performance management system forms

8/2/2019 Performance Management System Forms

1/9

Name: Personal Identification Number:

Present Position Title and Date assigned: Division / Department / Section:

Immediate Supervisor's Name: Next Level Manager:

Last Position Held: Division / Department / Section:

Date of Last Promotion Date of joining:

Dates

PERFORMANCE MANAGEMENT SYSTEM

Performance Year: 2010/11

Trainings

Training programs attended after joining:

Course Institute/Trainer Location


2/9

PID:PMS-Part IV

Name: Review Period

Manager's assessment of skills and behaviours used to achieve the results

(Refer to the Event Behaviour Form)

#VALUE!

0.00

#VALUE!

Manager's Signature Date:

Comments on Review Comments

Signature: Date: Signature: Date:

(The individual's signature indicates that this view has been

discussed with their managers)

Competency Rating

Final Rating

Next Level ManagerIndividual

PERFORMANCE SUMMARYPerformance Review For the Year-

Overall Performance Rating: (Indicate the overall performance rating considering achievement of all objectives, use of competencies in achieving performance result)

Objective Rating


3/9

PID: Name:

Sr. Weightage Manager's

No. (%) 1 2 3 4 Rating

1

2

3

4

5

6

7

8

15

16

TOTAL 0%

Changes in plan during review should be recorded here:

EX=5 Consistently and significantly exceeds expectation, rarely needs supervisionR1 EE=4 Consistently meets and frequently exceeds expectations. Requires only occasional supervison

R2 ME=3

R3 BE=2 Below Expectations

R4 NA=1

Rating

Professional Objectives

PERFORMANCE OBJECTIVESObjectives for the year -

Objectives (Summarize 4-6 important SMART objectives you andyour manager agreed to at the beginning of this period)

Time Period

Quarterly Review

Manager's Comments on your results

Meets and occasionally exceeds expectations. Requires only a normal amount of supervision

Inadequate results achieved. Requires considerable supervision

Not Accepted Inadequate results achieved consistently. Requires supervision for same tasks repeatedly

Exceptional

Exceeds Expectations

Performance Rating

Met Expectations

Individual / Developmental Objectives

We agree that the above set objectives and targets are a fair

basis for planning and evaluating the work

Employee Signature/Date Supervisor's Signature/ Date


4/9

5 EX Consistently and significantly exceeds expectation, rarely needs supervision

4 EE Consistently meets and frequently exceeds expectations. Requires only occasional supervison

3 ME

2 BE

1

NA

Establishing Focus

Health, Safety & Environment Orientation

Fostering Teamwork

Detail Orientation

Developing Others

Results Orientation

TOTAL 0.00

Application of professional skills / knowledge

Creativity

Effective & efficient use of resources

TOTAL 0.00

Work planning & organizing abilities

Effective Delegation and Control

Quality of Decision Making

Power of Expression - verbal & written.

TOTAL 0.00

Professional knowledge

Intelligence and ability to grasp essentials

Productive participation in team

Tactfulness and Relationships

Initiative and Pursuance

TOTAL 0.00

Moral standards and values

Ability to inspire & set examples

Self confidence

Self Discipline

TOTAL 0.00

Positive attitude towards work

Perseverance and determination

Behavior under stress.

Adjustment and Adaptability

TOTAL 0.00

0.00

0.00

Exceptional

Exceeds Expectations

Meet Expectations Meets and occasionally exceeds expectations. Requires only a normal amount of supervision

COMPETENCY EVALUATION FORM

(To be filled in by the next level mamanger/superior in consultation with immediate superior.)

Assessment Ratings Assessment Definitions

ATTRIBUTES

ASSESSMENT

Rating Immediate Supervisor's Comments

Below Expectations Inadequate results achieved. Requires considerable supervision

Not Accepted Inadequate results achieved consistently. Requires supervision for same tasks repeatedly

PERFORMANCE

COMPETENCIES

CORPORATE

COMPETENCIES

MANAGERIAL

COMPETENCIES

INDIVIDUALCOMPETENCIES

PERSONAL

COMPETENCIES

GRAND TOTAL

AVERAGE MARKS / 6

BEHAVIORAL

COMPETENCIES


5/9

Department/ Section:

Supervisor:

Performance Period:

S.No Date Behaviour

P.S. (To be used as a reference sheet during performance review at the end of performance year.)

EVENT RECORDING SHEET

Employee Name:

Employee No.:

Position:

This sheet can be used to record/ update, own or subordinate's initiatives, behavior and attitude during events

took place in the performance year. The purpose is to have a reference sheet carrying all note able happenings of

the year, possibly affect an

Event


6/9

1 2 3 4 5

Establishing Focus

"The ability to develop and communicate

goals in support of the business mission"

Does not setup focus to the

tasks and objectives

Set up focus on the tasks &

objectives

Settles and directs focus to

the objectives. Create

personal job goals and

organizational goals based on

organizational vision.

Ensures that focus is etablished

in proportion to organizational

priorities. Helps others

understand how their work related

to the orgnizational vision and

ensures that job goals are fully

aligned with organizational goals.

Takes responsibility for developing,

communication and gaining

commitment to broad organizational

goals. Indentifies goals that are not

aligned with the organizatinal vision

and takes steps to shift the focus.

Maintains focus and remainsoptimistic and persistent even under

diversity.

Health, Safety & Environment Orientation

Does not comply with policies Slightly willing to understand &

comply

Complies with Health Safety

and Environment policies.

Has full awareness of policies and

procedure also seeks for

improvements.

Improves himself according to

current policies & procedures also

encourage others for compliance.

Performs gap analysis and gives his

recommendations for the fulfilment of

those gaps

Fostering Teamwork

"Leading and supporting a team to achieve results"

Keeps the team informed

- Ensures that team members

have the necessary information

to operate effectively.- Establishes the

direction/goal(s) for the team.

- Lets team members affected

by a decision know exactly what

is happening and gives a clear

rationale for the decision.

- Sets an example for team

members (e.g., respect of

others views, team loyalty,

cooperating with others).

Ensures the needs of the

team and of members are

met

- Makes sure the practicalneeds of the team and team

members are met.

- Makes decisions by taking

into account the differences

among team members, and

overall team requirements and

objectives.

- Ensures that the teams

tasks are completed.

- Accepts responsibility for the

teams actions and results.

Ensures team member input

- Values and encourages

others input and suggestions.

- Stimulates constructivediscussion of different points

of view, focusing on the

organizations strategic

objectives, vision or values.

- Builds cooperation, loyalty

and helps achieve consensus.

- Provides constructive

feedback and recognizes all

contributions.

- Ensures the respective

strengths of team members

are used in order to achieve

the teams overall objectives.

Empowers the team

- Communicates team successes

and organization-wide contribution

to other organizational members.- Encourages the team to promote

their work throughout the

organization.

- Establishes the teams credibility

with internal and external

stakeholders.

Inspires team members

- Builds the commitment of the team

to the organizations mission, goals

and values.- Aligns team objectives and priorities

with the broader objectives of the

organization.

- Ensures that appropriate

linkages/partnerships between teams

are maintained.

- Creates an environment where

team members consistently push to

improve team performance

Detail Orientation

"Thoroughness in accomplishing a task through

concern for all the areas involved, no matter how

small. Monitors and checks work or information and

plans and organizes time and resources efficiently."

- Seldom evalutes the scope of

work before initiating it

- Has minor awareness about

the conditions involved.

- Begins with the end in mind

- Evaluates various

alternatives to achieve a result

- Maintains a checklist,

schedule, calendar, etc. to

ensure that small details are

not overlooked

- Takes into account various

alternatives and conditions

involved with these

alternatives before taking a

decision

- Provides information in a

useable form and on a timely

basis to others who need to

act on it

- Always determines the full scope

of the work before initiating it

- Keeps an eye on the bigger

picture to make sure that the work

performed is according to the

work required

- Stays in touch with the team and

gets regular feedback regarding

the performance of the task and

its quality

- Follows policies, procedure,

safety and security measures in

using various equipment

- Provides accurate, consistent

numbers on all paperwork

- Work requires little or no checking

- Writes down important details in

messages or communications so the

details are not lost or forgotten

- Looks into the pros and cons of

possible attractive alternatives in

financial, life span and execution

perspective

Developing Others

"Fostering the development of others by providing a

supportive environment for enhanced performance and

professional growth"

Shares expertise with others

- Regularly shares expertise

with team members to support

continuous learning and

improvement.

- Advises, guides and coaches

others by sharing experiences

and discussing how to handle

current or anticipated concerns.

Supports individual

development and

improvement

- Provides performance

feedback and support,

reinforcing strengths and

identifying areas for

improvement.

- Encourages staff to develop

and apply their skills.

- Suggests to individuals ways

of improving performance and

competence.

Promotes ongoing learning

and development

- Helps team members

develop their skills and

abilities.

- Engages in development and

career planning dialogues with

employees.

- Works with employees and

teams to define realistic yet

challenging work goals.- Encourages team members

to develop learning and career

plans and follows-up to guide

development and measure

progress.

- Advocates and commits to

ongoing training and

development to foster a

learning culture.

Provides opportunities for

development

- Ensures that resources and time

are available for development

activities.

- Ensures that all employees have

equitable access to development

opportunities.

- Provides opportunities for

development through tools,

assignments, mentoring andcoaching relationships etc.

Creates a continuous learning

and development environment

- Provides long-term direction

regarding learning needs for staff

and how to pursue the attainment of

this learning.

- Institutes organization-wide

mechanisms and processes to

promote and support continuous

learning and improvement.

- Manages the learning process toensure it occurs by design rather

than by chance.

Results Orientation

"Focusing personal efforts on achieving results

consistent with the organizations objectives"

Strives to meet work

expectations

- Sets goals and works to meetestablished expectations;

maintains performance levels.

- Pursues organizational

objectives with energy and

persistence. Sets high personal

standards for performance.

- Adapts working methods in

order to achieve objectives.

- Accepts ownership of and

responsibility for own work.

Consistently meets

established expectations

- Consistently achievesestablished expectations

through personal commitment.

- Makes adjustments to

activities/processes based on

feedback.

Surpasses established

expectations

- Exceeds currentexpectations and pushes for

improved results in own

performance.

- Takes on new roles and

responsibilities when faced

with unexpected changes.

Seeks out significant

challenges

- Seeks significant challengesoutside of current job scope.

- Works on new projects or

assignments that add value

without compromising current

accountabilities.

- Guides staff to achieve tasks,

goals, processes and performance

Pursues excellence on an

organizational level

- Models excellence and motivatesfellow organizational members to

follow his/her example.

- Encourages constructive

questioning of policies and practices;

sponsors experimentation and

innovation.

- Holds staff accountable for

achieving standards of excellence

and results for the organization.

Application of professional skills / knowledge

"It is a justified belief in ones ability to do the job,

providing an opinion or advice when necessary and

being prepared to take a decisive course of action."

Confident in own role

- Presents him- or herself in a

confident manner and workswithout needing direct

supervision.

- Says no in the face of

unreasonable demands.

Acts independently

- Provides an opinion from his

or her own area of expertise.- Makes decisions without

deferring unnecessarily to

others, and is decisive when

the situation demands it.

- Has the confidence to admit

when they do not know a fact

or cannot commit to an

immediate view without more

research.

Presents confidently

- States confidence in his or

her own ability and isprepared to stand by difficult

or unpopular decisions.

- Looks for and gets new

responsibilities.

- Praises the work of others.

- Does not advance own

career by tarnishing the

reputation of others.

Prepared to challenge and take

risks

- Speaks out for a course ofaction even when others disagree.

- Takes significant personal or

professional risks to accomplish

important goals.

- Challenges others with respect.

Prepared to coach his collegues

- Excellent knowledge and expertise

in his profession.- Expert in practical application of his

professional knowledge and works

hard to maintain high standard's job

activites

- Has the expertise to coach his team

members.

CORPORATE COMPETENCIES

ATTRIBUTESASSESSMENT

CORPORATE

COMPETENCIES


7/9

Creativity

"Questioning conventional approaches, exploring

alternatives and responding to challenges with

innovative solutions or services, using intuition,

experimentation and fresh perspectives."

Acknowledges the need fornew approaches

- Is open to new ideas.

- Questions the conventional

approach and seeks alternatives.

- Recognizes when a new

approach is needed; integrates

new information quickly while

considering different options.

Modifies currentapproaches

- Analyzes strengths and

weaknesses of current

approaches.

- Modifies and adapts current

methods and approaches to

better meet needs.

- Identifies alternate solutions

based on precedent.

- Identifies an optimal solution

after weighing the advantages

and disadvantages of

alternative approaches.

Introduces new approaches- Searches for ideas or

solutions that have worked in

other environments and

applies them to the

organization.

- Uses existing solutions in

innovative ways to solve

problems.

- Sees long-term

consequences of potential

solutions.

Creates new concepts- Integrates and synthesizes

relevant concepts into a new

solution for which there is no

previous experience.

- Creates new models and

methods for the organization.

- Identifies flexible and adaptable

solutions while still recognizing

professional and organizational

standards.

Nurtures creativity- Develops an environment that

nurtures creative thinking,

questioning and experimentation.

- Encourages challenges to

conventional approaches.

- Sponsors experimentation to

maximize potential for innovation.

Effective & efficient use of resources

"Ensures the effective, efficient and sustainable use of

Public Service resources and assets: human and

financial resources, real property and business

information."

Uses resources effectively- Protects and uses resources

and assets in a conscientious

and effective manner.

- Identifies wasteful practices

and opportunities for optimizing

resource use.

Ensures effective use ofresources

- Monitors and ensures the

efficient and appropriate use

of resources and assets.

- Explores ways of leveraging

funds to expand program

effectiveness.

Controls resource use- Allocates and controls

resources and assets within

own area.

- Implements ways of more

effectively utilizing resources

and assets.

- Assigns and communicates

roles and accountabilities to

maximize team effectiveness;

manages workload.

Implements systems to ensurestewardship of resources

- Identifies gaps in resources that

impact on the organizations

effectiveness.

- Develops strategies to address

resource gaps/issues.

- Ensures alignment of authority,

responsibility and accountability

with organizational objectives.

- Ensures that information and

knowledge sharing is integrated

into all programs and processes.

- Acts on audit, evaluation and

other objective project team

performance information.

Ensures strategic stewardship ofresources

- Directs resources to those areas

where they will most effectively

contribute to long-term goals.

- Sets overall direction for how

resources and assets are to be used

in order to achieve the vision and

values.

- Institutes organization-wide

mechanisms and processes to

promote and support resource

management.

Work planning & organizing abilities

"Defining tasks and milestones to achieve objectives,

while ensuring the optimal use of resources to meet

those objectives"

Plans tasks and organizes

own work

- Identifies requirements and

uses available resources to

meet own work objectives in

optimal fashion.

- Completes tasks in

accordance with plans.

- Monitors the attainment of own

work objectives and/or quality of

the work completed.- Sets priorities for tasks in

order of importance.

Applies planning principles

to achieve work goals

- Establishes goals and

organizes work by bringing

together the necessary

resources.

- Organizes work according to

project and time management

principles and processes.

- Practices and plans for

contingencies to deal withunexpected events or

setbacks.

- Makes needed adjustments

to timelines, steps and

resource allocation.

- Directs issues to appropriate

bodies when unable to resolve

them within own area of

responsibility.

Develops plans for the

business unit

- Considers a range of factors

in the planning process (e.g.,

costs, timing, customer

needs, resources available,

etc.).

- Identifies and plans activities

that will result in overall

improvement to services.

- Challenges inefficient orineffective work processes

and offers constructive

alternatives.

- Anticipates issues and

revise plans as required.

- Helps to remove barriers by

providing resources and

encouragement as needed.

Integrates and evaluates plans

to achieve business goals.

- Establishes alternative courses

of action, organizes people and

prioritizes the activities of the

team to achieve results more

effectively.

- Ensures that systems are in

place to effectively monitor and

evaluate progress.

- Evaluates processes and resultsand makes appropriate

adjustments to the plan.

- Sets, communicates and

regularly assesses priorities.

Plans and organizes at a strategic

level

- Develops strategic plans

considering short-term requirements

as well as long-term direction.

- Plans work and deploys resources

to deliver organization-wide results.

- Secures and allocates program or

project resources in line with

strategic direction.

- Sets and communicates prioritieswithin the broader organization.

- Ensures suff icient resources are

available to achieve set objectives.

Effective Delegation and Control

"Authorizing other's on ones behalf and making sure

that the desired results are achieved through them"

Mistrusts his subordinates or

entirely relies on them

Centralizes and/or depends

too much on subordinates

Shows adequate ability to

delegate and exercise

adequate control

Shows fair ability to delegate and

exercise proper control

Exceptionally able in correct

delegation of responsibility and

maintaining most effective control

Quality of Decision Making

"Making decisions and solving problems involving

varied levels of complexity, ambiguity and risk"

Makes decisions based

solely on rules

Makes straightforward

decisions based on pre-defined

options using clear

criteria/procedures.

Consults with others or refers

an issue/situation for resolution

when criteria are not clear. Deals with exceptions within

established parameters using

clearly specified rules and

procedures.

Makes decisions involving little

or no consequence of error.

Verifies that the

decision/resolution is correct.

Makes decisions by

interpreting rules

Applies guidelines and

procedures that require some

interpretation when dealing

with exceptions.

Makes straight - forward

decisions based on

information that is generallyclear and adequate.

Considers the risks and

consequences of action and/or

decisions.

Makes decisions involving

minor consequence of error.

Seeks guidance as needed

when the situation is unclear.

Makes decisions in

situations where there is

scope for interpretation of

rules

Applies guidelines and

procedures that leave

considerable room for

discretion and interpretation.

Makes decisions byweighing several factors,

some of which are partially

defined and entail missing

pieces of critical information.

As needed, involves the right

people in the decision-making

process.

Balances the risks and

implications of decisions

across multiple issues.

Develops solutions that

address the root cause of the

problem and prevent

recurrence.

Recognizes, analyzes andsolves problems across

projects and in complex

situations.

Makes complex decisions in

the absence of rules

Simplifies complex information

from multiple sources to resolve

issues.

Makes complex decisions for

which there are no set procedures.

Considers a multiplicity of

interrelated factors for which thereis incomplete and contradictory

information.

Balances competing priorities in

reaching decisions.

Develops solutions to problems,

balancing the risks and

implications across multiple

projects.

Recommends solutions in an

environment of risk and ambiguity.

Makes high-risk decisions in

complex and ambiguous

situations

Makes high-risk strategic decisions

that have significant consequences.

Balances a commitment to

excellence with the best interests of

clients and the organization when

making decisions. Uses principles, values and sound

business sense to make decisions.

Makes decisions in a volatile

environment in which weight given to

any factor can change rapidly.

Reaches decisions assuredly in an

environment of public scrutiny.

Assesses external and internal

environments in order to make a well-

informed decision. Identifies the

problem based on many factors,

often complex and sweeping, difficult

to define and contradictory (e.g.,

fiscal responsibility, the public good).

Power of Expression

"Listening to others and communicating in an effective

manner that fosters open communication"

Listens & clearly presents

information

- Makes self available and

clearly encourages others to

initiate communication.

- Listens actively and objectively

without interrupting.

- Checks own understanding of

others communication (e.g.,

repeats or paraphrases, asks

additional questions).- Presents appropriate

information in a clear and

concise manner, both orally and

in writing.

Fosters two-way

communication

- Elicits comments or

feedback on what has been

said.

- Maintains continuous open

and consistent communication

with others.

- Openly and constructively

discusses diverse

perspectives that could lead tomisunderstandings.

- Communicates decisions or

recommendations that could

be perceived negatively, with

sensitivity and tact.

- Supports messages with

relevant data, information,

examples and demonstrations.

Adapts communication to

others

- Adapts content, style, tone

and medium of

communication to suit the

target audiences language,

cultural background and level

of understanding.

- Takes others perspectives

into account when

communicating, negotiating orpresenting arguments (e.g.,

presents benefits from all

perspectives).

- Responds to and discusses

issues/questions in an

understandable manner

without being defensive and

while maintaining the dignity

of others.

- Anticipates reactions to

messages and adapts

communications accordingly.

Communicates complex

messages

- 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.

- Uses varied communication

systems, methodologies andstrategies to promote dialogue

and shared understanding.

- Delivers difficult or unpopular

messages with clarity, tact and

diplomacy.

Communicates strategically

- Communicates strategically to

achieve specific objectives (e.g.,

considering such aspects as the

optimal message to present, timing

and forum of communication).

- Identifies and interprets

departmental policies and

procedures for superiors,

subordinates and peers.

- Acknowledges success and theneed for improvement.

PERFORMANCE

COMPETENCIES

MANAGERIAL

COMPETENCIES


8/9

Professional knowledge

"Knowing the ins and outs of what one is doing"

Novice- Is new in the field

- Has a lot to learn

Amateur- Possesses the basic

knowledge but needs to learn

a lot

- Needs to learn the practical

implications of the theories

studied or learnt

Professional- Has the required degree of

professional knowledge and

understand his work.

- Demonstrates the scope and

depth of skill or knowledge

required to perform job

- Maintains high standards of

quality in work

Expert- Work constantly exceeds

standards

- Develops high-level performance

criteria to ensure accountability

- Monitors and reviews

accountabilities to ensure

continuous improvement

- Shows leadership in areas of

content expertise

-

Role Model- Has grasp on his professional

knowledge

- Stays in touch with current and

latest researches

- Carries out his own researches in

relevant field

- Coaches his team

Intelligence and ability to grasp essentials

Dull, unable to grasp

professional requirements

Unimaginative, slow on the

uptake

Intelligent Sharp, inquisitive and quick at

update

Remarkably alert having

exceptionality high IQ

Productive participation in team

"Working collaboratively with others to achieve

common goals and positive results"

Participates as a team

member- Assumes personal

responsibility and follows up to

meet commitments to others.

- Understands the goals of the

team and each team members

role within it.

- Deals honestly and fairly with

others, showing consideration

and respect.

- W illingly gives support to co-

workers and works

collaboratively rather than

competitively.

- Shares experiences,

knowledge and best practiceswith team members.

Fosters teamwork

- Assumes responsibility forwork activities and

coordinating efforts.

- Promotes team goals.

- 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 ofothers.

Demonstrates leadership in

teams- Builds relationships with

team members and with other

work units.

- Fosters team spirit and

collaboration within teams

- Discusses problems/ issues

with team members that could

affect results.

- Communicates expectations

for teamwork and

collaboration.

- Facilitates the expression of

diverse points of view to

enhance teamwork.

- Capitalizes on the strengthsof all members.

- Gives credit for success and

acknowledges contributions

and efforts of individuals to

team

Capitalizes on teamwork

opportunities- Initiates collaboration with other

groups/ organizations on projects

or methods of operating.

- Capitalizes on opportunities and

addresses challenges presented

by the diversity of team talents.

- Supports and encourages other

team members to achieve

objectives.

- Encourages others to share

experience, knowledge and best

practices with the team.

- Encourages the team to openly

discuss what can be done to

create a solution or alternative.

Builds bridges between teams

- Facilitates collaboration across theorganization and with other

organizations to achieve a common

goal.

- Builds strong teams that capitalize

on differences in expertise,

competencies and background.

- Breaks down barriers (structural,

functional, cultural) between teams,

facilitating the sharing of expertise

and resources.

Tactfulness and Relationships

"Building and actively maintaining workingrelationships and/or networks of contacts to further the

organizations goals"

Accesses sources of

information

- Seeks information from others

(e.g., colleagues, customers).

- Maintains personal contacts in

other parts of the organization

with those who can provide

work-related information.

Builds key contacts

- Seeks out the expertise of

others and develops links with

experts and information

sources.

- Develops and nurtures key

contacts as a source of

information.

- Participates in networking

and social events internal and

external to the organization.

Seeks new networking

opportunities for self and

others.

- Seeks opportunities to

partner and transfer

knowledge (e.g., by actively

participating in trade shows,

conferences, meetings,

committees, multi-stakeholder

groups and/or seminars).

- Cultivates personal networks

in different parts of the

organization and effectively

uses contacts to achieve

results.

- Initiates and develops

diverse relationships.

Strategically expands networks

Builds networks with parties that

can enable the achievement of the

organizations strategy.

Brings informal teams of experts

together to address issues/needs,

share information and resolve

differences, as required.

Uses knowledge of the formal or

informal structure and the culture

to further strategic objectives.

Creates networking opportunities

- Creates and facilitates forums to

develop new alliances and formal

networks.

- Identifies areas to build strategic

relationships.

- Contacts senior officials to identify

potential areas of mutual, long-term

interest.

Initiative and Pursuance"Identifying and dealing with issues proactively and

persistently; seizing opportunities that arise"

Addresses current issues

- Recognizes and acts on

present issues.

- Offers ideas to address

current situations or issues.

- Works independently.Completes assignments without

constant supervision.

Addresses imminent issues

- Takes action to avoid

imminent problem or to

capitalize on imminent

opportunity.

- Looks for ways to achievegreater results or add value.

- Works persistently as

needed and when not required

to do so.

Acts promptly in a crisis

situation

- Acts quickly to address a

crisis situation drawing on

appropriate resources and

experience with similarsituations.

- Implements contingency

plans when crises arise.

- Exceeds requirements of

job; takes on extra tasks.

Looks to the future

- Takes action to avoid or

minimize potential problems or

maximize potential opportunities in

the future by drawing on extensive

personal experience.- Defines and addresses high-

level challenges that have the

potential to advance the state-of-

the art in an area.

- Starts and carries through on

new projects.

Encourages initiative in others

- Fosters an environment that

anticipates and acts upon potential

threats and/or opportunities.

- Coaches others to spontaneously

recognize and appropriately act onupcoming opportunities.

- Gets others involved in supporting

efforts and initiatives.

Moral standards and values

"Fostering and supporting the principles and values of

the organization and the Public Service as a whole"

Demonstrates behaviours

consistent with the

organizations values

- Treats others fairly and with

respect.

- Takes responsibility for own

work, including problems and

issues.

- Uses applicable professional

standards and established

procedures, policies and/or

legislation when taking action

and making decisions.

- Identifies ethical dilemmas and

conflict of interest situations and

takes action to avoid and

prevent them.

- Anticipates and prevents

breaches in confidentiality

Identifies ethical

implications

- Identifies and considers

different ethical aspects of a

situation when making

decisions.

- Identifies and balances

competing values when

selecting approaches or

recommendations for dealing

with a situation.

Aligns team with

organizations values and

ethics

- Fosters a climate of trust

within the work team.

- Implements processes and

structures to deal with

difficulties in confidentiality

and/or security.

- Ensures that decisions take

into account ethics and values

of the organization and Public

Service as a whole.

- Interacts with others fairly

and objectively.

Promotes the organizations

values and ethics

- Advises others in maintaining

fair and consistent dealings with

others and in dealing with ethical

dilemmas.

- Deals directly and constructively

with lapses of integrity (e.g.,

intervenes in a timely fashion to

remind others of the need to

respect the dignity of others).

Exemplifies and demonstrates the

organizations values and ethics

- Defines, communicates and

consistently exemplifies the

organizations values and ethics.

- Ensures that standards and

safeguards are in place to protect the

organizations integrity (e.g.,

professional standards for f inancial

reporting, integrity/ security of

information systems).

- Identifies underlying issues that

impact negatively on people and

takes appropriate action to rectify the

issues (e.g., systemic discrimination).

Ability to inspire & set examples

Always short of service

standards a bad example

Generally does not meets the

standards he set for others

Generally meets the

standards he set for others

Himself meets the service

standards extremely well

Exceptionally inspiring and ideal

example

Self confidence

"Self-Confidence refers to a belief in ones own

capacity to accomplish a

task and select an effective approach to a task or

problem. This

includes confidence in ones ability as expressed in

increasingly

challenging circumstances and confidence in ones

decisions oropinions."

Confused

- Lacks confidence in his abilities

- Doesn't have trust in himself

- Doesn't speak up even when

asked to speak up

Acts Confidently at the

Limits or Slightly Beyond

the Limits of Job Role

- Works without needing direct

supervision, appears confident

in person and presents self

well.

- Makes decisions without

asking others and even when

others disagree.

- Acts outside formal authorityand in uncertain

circumstances.

States Confidence in Own

Ability

- Describes self as an expert,

someone who makes things

happen, a prime mover, or a

source.

- Sees self as more expert

than others and explicitly

states confidence in own

judgement or abilities.

Takes On Challenges

- Likes challenging assignments,

and is excited by a challenge.

Looks for and gets new

responsibilities.

- Speaks up when he or she

disagrees with management,

clients, or others in power, but

disagrees politely, stating own

view clearly and confidently

even in conflict.

Chooses Extremely Challenging

Situations

- Willingly takes on extremely

challenging (i.e., very personally

risky) tasks.

- Confronts management or

customers in a direct fashion, without

adversely impacting relationships.

Self Discipline

Displays unsatisfactory conduct

and behavior, disregards rules

Slack in personal conduct and

discipline, apt to over look

short coming in others

Well disciplined, generally

maintains satisfactory

standards

A good disciplinarian who abides

by the rules and norms

Observes and enforces the highest

standard of discipline and behavior

Positive attitude towards work

Immature, unstable and

negatively inclined towards work

Not fully developed emotionally

and neutral

Reasonable mature, sufficient

self control and sense of

proportion

Fairly mature, self composed Fully matured and imperturable,

possessing profound sense of

proportion

Perseverance and determination

Lacks will power and

determination

Irresolute. Waivers duress Displays adequate persistence Highly industrious. Peruse

objectives tenaciously

Exceptionally steadfast, resolute and

tenacious

PERSONAL

COMPETENCIES

INDIVIDUAL

COMPETENCIES


9/9

Behavior under stress

"Maintaining effectiveness in the face of stress"

Works in low level stresssituations

- Keeps functioning effectively

during periods of on-going low

intensity stress.

- Maintains focus during

situations involving limited

stress.

- Seeks to balance work

responsibilities and personal life

responsibilities.

Adjusts to temporary peaksin stress levels

- Maintains composure when

dealing with short but intense

stressful s ituations.

- Understands personal

stressors and takes steps to

limit their impact.

- Keeps issues and situations

in perspective and reacts

appropriately (e.g., does not

overreact to situations, what

others say, etc.).

Adapts to prolonged stress- Effectively withstands the

effects of prolonged exposure

to one or few stressors by

modifying work methods.

- Maintains sound judgment

and decision making despite

on-going stressful situations.

- Controls strong emotions or

other stressful responses and

takes action to respond

constructively to the source of

the problem.

Employs stress managementstrategies

- Develops and applies stress

reduction strategies to cope with

long exposure to numerous

stressors or stressful situations.

- Recognizes personal limits for

workload and negotiates

adjustments to minimize the

effects of stress, while still

ensuring appropriate levels of

productivity.

- Controls own emotions and

calms others in stressful

situations.

Deals with stress affecting theorganization

- Demonstrates behaviours that help

others remain calm, yet focused and

energized during periods of extreme

stress affecting the organization.

- Maintains composure and shows

self-control in the face of significant

challenge facing the organization.

- Suspends judgment; thinks before

acting.

- Identifies and consistently models

ways of releasing or limiting stress

within the organization.

Adjustment and Adaptability

"Adjusting own behaviours to work efficiently and

effectively in light of new information, changing

situations and/or different environments"

Recognizes how change will

affect work

- Accepts that things will

change.

- Seeks clarification when faced

with ambiguity or uncertainty.

- Demonstrates willingness to

try new approaches.

- Suspends judgment; thinks

before acting.

- Acknowledges the value of

others contributions regardless

of how they are presented.

Adapts ones work to a

situation

- Adapts personal approach

to meet the needs of different

or new situations.

- Seeks guidance in adapting

behaviour to the needs of a

new or different situation.

Adapts to a variety of

changes

- 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.

Adapts to large, complex

and/or frequent changes

- Publicly supports and adapts to

major/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.

- Maintains composure and

shows self control in the face of

challenges and change.

Adapts organizational strategies

- Anticipates change and makes

large or long-term adaptations in

organization in response to the needs

of the situation.

- Performs effectively amidst

continuous change, ambiguity and, at

times, apparent chaos.

- Shifts readily between dealing with

macro-strategic issues

BEHAVIORAL

COMPETENCIES

performance management system forms

Documents