available
information.

Analyses complex
situations, breaking each
part into its constituent
parts.

Recognises and assesses

several likely causal factors or
ways of interpreting the
information available.
Identifies connections
between situations that are
not obviously related.

Senior Management
Behaviours
(Sr. Mgr. Sr. GM)

Integrates information from

diverse sources, often
involving large amounts of
information.

Thinks several steps ahead in

deciding on best course of
action, anticipating likely
outcomes.

Develops and recommends

policy framework based on
analysis of emerging trends.

Gathers information from

many sources including
experts, in order to
completely understand a
problem / situation.

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Top Management
Behaviours
(Director & above)

Identifies multiple
relationships and
disconnects in processes in
order to identify options
and reach conclusions.

Adopts a system
perspective, assessing and
balancing vast amount of
diverse information on the
varied systems and subsystems that affect the
working environment.

Thinks beyond the

organisation and into the
future, balancing multiple
perspectives when setting
direction or reaching
conclusions (e.g., social,
economic, partner,
stakeholder interests, short
and long term benefits, etc.)

EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES

7.3 PROACTIVE THINKING

Definition: Identifying and dealing with problems or issues proactively and persistently; seizing opportunities that arise.
Non-Executive
Behaviours
(Non-Executive & Officer)

Recognises and acts

on present issues.

Offers ideas to
address current
situations or issues.

Works
independently,
complete
assignments without
constant supervision.

Executive
Behaviours
(Executive Sr. Executive)

Takes action to avoid

imminent problem or to
capitalise on imminent
opportunity.

Looks for ways to achieve

greater results or add
values.

Works persistently as
needed and when not
required to do so.

Middle Management Behaviours

(Asst. Mgr. Manager)

Acts quickly to address a crisis

situation drawing on
appropriate resources and
experience with similar
situations.

Implements contingency
plans when crises arise.

Exceeds requirements of job,

takes on extra tasks.

Senior Management
Behaviours
(Sr. Mgr. Sr. GM)

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Takes action to avoid or

minimize potential problems
or maximise potential
opportunities in the future by
drawing on extensive
personal experience.

Top Management
Behaviours
(Director & above)

Fosters an environment that

anticipates and acts upon
potential threats and
opportunities.

Coaches others to
spontaneously recognise
and appropriately act on
upcoming opportunities.

Gets others involved in

supporting efforts and
initiatives.