Competency Dictionary

Cluster and Designing

Competency Cluster
Competency Title A competency definition that defines more details on what the competency is about what it involves Behavior Indicator These are specific behaviors for the competency at each level, on how competency can be seen in practice

Achievement and Action

Achievement Orientation Behavior Indicator Demonstrates concern for achieving or Holds self and other team members surpassing results against an internal accountable for achieving results or external standard of excellence, Sets and maintains high performance shows a passion for improving the standards for self and others that delivery of services with a commitment support organizations strategic plan to continuous improvement Tries new things to reach challenging goals while also taking action to Other Titles: minimize the risks involved Result Orientation Works to meet individual and Focus on Improvement company goals with positive regard, Optimization of Resources acknowledgment of, and cooperation Entrepreneurship with the achievement of others goals Motivates others to translate ideas into actions and results

Achievement and Action

Initiative Initiative is a preference for taking action. Its doing more than is required or expected in the job, doing things that no one has requested which will improve, avoid problems or develop opportunities. Plans ahead for upcoming problems or opportunities and takes appropriate action. Other Titles: Decisiveness Strategic Future Orientation Being Proactive Seizing Opportunities Behavior Indicator Does things before being asked or before the situation necessitates action Acts quickly and decisively in crisis Does far more than is minimally required in the assignment, task or job description Creates opportunities and minimizes potential problems by anticipating and preparing in advance Tries new ideas after considering of new factors

Helping and Human Service

Interpersonal Understanding Behavior Indicators Interpersonal Understanding implies Understands attitudes, needs, wanting to understand other people. It interests and perspectives of others is ability to hear accurately and Receptive to new ideas and understand the unspoken. Cross differences; demonstrates interest in Culture sensitivity, which is becoming and understanding of own and other increasingly important, is a specific cultures case of interpersonal understanding. Develops and maintains effective professional relationships internally & Other Titles: externally Empathy Accepts constructive feedback Listening Recognized as an effective Sensitivity to Others communicator in a range of Awareness of others feelings situations

Helping and Human Service

Customer Service Orientation Behavior Indicators

Demonstrates concern for meeting Seeks information about the real, internal and external customers' needs underlying needs of the client, beyond in a manner that provides satisfaction those expressed initially, and matches for the customer. The Customer may these to available products or be actual customer or may be endservices users within the same organization. For Takes personal responsibility for e.g.. Teachers may show CSO towards correcting customer service problems. students or parents. Considers the impact on the external customer when taking action, setting Other Titles: policies or carrying out one's own job Focus on the Clients needs tasks Partnering the Client Involves stakeholders in the decisionEnd-User Focus making or problem-solving process as early as possible Looks for creative approaches to providing or improving services that may increase efficiency and decrease cost

Impact and Influence

Organizational Awareness It refers to individual ability to understand the power relationships in his/her organization and at the higher levels. This includes the ability to identify who are the real decision makers. To predict how new events in organization will affect individual and groups within the organization. Other Titles: Playing the Organization Bringing the others along Using Chain of commands Behavior Indicators
Understands organization informal structures Recognizes unspoken organizational constraints what is not possible at certain times or in certain positions Understands the organizational implications of events Uses the most appropriate channels and cost-effective means in communications within and between departments/divisions Recognizes which issues are worth pursuing and when it is time to compromise Keeps objectives that are related to organizational priorities at the top of one's own priorities and the priorities of one's work group Works to build a sense of common purpose across all work groups, avoiding a "we versus them" attitude

Impact and Influence

Relationship Building RB is working to build or maintain friendly, warm relationships or networks of contacts with people who are, or might someday be, useful in achieving work related goals. Behavior Indicators
Consciously working towards building rapport, extending oneself to build rapport Establishing rapport easily Sharing personal information to create a common ground Networking or establishing with people who may be called for information or other assistance Identifies relationships that are not strong, meets the individual(s) concerned to establish why, and initiates actions to build the relationship(s). In preparing for meetings or presentations, anticipates problems and criticisms that others might raise so as to be ready to address them

Other Titles: Networking Uses of Resources Develops Contacts Personal Contacts Ability to establish Rapport

Managerial
Developing Others Behavior Indicators DO is a special version of Impact and Expresses positive expectations of others, even in difficult cases. Believes others Influence, in which the intent is to teach want to and can learn or to foster the development of one or Gives directions or demonstrations with several other people. The essence lies in reasons or rationale developmental intent and effect rather Identifies training or development need and than in a formal cycle. designs new programs to meet it Other Titles: Teaching and Training Coaching others Providing Support
By being non defensive and giving feedback, creates a climate where everyone feels they can take risks, make mistakes and learn from them and are willing to support each other

Managerial
Directiveness Behavior Indicators It express the individual intent to make Confronts openly and directly about performance problems others comply with his or her wishes. Directiveness behavior has a theme or Firmly says NO to unreasonable requests, or sets limits for others behaviour. tone of Telling people what to do. The Gives detailed directions, assigns tasks to Tone ranges from firm and directive to get the job done or to free self for higher demanding or even threatening. priorities. Other Titles: Decisiveness Use of power Taking charge Firmness in enforcing quality standards

Managerial
Team Work and Cooperation Teamwork and Cooperation implies a genuine intention to work cooperatively with others, to be part of a team, to work together as opposed to working separately. Its about working cooperatively, across cultures and organisational boundaries to achieve shared goals Behavior Indicators

Agrees with the team critical success factors and brainstorms ways in which these can be measured Treats the concerns of other departments as important Keeps people informed about the group process, shares relevant information Expresses positive expectations of others Credit others publicly for accomplishments Encourages and empowers others, makes them feel strong or important

Other Titles: Group Management Group Facilitation Conflict Resolutions Motivating Others

Cognitive
Analytical Thinking AT is understanding situation by breaking it apart into smaller pieces, or tracing the implications of a situation. It includes setting priorities on rational basis, comparison of different features or aspects. Behavior Indicators
Undertakes a complex task by breaking it down into manageable parts in a systematic, detailed way. Anticipates the consequences of situations. Thinks of several possible explanations or alternatives for a situation. Identifies the information needed to solve a problem effectively. Gets input from internal/external contacts who are closest to the problem. Presents problem analysis and recommended solution to others rather than just identifying or describing the problem itself. Anticipates potential obstacles and develops contingency plans to overcome them. Considers the organizations priorities when making decisions or analyzing the costs and benefits of various alternative solutions.

Other Titles: Thinking of yourself Practical Intelligence Reasoning

Cognitive
Technical Expertise It includes both the mastery of a body of job related knowledge and also the motivation to expand, use and distribute work related knowledge to others. Applies and improves extensive or indepth specialized knowledge, skills and judgment to accomplish a result or to serve one's "customers" effectively Behavior Indicators
Understands technical aspects of ones job. Makes self available to others to help solve technical or procedural problems or issues. Continuously builds knowledge, keeping upto-date on the technical or procedural aspects of the job. Keeps up-to-date on resources available to serve the needs of customers. Thinks of ways to apply new developments to improve organizational performance or customer service. Applies technical/procedural knowledge to correctly address a situation, taking into consideration the full range of available facts. Applies technical procedures correctly and in a timely manner. Recognizes trends in theory and practice of one's own technical area and effectively prepares for anticipated changes.

Other Titles: Legal Awareness Product Knowledge Commitment to Learning

Personal Effectiveness
DEFINITION Reliability - demonstrates a high level of dependability in all aspects of the job. BEHAVIORAL INDICATORS Completes all assigned tasks on time and with minimal supervision. Is punctual and present for work. Fulfills all commitments made to peers, co-workers, and supervisor. Informs appropriate individuals when assigned tasks will not be completed in agreed upon time frame. Integrity - acts in an honest and trustworthy Acts consistently with personal standards of ethical judgment manner based on personal accountability and a when participating in group decisions and problem-solving. moral conviction to do the right thing. Acts to protect and does not violate or compromise the confidentiality of information. Recognizes when situations or directives are directly or indirectly in conflict with professional ethics or with the organizations stated values. Promises only what can reasonably be delivered. Appropriately and consistently complies with policies and procedures. Accountability - demonstrates an Helps and supports fellow employees in their work to contribute understanding of the link between ones own to overall organization success. job responsibilities and overall organizational Demonstrates understanding of the overall business its goals, goals and needs, and performs ones job with purpose, functions, competition, etc. that helps increase the broader goals in mind. employee commitment and interest. Looks beyond the requirements of ones own job to offer suggestions for improvements of overall organization operations. Takes personal ownership in organizations success.

Personal Effectiveness
DEFINITION BEHAVIORAL INDICATORS Flexibility changes behavioral style or method of approach when necessary to achieve a goal; adjusts style as appropriate to meet the needs of the situation Diversity - demonstrates respect for all differences (e.g., race, gender, ethnic background, disabilities, sexual orientation, age, career levels, style and opinions.) Adjusts easily to changes at work. Modifies a strongly held position in response to contrary evidence. Recognizes the merits of different approaches and uses them in accomplishing work activities. Modifies own behavior to fit the situation at hand or to meet the expectations of others. Refrains from behavior or language that is exclusionary or offensive in nature. Solicits opinions from many diverse perspectives. Considers different ideas when making business decisions. Adheres to the policy on sexual and other unlawful harassment. Participates in University training and learning opportunities to increase competence in Diversity. Is not impulsive Remains calm in stressful situations Do not get easily provoked Responds constructively to problems even under stress Presents self in a forceful and impressive manner States confidence in own judgment or ability Learns from mistakes analyzes own performance to understand failures and to improve future performance

Self Control is the ability to keep emotions under control and to restrain negative aspects when tempted. Self Confidence its persons beliefs in his or her own capability to accomplish a task. This includes persons confidence in dealing with increasing challenging circumstances

Improving Financial Skills Efficiency of Employees Competencies Effectiveness of Training Motivation Improve Customer Feedback Training Programs Prepare Employees for Transfer Increase Sales Efficiency Increase Managerial Competencies Compliance