uva key competency - university of virginia€¦ · uva key competency definition & behavioral...

December 21, 2015

UVA Key Competency

Accountable for Results

Balanced Decision- making

Develops Self and Others

Strategic Focus

Teamwork

Uncommon Integrity

Works with Passion

Ability to Conceptualize

Adaptability

Builds Partnerships

Communicates Effectively

Creativity and Innovation

Critical Thinking

Delegates-Shares Responsibility

Facilitates Change

Gains Commitment

Impact

Individual Efficiency

Interpersonal Versatility

Leadership Presence

Manages Conflict

Manages Information

Mentors and Coaches

Organizational Agility

People Focus

Persistence

Plans and Organizes

Quality Focus

Technical/Professional Knowledge

Values Diversity and Equity

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UVA Key Competency

Name

UVA Key Competency Definition & Behavioral Interview Questions

1. Accountable for

Results

Takes responsibility for accomplishing goals and achieving quality results. Follows through on commitments; is always there in the

clutch.

Unsatisfactory

• Reluctant to set, accept or achieve

challenging goals

Effective

• Sets, accepts, and achieves

challenging goals

Exceptional

• Seeks out new goals and exceeds them

• Makes incomplete or unrealistic

commitments; needs frequent reminders

to complete tasks

• Makes realistic commitments and

follows through

• Takes calculated risks that achieve quality

results

• Demonstrates a lack of thoroughness or

accuracy; may favor speed over quality

• Demonstrates clear standards for

quality results; maintains timeliness

and quality

• Encourages and supports others to take

responsibility for results; is a role model for

others

• Does not complete tasks when

problems arise; gives up at the first

obstacle

• Effectively completes tasks even

when obstacles come up

• Remains effective in the face of significant

and/or long term obstacles

• Rarely asks questions needed to

accomplish tasks; conversely, may be

over dependent on others before taking

action

• Asks questions needed to accomplish

tasks

• Models openness and transparency in sharing

information

• Diminishes positive achievements; does

not take responsibility for negative

results and problems

• Acknowledges other’s positive

achievements; takes responsibility for

negative results and problems

• Takes responsibility for personal and

organizational success and failure

Behavioral Interview

Questions • Please describe in detail a project for which you were responsible. How did you carry out the project and what were the end results?

• Describe a situation in which you felt it was necessary to break company policy or alter procedures to get things done.

• How have you adjusted your style when it was not meeting the objectives and/or people were not responding correctly?

• Describe a project or situation that demonstrates you analytical abilities.

• Give an example of an important goal you set for yourself or a project you were responsible for in the past. Talk about your success in

reaching it and what might you have done differently?

• Could you provide us with an example that illustrates your ability to manage multiple priorities that had pre–defined deadlines? How

did you handle it? What was the result?

• Can you think of a situation in which an innovative course of action was needed? What did you do in this situation?

• In your present position, what standards have you set for doing a good job? How did you determine them?

• Have you ever had a subordinate whose performance was consistently marginal? If so, how did you address this?

• When given an important assignment, how do you approach it?


2. Balanced Decision-

making

Makes effective decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure; uses a

mixture of analysis, wisdom, experience, and judgment.

Unsatisfactory

• Doesn’t understand the decision-

making process.

Effective

• Identifies the need for a decision and

gathers related information

Exceptional

• Sought out by others for advice on decision-

making

• Frequently bases conclusions on little

or no input from others; may be biases

toward or against certain ideas or

people when making decisions

• Involves and informs others; listens to

different ideas; avoids bias

• Encourages information analysis and

exchange; creates a supportive environment

where diverse views can be explored

• Does not effectively analyze

information or alternatives • Analyzes information and considers

available alternatives

• Makes consistently effective decisions

in environments of complexity,

ambiguity and uncertainty

• Uses models and tools that improve the

decision making process

• Does not make timely decisions that

improve or resolve issues • Makes timely decisions that improve

or resolve issues

• Takes balanced risks with alternative

perspectives that redefine current thinking

and practices with

• Once a decision is reached, regardless

of the source, actions do not support it • Once a decision is reached, regardless

of the source, actively supports it

• Once a decision is made, regardless of the

source, serves as its advocate and leader

Behavioral Interview • We sometimes work in an environment where the rules or guidelines are not clear. Tell me about a time you have experienced this and Questions how did you react to it?

• Some people consider themselves to be "big picture people" and others are "detail oriented". Which are you? Give an example of a

time when you displayed this.

• Give an example of a time when you had to be quick in arriving to a decision.

• Give an example of a time when you had to make a decision when you know you did not have all the information. How did you arrive

at a decision and what might you have done differently?

• What is the toughest challenge you have had to face? How did you approach it?

• What have you learned from your mistakes?

• Give me an example of when you took a risk to achieve a goal. What was the outcome?

• Tell me/us about a time when you had to analyze information and make a recommendation. What kind of thought process did you go

through?

• Tell us about your experience in past jobs that required you to be especially alert to details while doing the task involved.

• Describe the steps you go through in order to make an important decision?


3. Develops Self and

Others

Views learning and development as a lifelong endeavor. Identifies and pursues learning and career development goals. Effectively

applies new learning and development in daily work and career progression.

Unsatisfactory

• Does not actively participate in annual Learning & Career Development

Action Plan process

Effective

• Actively participates in annual Learning and Career Development

Action Plan process

Exceptional

• Has a long-term career development plan; supports others to do the same

• Aligns annual Learning and Career

Development Action Plan with long-term

career goals and supports others to do the

same

• Participates in few, if any, learning or

career development opportunities

• Actively participates in formal and on

the job learning or career development

opportunities

• Proactively identifies needs for development

and seeks out formal and on the job learning

or career development opportunities

• Has a history of success developing others

• Does not take part in, or effectively

function in, work projects unfamiliar or outside of one’s comfort zone

• Willing to take on work that is

unfamiliar or outside one’s comfort zone.

• Volunteers for “stretch” assignments in

different or challenging areas to develop new or more proficient skills

• Consistently seeks feedback from others to

improve

• Does not or rarely applies knowledge

learned to practical use in daily work

• Applies new skills or knowledge to

practical use in daily work

• Serves as a mentor/coach in area/s of

expertise to someone in the organization

• Uses a mix of selecting talent and developing it to support the needs of the department

Behavioral Interview • How would you describe your leadership and management skills and style? Questions • Describe a time when you were not very satisfied with your own performance or the performance of someone who reported to you.

What did you do about it?

• How do you make the decision to when to delegate work?

• Give me an example of an important goal you had to set and tell me about your progress in reaching that goal. What steps did you

take?

• How do you go about setting goals with subordinates? How do you involve them in this process?

• What performance standards do you have for your unit? How have you communicated them to your subordinates?

• Describe a time when you tried to persuade another person to do something that they were not very willing to do.

• Give me an example of the situation that you are most proud of that you believe highlights your leadership.

• How do you coach an employee in completing a new assignment?

• What have you done to develop your subordinates? Give an example.


4. Strategic Focus Understands the University’s long-term objectives and focuses current activities on what is critical to achieving aligned goals for self,

Department/School and the University and eliminating non-valued added activities.

Unsatisfactory

• Does not make an effort to understand

own role in achieving larger

Department/School and University

objectives

Effective

• Understands own role in achieving

larger Department/School and

University objectives

Exceptional

• Develops & articulates a clear, concise

individual or Department/School strategy that

includes the broader University-wide

perspective

• Sets & implements goals & activities that support the strategy

• Does not or rarely aligns daily work

activities and resources to support

organizational strategies

• Aligns daily work activities and

resources to support organizational

strategies

• Aligns individual or Department/School

activities or operations to better meet long-

term objectives, even it results in unpopular

or difficult decisions in the short-term.

• Does not make an effort to stay

informed about long-term University

objectives and information that affects

individual job and Department/Schools

• Stays up-to-date on long-term

University objectives and information

that affects individual job and

Department/Schools

• Sought out as a trusted resource to inform

others about long-term University objectives

and information that affects individual jobs

and Department/Schools

• Does not consider future implications

when making plans, considering

decisions and taking action

• Thinks about future implications when

making plans, considering decisions

and taking action

• Promotes having a strategic, future

perspective among peers, management and

constituents – and walks the talk

• Does not notice or disregards trends;

does not develop plans for future

opportunities or problems

• Notices trends and develops plans to

prepare for future opportunities or

problems

• Identifies patterns or connections that are not

obviously related and uses them to address

key opportunities and problems that affect

Department/School or University objectives

Behavioral Interview • Tell me about a time when you had to use your skills to influence someone's opinion. Questions • What does it mean to be successful? According to your definition, how successful have you been so far?

• Give an example of a problem you encountered on the job, and the steps that you took to solve it.

• Describe what steps you have used to define or identify a vision for your unit/position.

• Tell us about a time when you anticipated the future business needs of your organization and accordingly made changes to the current

responsibilities/operations to meet future needs.

• Think of a customer relationship you have maintained for multiple years. Please tell me how you have approached maintaining that

relationship.

• Have you ever been in a situation where you have had to take on new tasks or roles? Describe this situation and what you did?

• Give an example of an important goal you had to set and tell me about your progress in reaching that goal.

• Give me an example of a time when you tried to accomplish something and failed. What did you do about it?


5. Teamwork Develops and uses collaborative relationships to build informal or formal teams and accomplish team goals.

Unsatisfactory

• Over involves or excludes some

members; under or over-supports some

members; does not share/give credit

for good ideas or successes

Effective

• Involves and supports team members;

shares credit for good ideas and

successes

Exceptional • Creates a feeling of success, belonging and

positive team spirit – people want to be on a

team with this employee; defines success in

terms of the whole team

• Does not collaborate in setting

responsibilities, roles or structures

• Collaborates to set responsibilities,

roles and/or structures that lead to

team success

• Recognized as an expert in developing

collaborative team responsibilities, roles and

structures; asked to consult/train others

• Devalues members’ abilities; slows

down reasonable progress by debating

every decision; does not trust the team

to perform

• Acknowledges team members’

abilities and supports their decisions;

trusts the team to perform

• Keeps team performance and morale high

even during times of heavy workload or

pressure

• Does not give or accept feedback;

provides feedback that is not relevant or

is inappropriate

• Appropriately gives and receives

feedback from team in order to

accomplish goals

• Recognized as a mentor and role model for

appropriately giving and receiving feedback

• Withholds information and/or expertise

from the team

• Willingly shares expertise and

important or relevant information with

team members

• Coaches team members to share information

and expertise to achieve team goals

• Does not help others; does not ask for

help or rejects offers of help to achieve

team goals

• Offers help to team members; accepts

help when offered to achieve team

goals

• Encourages and supports team members to

offer and ask for help; develops ways to

improve support to strengthen team

capabilities

• Participates only to serve self-interests

and individual goals

• Contributes to meeting the goals of the

team

• Actions demonstrate commitment to

achieving team’s goals over individual goals

Behavioral Interview • Tell me about the time when you were able to build team spirit in a time of low morale. Questions • Tell me about the time when you were able to gain commitment from others to really work as a team.

• What was your role in your department's most recent “team” success?

• Describe a team experience you found disappointing. In reflecting on this situation, are there steps you could have take to this?

• Describe the types of teams you've been involved with. What were your roles?

• How well do you work with people? Do you prefer working alone or in teams?

• Tell us about the most effective contribution you have made as part of a task group or special project team.

• Describe a situation where you found yourself dealing with someone who didn't like you. What did you do?

• Have you ever been in a position where you had to lead a group of peers? How did you handle it?

• Describe a time when you had a disagreement with a team member. How did you resolve the situation?


6. Uncommon Integrity Trusted, authentic, self-aware, above reproach. Operates by and adheres to the University’s core values and holds others accountable for

them. Interacts with others in a way that gives confidence in self and the organization. Acts in the University’s best interests and puts

that interest above personal gain or unit or office. Works within the limits of authority to achieve goals.

Unsatisfactory

• Has trouble keeping confidences; may

be prone to gossip

Effective

• Keeps confidences; is widely trusted

Exceptional

• Uses knowledge wisely; works to prevent

breaches in confidences; stops rumors

• Reluctant to admit own mistakes; may

blame others

• Recognizes and admits mistakes • Takes action to correct mistakes and helps

others learn from them

• May hedge or not take a stand;

conversely, may be too direct

• Presents truthful and honest

information in a manner that is helpful

and constructive

• Has the courage to address difficult issues in

an appropriate manner

• Expresses beliefs only in environments

that are not threatening; conversely,

may be unwilling to compromise

• Stands up for beliefs when they are in

the University’s best interest

• Consistently and outwardly supports the

University’s values & mission

• Plays by own rules; may ignore

University policies & procedures

• Complies with the letter & spirit of

laws, regulations, and University

policies & procedures

• Identifies ethical dilemmas and conflicts of

interest and takes action to avoid and prevent

them

• Says one thing, but does another • Walks the talk; keeps promises • Creates an environment of trust; is a role

model

Behavioral Interview • Describe a time when you had to gain and develop trust among your colleagues or co-workers. What did you learn from that Questions experience?

• What does “integrity” mean to you?

• Give an example of when you acted with integrity in your job.

• What is your definition of character?

• Describe a time when the way you approached your work was directly influenced by the mission and values of your organization.

• What was the most useful criticism you ever received?

• Give an example of how you have acted with integrity in your job/work relationship.


7. Works with Passion Is actively engaged in the work of the University and operates in positive ways to support University goals. Demonstrates deep regard

for University history, mission, core values and commitments when working and interacting with others.

Unsatisfactory

• Does not offer time, talent or resources

at work activities unless asked.

Effective

• Willingly offers time, talent and

resources at work activities

Exceptional

• Recognized as someone whose actions

symbolize commitment to the University

• Actions do not demonstrate that UVa’s

mission, traditions and commitments

are considered in daily work

• Is aware of UVa’s mission, traditions

and commitments and considers them

in daily work

• Preserves and is sought out to educate others

about the University history, mission, core

values and commitments

• Squanders or disrespects University

resources.

• Demonstrates respect for University

resources

• Demonstrates superior stewardship of

University resources

• Work activities do not support

University goals or community

members

• Work activities actively support the

University’s goals and the members

of our community

• Reflects UVa’s best intentions in all work

interactions; considered an ambassador for

the University

Behavioral Interview • What are your core values and how do you apply this to your work?

Questions • Describe a specific time when you had to handle a tough problem which concerned fairness or ethical issues.

• Describe a time when you had to go above and beyond the call of duty in order to get a job done.

• Please describe what you believe the mission of the University of Virginia is.

• Describe a situation in which you were responsible for organizational resources (supervising people, maintaining equipment, using

travel funds, etc.). How did you ensure that they were used effectively and appropriately?

• What kinds of things really get your excited?

• Describe a situation when you were able to have a positive influence on the actions of others.


8. Ability to

Conceptualize

Mentally assembles diverse pieces of information and grasps their significance as a coherent, meaningful whole.

Unsatisfactory

• May lack the disciplined thought

processes necessary to construct a

strategic view

Effective

• Combines analysis and strategy to

produce ideas or decisions

Exceptional

• Inspires consensus and buy-in to strategy and

new ideas

• Sees information at face value, as

individual pieces without connection

to bigger picture

• Understand how various elements fit

together in ways that can be

explained and understood by others

• Provides framework to translate big ideas

into action

• May try to simplify too much, or may

be seen as too theoretical

• Uses analytical skills to generate a

range of solutions to problems

• Leads others around top priority solutions to

complex problems

• More comfortable in the here and

now; conversely, may overcomplicate

plans

• Sees and understands the path

forward

• Maps out a plan for the future; brings team

members along toward a common goal

• Has scattered focus, may not be able

to communicate with tactical or

more/less complex people

• Can effectively translate complex

ideas for a variety of audiences

• Anticipates future consequences and trends

and aligns work and people around new

strategy

Behavioral Interview • Tell me about a time when you were responsible for the strategic planning of a major project and how you went about it. What was Questions

the outcome?

• Describe a time when you clarified/simplified a situation and how you did it.

• Describe the project or situation which best demonstrates your analytical abilities. What was your role?

• Tell me about a time when you had to analyze information and make a recommendation. What kind of thought process did you go

through and what was your reasoning behind your decision?

• Tell me about a time when you took charge of a group in which you didn’t like how things were going and you convinced the people

to do something different.

• Tell me about a new product/service/strategy you created.

• Tell me about a new work process you came up with to solve an old problem.

• How do you go about brainstorming solutions to difficult problems?

• When you are a part of a team solving a problem, what role do you usually play?


9. Adaptability Effectively adjusts to changes in work processes and environment and alters behavior to align with evolving situations. Openly

receives new ideas and accepts other perspectives.

Unsatisfactory

• Stuck in the way things are; focuses

on the negative aspects of change

Effective

• Open-minded and receptive to

change; focuses on the benefits of

change

Exceptional

• Treats change as an opportunity for learning

and growth; acts as a champion for change

• Uncomfortable with uncertainty;

prefers things tacked down and sure

• Can decide and act without having the

whole picture

• Helps others deal with uncertainty; makes the

picture clear

• May be afraid to take a chance on the

unknown; may learn and apply new

things slowly; conversely, may be

impatient, changing things too often

• Can shift gears comfortably; enjoys

the challenge of unfamiliar tasks or

ways of doing things

• Quickly masters the new ideas; helps others

to take on new challenges

• Doesn’t seek out different views;

may only hear what they want to

hear, convinced that they’re right;

may be unwilling or unable to adapt

behaviors

• Open to new ideas & opinions;

willingly accepts new ideas &

opinions and changes behaviors

accordingly

• Actively seeks a diversity of ideas and

opinions; able to take the best ideas of others

and apply them to the situation

Behavioral Interview • How comfortable are you with change? Questions

• Describe a major change that occurred in a job that you held. How did you adapt to this change?

• Tell me about a project that did not go according to plan. What mid-course corrections were made and what were the results?

• Have you ever helped a group of people you were working with deal with an unpopular change? How did you do it and what was

the outcome?

• Have you ever met resistance when implementing a new idea or policy to a work group? How did you deal with it and what

happened?

• Tell me about a time when you had to adjust to a colleague’s working style in order to complete a project or achieve your objectives.

• Give an example of a problem you encountered on the job and the steps that you took to solve it.


10. Builds Partnerships Invests in the development of strategic internal and external partnerships; collaborates to reach productive agreements and foster

goodwill.

Unsatisfactory

• Does not willingly seek or build

partnerships; or is too

accommodating

Effective

• Identifies key relationships to be

developed or strengthened

Exceptional

• Develops strong relationships across

disciplines and hierarchies

• Guards information closely; builds

walls instead of bridges

• Exchanges information with partners

to build relationships and solve

potential problems

• Identifies opportunities to break down silos

• Is disinterested in supporting other

departments’ or areas’ work; has a

‘not my job’ attitude

• Collaboratively works to meet the

needs of own and partner’s areas

• Works in conjunction with partners to

achieve goals for the greater good of the

University; is willing to abandon own goals

if necessary

• Works with blinders on; doesn’t

understand, or is unconcerned about

the impact of actions on others

• Understands the effects of own area’s

actions and decisions on partners

• Initiates dialogue to carefully consider the

impact of actions on other individuals and

areas; is proactive rather than reactive

Behavioral Interview • What, in your opinion, are the key ingredients to building and maintaining successful business relationships? Give examples of how Questions

you have made these works for you.

• Think of a customer relationship you have maintained for multiple years. Please tell me how you have approached maintaining that

relationship.

• Tell us about a time when you built positive relationships quickly with someone under difficult conditions.

• What methods do you employ to help build cohesive teams and facilitate the completion of team goals?

• Describe how you have worked effectively with teams or work groups outside of your work unit/team to accomplish organizational

goals.

• As you work with internal and external customers, how do you go about building trust and gaining confidence with those

colleagues/clients?


11. Communicates

Effectively

Clearly conveys information and ideas to individuals and groups through a variety of communications modes, including formal

presentations. Practices attentive and active listening; synthesizes information from multiple resources and incorporates it into current

discussion content.

Unsatisfactory

• Talks more than listens; formulates a

response instead of hearing others’

points and information

Effective

• Listens more than talks; tries to

understand others before responding

Exceptional

• Demonstrates active listening skills; solicits,

listens, and acts on input from others

• May be unclear or provide

information too early, too late, or

ambiguously

• Organizes and presents information in

a logical sequence and in a timely

manner

• Sees and communicates patterns and

connections between new information and

current processes

• Hoards information, neglects to

update necessary individuals or

provides updates too frequently and

when not necessary

• Keeps employees/manager/team

members informed on a regular and

consistent basis about progress and

problems

• Actively seeks information and willingly

shares it, anticipating problems

• Overuses a single form of

communication, e.g., email, or

delivers grammatically incorrect or

poorly worded information

• Chooses the appropriate mode of

communication and adheres to

accepted conventions

• Demonstrates expertise with multiple modes

of communication; alters approach, as

needed, for different audiences.

Behavioral Interview • Can you tell me about a time when you were not able to build a successful relationship with a difficult person? Questions • What, in your opinion, are the key ingredients in guiding and maintaining successful relationships? Give examples of how you made

these work for you.

• Describe a situation where you felt you had not communicated well. How did you correct the situation?

• Describe the most significant written document, report or presentation which you had to complete.

• How do you keep subordinates informed about information that affects their jobs?

• How do you keep your manager informed about what is being done in your work area?

• How do you go about explaining a complex technical problem to a person who does not understand technical jargon?

• Tell us about a time when you had to use your verbal communication skills in order to get a point across that was important to you.

• What kinds of writing have you done? How do you prepare written communications?


12. Creativity and

Innovation

Uses the imagination to create something new or different, such as work products, inventions, works of art, or performances. Identifies

new and different approaches or solutions to situations, problems and opportunities.

Unsatisfactory

• Has difficulty making connections

between past experiences and current

needs

Effective

• Quickly processes information. Uses

information to frame approach to

solving a problem or creating

something new

Exceptional

Understands the value of continuous

improvement and seeks information to

facilitate the growth of new ideas

• Not able to conceptualize new or

different ways of doing things; resists

new ideas

• Receptive to new ideas; able to

provide new approaches to situations

• Thinks “out of the box”; consistently comes

up with unique ideas

• May be quick to discredit the creative

efforts of others; unable to suspend

judgment of others’ ideas.

• Brainstorms well with others;

respectful of other’s ideas

• Creates an atmosphere or climate that is open

to ideas. Consistently refines and/or builds

on the ideas of others

• Wastes time on ideas that will not

work or are unrelated to the task at

hand. Gets side-tracked.

• Able to identify several alternatives,

approaches, product options, or

adaptations of current processes for

use when necessary.

• Projects how potential ideas may play out

and is able to identify and then choose the

best idea for the circumstance.

• Focused on the routine; close-minded

to new approaches

• Challenges the status quo; Looks

toward the future

• Dares to fail and allows others to fail; Is a

risk-taker while continuing to respect future

needs of the unit or organization

Behavioral Interview • What kinds of decisions are most difficult for you? Describe one?

Questions • Can you think of a situation where innovation was required at work? What did you do in this situation?

• Describe a situation when you demonstrated initiative and took action without waiting for direction. What was the outcome?

• Describe a time when you came up with a creative solution/idea/project/report to a problem in your past work.

• Describe something that you have implemented at work. What were the steps used to implement this?

• Give me an example of when you took a risk to achieve a goal. What was the outcome?

• Tell us about a problem that you solved in a unique or unusual way. Were you satisfied with it?

• What have been some of your most creative ideas?

• What new or unusual ideas have you developed on your job? What was the result and did you implement them?


13. Critical Thinking Practices objective rather than subjective modes of reasoning and action. Maintains perspective when assessing qualitative and

quantitative information. Appropriately challenges and questions common beliefs.

Unsatisfactory

• May let emotions get in the way of

careful consideration

Effective

• Approaches problem solving in a

systematic objective manner.

Exceptional

• Uses data to predict and address hidden

problems; able to solve the most complex

problems

• Uses only one or few lenses to view

issues and solutions

• Looks at issues and solutions from

multiple perspectives; balances

qualitative quantitative information

• Can easily anticipate and pose future

scenarios to address issues and solutions and

respond accordingly

• May be impatient & jump to

conclusions; conversely, may make

issues overly complex, resulting in

“analysis paralysis”

• Looks beyond the obvious; doesn’t

stop at the first answer

• Sees the “big picture”; finds answers that

support strategic goals

• Tied to common beliefs, even when

not supported by data

• Able to challenge common beliefs

through careful analysis

• Proactively uses rigorous analysis to

challenge common beliefs, and provide

innovative solutions

Behavioral Interview • Describe the project or situation which best demonstrates your analytical abilities. What was your role?

Questions • Tell me/us about a time when you needed to develop and use a detailed procedure to successfully complete a project.

• Give me a specific example of a time when you used good judgment and logic in solving a problem.

• Tell us about a job or setting where great precision to detail was required to complete a task. How did you handle that situation?

• Tell us about a time when you had to analyze information and make a recommendation. What kind of thought process did you go

through?

• Tell us about your experience in past jobs that required you to be especially alert to details while doing the task involved.

• Describe how your position contributes to your organization's/unit's goals. What are the unit's goals/mission?

• Tell us about a politically complex work situation in which you worked.

• Some people consider themselves to be "big picture people" and others are "detail oriented". Which are you? Give an example of a

time when you displayed this.

• Tell me/us me about a situation when it was important for you to pay attention to details. How did you handle it?


14. Delegates-Shares

Responsibility

Appropriately allocates decision-making authority and/or task responsibility to others; maximizes the use of individual resources to

increase organizational effectiveness.

Unsatisfactory

• Does most things by him/herself;

conversely, may over-delegate or

leave tasks to others

Effective

• Delegates/shares responsibility and

accountability for tasks and decisions

Exceptional

• Seeks opportunities to delegate/share

responsibility and accountability all team

members

• Keeps knowledge and expertise to

himself/herself

• Willingly shares knowledge and

expertise with others

• Seeks out ways to share knowledge and

expertise that supports the strengths and

interests of others and encourages

development

• Does not want to or know how to

empower others; may delegate/share

some tasks, but not pass on decision-

making authority, or set guidelines or

parameters

• Willingly empowers others by

delegating/sharing tasks and decision-

making authority.

• Ensures that employees can be successful;

provides clear information and tools

• May delegate, but micromanages

and/or finishes the work assigned to

others; conversely, may become

uninvolved

• Trusts people to perform and finish

assignments

• Actively provides support without removing

responsibility; is a teacher & mentor;

expresses confidence in the individual

• Takes credit for the work of others • Recognizes the accomplishments of

others

• Finds ways for employees & colleagues to

succeed and be recognized

Behavioral Interview • Do you consider yourself a macro or micro manager? How do you make the decision to delegate work?

Questions • What was the biggest mistake you have had when delegating work? The biggest success?

• Have you ever had an employee whose performance was consistently marginal? What did you do?

• How have you adjusted your style when it was not meeting the objectives and/or people were not responding correctly?

• What have you done in the past to contribute toward a teamwork environment?

• Give an example of your ability to build motivation in your co-workers, classmates, and even if on a volunteer committee.

• Have you ever been a member of a group where two of the members did not work well together? What did you do to get them to

work together?

• How do you manage cross-functional teams?


15. Facilitates Change

Recognizes and fosters the implementation and acceptance of constructive change within the workplace.

Unsatisfactory

• Rarely seeks information about

change initiatives

Effective

• Understands and is able to articulate

the value of specific change initiatives

Exceptional

• Sustains and reinforces change vision,

creating milestones and symbols to rally

support

• Establishes barriers to change

without properly communicating

logic around the resistance

• Listens actively to others and presents

own ideas for a balance of perspective

• Recognizes barriers to change and works pro-

actively to remove impediments

• Views change as a loss, has difficulty

altering own behaviors; may not

understand how change happens.

• Seeks role models exhibiting change

behaviors and similarly adapts self

• Persistent; models change behavior through

consistent words and actions in support of the

change

• Does not recognize value in change;

lives by the motto, “it it isn’t broken,

don’t fix it”

• Challenges the status quo • Creates a sense of urgency with regard to

change; is able to clearly define the business

value or imperative for change

• Rarely speaks optimistically

regarding change or change leaders

• Acts as an advocate for change leaders • Motivates people to change through

interpersonal influence; leads by example

Behavioral Interview • Have you ever met resistance when implementing a new idea or policy to a work group? How did you deal with it and what Questions happened?

• When is the last time you had to introduce a new idea or procedure to people on this job? How did you do it?

• Describe a major change that occurred in a job that you held. How did you adapt to this change?

• Tell us about a situation in which you had to adjust to changes over which you had no control. How did you handle it?

• What do you do when priorities change quickly? Give one example of when this happened.

• Describe a time when you made a suggestion to improve the work in your organization.


16. Gains Commitment Effectively explores alternatives and positions to facilitate agreements with the support and acceptance of all parties. Uses appropriate

interpersonal styles and strategies to gain acceptance of ideas or plans.

Unsatisfactory

• Focused on getting own point across

before trying to understand others

Effective

• Demonstrates good listening skills

Exceptional

• Quickly gains the trust of all parties

• May have to win every battle;

conversely, may give in too easily

just to gain agreement

• Can be both forceful and diplomatic • Able to win difficult concessions without

damaging relationships

• Poor conflict manager; difficulty

dealing with contention

• Comfortable with conflict; able to

settle differences with little noise

• Skillfully diffuses attack, contention, and

non-negotiable issues

• Poor negotiator; May give in too

easily; conversely, may leave bad

feelings

• Reaches agreements without damaging

relationships

• Skillfully negotiates the toughest situations

with internal and external groups

• May not seek or know how to find

common ground

• Finds “win-win” solutions • Consistently finds creative solutions to the

most difficult problems

• Has difficulty rallying support after

an agreement

• Gains internal and/or external support

once an agreement has been reached

• Champions the agreement or plan, and

motivates others to be champions

Behavioral Interview • How do you communicate to others that you can be trusted (to keep a confidence or to be responsible for action)?

Questions • What is your approach to defusing tense situations?

• Tell me about a time when listening kept you out of trouble or when not listening got you into trouble.

• What do you do when you think someone is not listening to you?

• Tell me about a time when you came up with a solution to a problem others could not solve.

• When you are part of a team solving a problem, what role do you usually play? Give an example.

• Have you ever gotten another person to commit to an idea or project they did not originally support? How did you do this?


17. Impact Consistently displays professionalism and confidence; creates a positive first impression as an individual and as a representative of the

University.

Unsatisfactory

• Sometimes nervous about dealing

with employees and others; may

respond aggressively or not at all

Effective

• Stays calm; does not appear nervous

or overly anxious; responds openly

and warmly when appropriate

Exceptional

Develops rapport with senior managers,

customers and the general employee

population

• Sometimes comes across as shy or

afraid to ask questions

• Speaks with a self-assured tone of

voice

• Never loses composure or gets rattled when

questioned

• Sometimes think he/she already

knows what the customer needs; or is

more committed to own needs vs.

those of others

• Is dedicated to meeting the

expectations and requirements of

internal and external customers

• Skillfully handles the criticisms, complaints,

and special requests of customers

• Doesn’t meet the minimum standards

and expectations of internal and

external customers

• The feedback from customers &

coworkers is almost always positive

• Consistently builds effective relationships

with customers & coworkers, & gains their

trust & respect

• May try to simplify too much or be

very tactical

• Can articulately paint credible pictures

and visions of possibilities and

likelihoods

• Is future oriented and always represents the

University positively

Behavioral Interview • What do you do when things don’t go as planned? Questions • Could you give an example of an experience that has shaped the way you handle stress or pressure?

• How do your co-workers describe their first impression of you?

• Have you ever been asked a question while presenting or in front of a group where you did not know the answer? How did you handle

that?

• The last time you missed an important deadline, how did you respond?

• Can you give an example of when someone provided you with constructive criticism? How did you handle it?

• When a co-worker (or employee) makes a mistake in their work how do you approach them?

• Describe a time when your confidence was rattled. How did you handle it?

• What have you found to be most effective in building positive working relationships with your

coworkers/peers/management/customers?


18. Individual Efficiency Effectively manages time and resources to ensure that individual work is completed efficiently.

Unsatisfactory

• May believe that everything’s

important; ; or unable to prioritize

own work tasks

Effective

• Understands what’s critical and

what’s not; able to prioritize

Exceptional

• Links individual tasks to larger strategic

goals, without losing sight of the little things

• May give up too easily in the face of

obstacles

• Able to eliminate roadblocks as they

arise

• Anticipates roadblocks; plans and takes

action to handle them; helps others remove

similar obstacles

• Disorganized, wastes time; reactive

to what’s hot; may be unable to say

no

• Uses time efficiently & effectively;

focuses on the priorities

• Gets more done in less time than others; can

attend to multiple priorities

• Doesn’t have or follow a plan; may

rely too much on self; conversely,

may push tasks off on others

• Plans the work & works the plan;

ensures that resources and time are

available to complete individual tasks;

works to avoid conflicts

• Can orchestrate complex projects to achieve

a goal; takes advantage of available resources

to complete work

Behavioral Interview • Describe your process of prioritizing your responsibilities.

Questions • When you are planning the work of others or your own how many contingencies do you prepare for?

• When is the last time you missed a deadline? What would you done differently?

• What do you find challenging, exciting, or fun?

• How do you gather information in a hurry?

• What do you do when you are faced with a deadline that was extremely difficult to meet?

• Describe a person that you would characterize as efficient and explain why you feel that way about them.

• Describe a time when you alerted your co-workers or management to a possible problem that helped them avoid delaying a project.

• What do you find helps you manage your time?


19. Interpersonal

Versatility

Succeeds in understanding others. Is open and skilled in using one's interpersonal style to meaningfully interact with others, including

empathy, humility and patience. Demonstrates tolerance and civility when engaging with employees, colleagues and customers.

Unsatisfactory

• Does not build relationships easily; is

seen as unapproachable; conversely

may be seen as a “smooth talker”

Effective

• Can interact with a variety of people,

both within and outside of the

University; puts others at ease

Exceptional

• Easily relates to, and is convincing to a wide

variety of people; highly regarded

• Is threatened by others’ strengths, or

takes advantage of others’

weaknesses

• Recognizes and understands the

strengths and weaknesses of others

• Recognizes, understands, and capitalizes on

the strengths of others; seeks to develop

others’ weaknesses

• Unable to read others well;

misinterprets the intentions, actions,

or words of others; makes incorrect

assumptions

• Notices and accurately interprets what

others are feeling, based on their

choice of words, tone of voice,

expressions, and other nonverbal

behavior

• Uses knowledge of others’ behavior to frame

own position and influence others

• shy or lacking in self confidence;

conversely, may be raw or too direct;

panics or attacks in the face of

conflict or criticism

• Is diplomatic and tactful;

communicates sensitive issues in a

non-threatening way; resolves conflict

calmly

• Able to sway opposing views and deliver

constructive criticism so it is recognized and

accepted; defuses high-tension situations

comfortably; does not get rattled

Behavioral Interview • Have you ever been in a situation where you recognized someone was uncomfortable sharing information with you? What did you do Questions (to put them at ease)?

• What do you do when someone comes to talk to you about a problem they are having but you do not find it important?

• Describe a time when you have given up something important to you to help someone else.

• Describe a time in your life when you were able to transition from being an “outsider” to an “insider” of a particular group.

• How do you deal with groups/people you don’t agree with?

• Have you ever gotten out of a tough situation with your charm?

• Describe a time when you handled a “crisis”. What was it and what was your role?

• How do you get to know new coworkers/people?

• How does your perception/impression of someone change the way you interact with them?


20. Leadership Presence Lives the University’s core values and leads by consistent example; daily actions are consistent with espoused values and demonstrates

expectations. Helps other understand the organization's vision and values and keeps them at the forefront of organizational decision

making and action.

Unsatisfactory

• Behaviors are not influenced by core

values. Refuses to adapt self to the

vision of the University.

Effective

• Positive about the University and its

core values; communicates the values

to others

Exceptional

• Recognizes and rewards others who live and

reflect the University’s values.

• Actions don’t match words • Walks the talk; leads by example • Consistently inspires others through words

and actions

• Does not show respect for others. • Respects the rights, dignity, and

differences of others.

• Continuously promotes an open and

respectful environment

• Takes the back seat; waits for others

to step in on a project.

• Knows how to get things done • Is looked to in a time of crisis; moves others

to act.

Behavioral Interview • What is your definition of a successful leader?

Questions • Have you ever had to lead people who didn’t want to be led? How did you proceed?

• Describe a time when you handled a “crisis”? What was it and what was your role?

• How do you celebrate the successes of others on your team or work group?

• Describe a time when you have remained calm under pressure? What allowed you to maintain your composure?

• What are the values that you structure your professional life around?

• Tell me about a time when you had to use your skills to influence someone's opinion.

• What does it mean to be successful? According to your definition, how successful have you been so far?


21. Manages Conflict Takes positive action, using appropriate interpersonal styles and methods, to reduce tension or conflict between two or more people.

Effectively handles antagonistic situations using objectivity and avoiding personal attacks.

Unsatisfactory

• Avoids conflict situations;

conversely, may get in the middle of

other’s problems

Effective

• Recognizes and addresses conflicts

quickly

Exceptional

• Anticipates and acts to address potential

conflict situations; helps others address

difficult situations

• May drive for a solution without

understanding the problem or before

others are ready

• Collects information to understand the

conflict; listens to all sides

• Indentifies and gains agreement on the key

issues to be resolved

• Gets upset as a reaction to conflict;

may engage in personal attacks

• Stays focused on resolving the conflict • Uses conflict as an opportunity for

improvement

• Gives in & says yes too soon;

conversely, may be overly

competitive & need to win every

dispute

• Finds common ground; and settles

disputes equitably

• Resolves conflicts in ways that strengthen

relationships and the organization; creates

“win-win” results

Behavioral Interview • Have you ever been blamed for something that was not your fault? How did you respond? Questions • When is the last time someone came to you just to talk? Why did they come to you?

• Describe a time when you foresaw a conflict? What did you do?

• Have you ever had to help coworkers find common ground to move forward with their work or project?

• Describe a situation when you had to work through conflict with an individual or group?

• Have you ever avoided speaking to someone directly as a result of a dispute? Why did you choose to do this?

• Think of a time when listening kept you out of trouble. What would have happened had you not listened?

• Has someone ever misunderstood the meaning of your statements and taken offence? How did you find out and what did you do?


22. Manages Information

Collects and makes effective use of information needed to manage an organization or ongoing activities within it.

Unsatisfactory

• Fails to protect, or misuses sensitive

information

Effective

• Understands and applies policies &

procedures for managing sensitive

information

Exceptional

• Creates an environment that supports

effective management of sensitive

information

• May provide too much or too little

information, or does not provide

timely, accurate information

• Provides timely, accurate information

that meets the needs of the

organization

• Anticipates the needs of the organization &

provides information to support those needs

• Data not collected or reviewed in a

timely manner or on a regular basis

• Collects and reviews data on a regular

basis to determine progress, anticipate

needs, and make necessary

adjustments to personnel or processes

• Recognizes opportunities and advises the

organization based on detailed and timely

review of available information

• Provides information that may be

unclear, or in a manner that may

upset people

• Provides the information people need

to know and do their jobs

• Provides information that inspires high level

of employee engagement & productivity

Behavioral Interview • How do you keep others informed at work? Questions • What kind of information do you seek out when you are making a decision at work? How do you obtain the information?

• Describe a time when you received information about a project or work related item that was critical for success. How did you share

the information and when did you share it with the work group?

• Think of a time when someone started a conversation with you saying “You can’t tell anyone I said this, but”. How did you respond?

• Have you ever communicated something you wish you hadn’t? Why do you think you did this and what did you do after it was

disclosed?


23. Mentors and Coaches Recognizes and acknowledges strengths in others. Provides timely guidance and feedback to help others develop knowledge and skill

areas to accomplish tasks or solve problems.

Unsatisfactory

• Is unwilling or reluctant to coach or

mentor other employees

Effective

• Willingly mentors other employees

who need help and further

development

Exceptional

• Seeks out opportunities to mentor & coach

employees; showcases the successes of

others

• Feedback is infrequent; may avoid

difficult conversations

• Provides honest and timely feedback

and reinforcement

• Looks for opportunities to give appropriate

feedback on performance; reinforces efforts

and checks on progress

• Does not provide clear expectations

or guidance, and does not follow-up

or check for understanding

• Explains and demonstrates expected

behaviors; encourages questions to

ensure understanding

• Explains, demonstrates, and reinforces

expected behaviors, knowledge, and skills; is

a role model

• Assumes what employees &

coworkers need; may have trouble

adapting to their needs

• Is an active listener; adapts mentoring

to the needs of employees &

coworkers

• Inspires employees & coworkers to develop

and grow

Behavioral Interview • What do you do to put people at ease? Questions

• How do you set boundaries with direct reports?

• Tell me about a time when you had to use tough love with a direct report, friend, someone younger/less experienced.

• Tell me about a time when you had to deal with an arrogant, condescending person or one who made you angry.

• What is your way of getting upset? What do you do?

• Tell me about a big challenge you provided for someone else.

• Tell me about people you helped do something they didn’t want to do.

• Do you ever listen as a tactic to defuse a situation?

• What do you do when morale is low in your team or with a specific employee you are dealing with?


24. Organizational Agility Understands how the University operates and the reasoning behind key practices; savvy; accomplishes tasks through formal and informal

channels and networks.

Unsatisfactory

• May not know or care how things

work within and beyond their

organization

Effective

• Understands the operations within and

beyond their organization

Exceptional

• Understands why things work the way they

do; knowledgeable of trends outside of U.Va.

• May be too timid or lack the

experience to get things done outside

their area

• Willing and able to get things done

through formal and informal channels

• Develops a strong network through the

University; an expert at navigating through

the organization.

• May be too direct or naïve;

conversely, may be seen as too

political or manipulative

• Can navigate complex situations

effectively and quietly

• Anticipates potential problems and plans

accordingly

• May not understand the impact of

their actions; may be unaware of the

needs of other stakeholders

• Is sensitive to the U.Va. culture;

understands other stakeholders and

their needs

• Uses the political process to further

University strategic interests, while creating

goodwill

Behavioral Interview • Tell me about a time when you took a significant personal risk (career, personal). Questions • What newspapers/magazines do you read?

• Have you ever coached a children’s team with parents on the sidelines?

• Tell me about a time when you handled a crisis.

• What do you do to prepare when you know ahead of time that the negotiation will be difficult?

• Tell me about a time when you got a new or revised policy/practice/procedure approved.

• Tell me about a time when you had a project dropped on you (United Way, party, convention, trade show) that you’d never done

before.

• Tell me about a time when you put together and managed a project team.

• Have you ever had to mediate something between two people more powerful than you?

• Tell me about a time when you got something approved under time pressure that was out of the ordinary.


25. People Focus Makes people and their needs a primary focus of action; takes full responsibility for fostering productive people relationships; focused

on creating goodwill.

Unsatisfactory

Is a poor listener; has difficulty clearly

explaining ideas; easily frustrated by

misunderstandings

Effective

Listens more than talks; is patient yet

persistent

Exceptional

Puts others at ease; gains trust quickly

Is viewed as a loner; seldom interacts

with colleagues; aloof

Takes time to get to know colleagues, to

build rapport and establish a common

bond

Demonstrates genuine concern and interest in

others; notes and recalls important information

about others

Works around rather than through

others; discounts or discredits others’

contributions or suggestions

Values, appreciates, and includes others;

acknowledges their perspectives and

ideas

Sees the larger picture; willing to sacrifice

personal goals for the greater good

Takes others for granted; claims others’

ideas, or discredits those ideas entirely

Expresses gratitude and appreciation to

others who provide information,

assistance, or support

Helps others without being asked; volunteers

for special projects; goes the extra mile

Is wedded to own ideas; forces ideas

and suggestions on others; doesn’t

compromise

Finds common ground and solves

problems for the good of the majority

Seeks out opposing views; sees differences as a

strength rather than a weakness

Behavioral Interview • Tell me about a time when you managed a conflict with your boss (teacher, parents). Questions

• Tell me about a time when you were about to get a group to change its mind.

• Tell me about a time when listening kept you out of trouble.

• Tell me about a time when you were in a negotiation with an upset customer?

• Have you ever walked out of a store because the service was slow?

• How do you react when your patience is really tested?

• What was your best success story of you getting a group excited about something?


26. Persistence

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

Unsatisfactory

• Gives up too soon or moves on to

something that’s going better

Effective

• Seldom gives up before finishing,

especially in the face of resistance or

setbacks.

Exceptional

• Consistently sticks to efforts in the face of

overwhelming odds

• May find it difficult to change course

to reach the same objective

• Able to modify a plan in order to reach

an objective

• Changes course with ease; keeps others

focused on the objective

• May hesitate to push when met with

conflict or disagreement

• Pursues work with energy, drive, and a

need to finish

• Takes charge, when called upon, to complete

tasks that others are unable to complete

• Doesn’t attempt tasks more than once

or twice

• Actively works to overcome obstacles

by changing strategies, doubling

efforts, using multiple approaches,

• Often sought out by others to assist in the

creation of strategies to overcome

bottlenecks and complications

• Unable to recognize when a goal

cannot be achieved

• Recognizes when a goal cannot be

achieved, and adjusts focus

• Almost always redirects energy into related

achievable goals, if necessary

Behavioral Interview • Tell me about a time when you were the first to take on a tough issue.

Questions • Tell me about an impossible situation you had to manage.

• Have you ever had to lead people that didn’t want to be led?

• Have you ever tried to champion a cause others had abandoned?

• Tell me about a time when you got results when others tried and failed.

• Do you think there was a time when you kept pushing beyond reason?

• Tell me about a time when you tried your best and failed.

• Would others label you a perfectionist?


27. Plans and Organizes Establishes courses of action for self and others to ensure that work is completed efficiently. Develops ways to get work done;

effectively organizes people and activities; sees opportunities for cooperation and integration where others might not.

Unsatisfactory

• May not anticipate or be able to see

how multiple activities come together

Effective

• Determines project/assignment

requirements by breaking them down

into tasks

Exceptional

• Can comfortably handle projects and

assignments that are risky and filled with

uncertainty

• May be a seat-of-the-pants performer

scratching it out at the last minute, or

spends too much time obsessively

reviewing/revising content

• Allocates appropriate amounts of time

for completing own and others’ work;

• Develop strategies to complete work by

actively spending time to understand and

analyze group processes

• May avoid planning and come across

to others as disorganized; conversely,

may micromanage people and

projects

• Avoids scheduling conflicts; develops

timelines and milestones

• Adjusts effectively and is more than tolerant

of normal chaos in work processes

• May not know how to find and

arrange people, materials, budget,

• Takes advantage of available resources

to complete work efficiently

• Is an expert at marshalling resources to get

things done

• Performance decreases as the number

of simultaneous activities increase

• Can orchestrate multiple activities at

once to accomplish a goal

• Never loses his/her effectiveness when things

don’t go as planned

• Doesn’t follow an orderly method of

setting goals and laying out work

• Measures performance against goals;

evaluates results

• Consistently exceeds performance goals;

most often using SMART goals

Behavioral Interview • How do you allot your work time? Questions

• Tell me about a time when you had to set overall direction for a group.

• When two people need you at the same time, what do you do?

• What factors contribute to you making a decision you feel confident about?

• Have you ever taken over a team that was badly managed?

• When the group is confused or working on many things at once, what do you do to restore focus?

• When you were in a leadership position/running a task force or project, tell me about how you organized the work load, followed up,

set objectives, and checked in with people.

• Tell me about a time when you put together and managed a project team.

• Tell me about a time when you planned and pulled off a complex assignment.

• How do you involve others in helping determine priorities? Give me some examples.


28. Quality Focus Continually seeks to improve work processes, products and services. Sweats the details. Ensures that work is free from errors and is

accomplished safely; takes action to correct problems

Unsatisfactory

• Produces work that is below the

quality standard; contains errors, and

usually requires rework

Effective

• Delivers work which meets the needs

of internal and external customers

Exceptional

• Produces work that is always among the best

• May be careless and unconcerned for

quality results; conversely,

perfectionism may limit productivity

• Initiates action to correct problems or

notifies others of issues as appropriate

that impact work quality

• Anticipates and takes action to avoid quality

problems

• Doesn’t follow effective, accurate,

and efficient work processes

• Watches over job processes, tasks, and

work products to ensure freedom from

errors, omissions, or defects

• Creates effective work processes and ways to

measure quality

• Doesn’t know, or doesn’t want to

learn the tools and techniques to

improve work processes

• Leverages technology to positively

impact quality

• Is in the forefront for using tools and

techniques to improve work processes

• May not listen to others about

improving work design

• Is open to suggestions and

experimentation

• Empowers others to design their own work

processes, lending assistance, if necessary

• Unaware of safety standards. May

not follow safety procedures or report

problems

• Understands and applies safety

standards. Reports and corrects safety

problems

• Creates an environment committed to

upholding safety standards

Behavioral Interview • Have you ever left a job or company over a matter of ethics or values?

Questions • Tell me about a time when you had to manage a crisis situation.

• As it pertains to you current position, do you have any current ideas or thoughts that might lead to successful innovations?

• What do you consider your best innovation?

• Tell me about a time when you organized and managed others on a complex task from start to finish.

• Tell us about a time when you took responsibility for an error and were held personally accountable.

• Sometimes it is essential that we break out of the routine, standardized way of doing things in order to complete the task. Give an

example of when you were able to successfully develop such a new approach.

• Have the jobs you held in the past required little attention, moderate attention, or a great deal of attention to detail? Give me an

example of a situation that illustrates this requirement.


29. Technical/Professional

Knowledge

Is professionally and technically accomplished to perform one’s job. Achieves an accomplished level of technical and professional skill

or knowledge in position-related areas; consistently staying abreast of current developments and trends in areas of expertise.

Unsatisfactory

• May be using out of date skills and

technologies

Effective

• Has the technical and professional

knowledge to do the job at a high

level of accomplishment

Exceptional

• A subject matter expert.Able to bridge

technical & professional knowledge with

personal, interpersonal, & managerial skills

• Lacks interest or experience in higher

education or in one’s functional area

• Knowledgeable in best practices

affecting his/her department or

function

• Can anticipate future consequences and

trends accurately; is a go-to person for best

practices in his/her department or function

• Doesn’t learn new technical skills

willingly; may be a slow learner

• Willing and able to learn new skills

and knowledge

• Continuously experiments with & creates

new processes in order to be at the leading

edge of innovation in the workplace

• Is among the last to learn or adopt

new technology; is not interested in

learning new technologies

• Does well in technical courses and

seminars affecting productivity; is

eager to learn new things

• Is sought out to explain or instruct in new

technology or business processes

Behavioral Interview • Could you give an example of steps you have undertaken to keep your skills current in your present job? Questions • What’s coming next in your technical area? What or who’s at the leading edge?

• What’s the latest new technical trick or skill you have learned and applied?

• Tell me about a time when you became too hands-on and had to let go.

• What’s the most significant improvement you have ever made to a work process?

• Tell me about a time when you were an early adopter of some new technology.

• Have you ever made a suggestion to improve a work flow that your supervisor accepted and implemented?

• Tell me about a time when you moved into a job where the work processes/systems/work groups were delivering poor quality and had

to be fixed.


30. Values Diversity and

Equity

Demonstrates a commitment to equity and diversity in one’s work. Collaborates with and involves others with divergent viewpoints, as

well as diverse people and groups, contributing to developing an environment that is equitable, inclusive, respectful and cooperative.

Unsatisfactory

• Only works with people that he/she is

comfortable with

Effective

• Works with others because of their

talents and contributions, rather than

personal attributes

Exceptional

• Never shows an inappropriate preference for

a single group of people; actively reaches out

to others

• Is not interested in differing

viewpoints and insights

• Seeks out and uses ideas and talents

from various sources and individuals

• Champions inclusiveness; involves others to

improve results and increase support

• May act inappropriately with those

different from him/her

• Establishes relationships with and

learns more about people with

different characteristics, experience,

perspectives, and backgrounds

• Creates effective teams that reflect the

spectrum of differences in the community

• Doesn’t see the business value of

diversity; may ignore compliance

requirements

• Advocates the value of diversity to

others; takes actions to increase

diversity in the workplace; applies

diversity laws, regulations, and

organizational policies to own work

• Champions diversity; confronts inappropriate

behavior by others

• May carry around negative and

demeaning stereotypes he/she has

trouble getting rid of

• Examines own biases and behaviors to

avoid stereotypical actions or

responses; plans and takes actions that

consider the diversity of those

involved or affected

• Continuously challenges own biases and

assumptions; knows personal strengths, and

weaknesses; is receptive to talking about

shortcomings

Behavioral Interview • What is the most diverse team you have been a part of?

Questions • Give a specific example of how you have helped create an environment where differences are valued, encouraged and supported.

• Tell us about a time when you had to adapt to a wide variety of people by accepting/understanding their perspective.

• What have you done to further your knowledge/understanding about diversity? How have you demonstrated your learning?

• What have you done to support diversity in your unit?

• Tell us about a time when you had to adapt to a wide variety of people by

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