Learn about the 56 most important competencies and skills required for business success

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Role

efficiency

1

Strategic leader

Defines the long-term strategy and priorities for the entire organization. Creates structures, develops policies, aligns organizational pre-existing linkages, and allocates resources for large,

complex organizations to achieve broad enterprise goals. Decisions and actions directly affect the entire organization.

2

Operational Commander

Translates strategy into operational plans. Interacts across functions to create the programs, processes,

and systems that enable strategy execution. Overhauls complex initiatives, prioritizes resources, and manages a broad range of activities affecting an entire planning function or unit.

3

admin

Oversees the day-to-day activities and results of the working group. Ensures proper implementation of work processes

and achievement of certain standards. Provides direction, training, and direction using established guidelines and policies.

4

The professional expert

Uses deep technical expertise to develop and interpret guidelines, design new processes, and resolve complex issues.

Provides advice and guidance on all matters related to area of expertise. Sets priorities and plans for multi-phase projects.

5

Coordinator/Organiser

Coordinates operations, resources, and tasks to help improve the efficiency and effectiveness of operations for a department or unit.

Organizes and schedules activities and events using general guidelines. Uses technical knowledge and experience to analyze information and solve challenging and sometimes unusual problems

6

service provider

and troubleshoot public relations issues. Performs transactional activities, often in fast-paced and high-volume situations, to carry out the work of the department.

1

Leadership

Definition of efficiency

Performance indicators

Accountability: Willing to take personal responsibility for organizational results and can be relied upon during challenging times. Holds himself and his team accountable for results.

1. Shows personal commitment to the team.
2. Knows the strengths, weaknesses, opportunities and limitations of self and team. It uses this information to create and provide realistic expectations.
3. Learns from mistakes and does not blame others for negative results.
4. Success is defined in terms of the entire team.
5. Can be relied upon to diligently complete tasks and fulfill assigned responsibilities without being urged by others.

Change Leadership: Effectively identifies the need for change and energizes others to adapt to a variety of new situations, structures, processes, or requirements

1. Recognizes own approach to change and recognizes that others may react differently.
2. Understands the social and technical aspects of driving change.
3. Develops strategies to reduce resistance, communicate shared meaning, and build organizational support for change.
4. Encourages and engages stakeholders in change activities.
5. Explains the rationale for change while taking the time to understand and work through emotional connections and reactions to change.

Empowerment: Provides essential resources and support. Conveys confidence in others’ ability to successfully accomplish new and challenging tasks.

1. Allows others to make decisions and solve problems in their own field. Avoid making decisions or “taking over” responsibility for others unless required to do so.
2. Preferably providing guidance as needed rather than describing solutions.
3. Recognizes achievements and builds morale by sharing gains and successes.
4. Understands the resources needed to complete tasks and works to secure them.
5. Involve others in decisions that affect their work.

Impact: Moves others to action by respectfully and sensitively translating organizational values, ideas, and priorities into tangible activities that people want to support.

1. Examines the environment for key information to develop effective strategies for influencing. Explains complex issues clearly and credibly and uses persuasive arguments to convey conclusions and ideas.
2. Understands and appeals to others’ personal needs, motivations, and emotions.
3. Adjusts style and approach as necessary based on circumstances.
4. Uses integrity, experience, and appropriate messaging to move others into action.

Leading by Example: Setting a personal example by demonstrating desirable behaviors in others and making decisions that are consistent with organizational values.

1. Has a good sense of important behaviors and reinforces/rewards these behaviors through priorities, communication, and actions.
2. Demonstrates consistency between communication and interpersonal behaviour.
3. Demonstrates organizational values and holds others accountable for it.
4. Adheres to the same expectations and guidelines as others. It does not create special rules, guidelines, or privileges for itself.
5. Participates in team loads by providing direction, education, insight, and support when the team is working through challenging situations.

Motivation: Creates a climate in which people are passionate about their work, see value in what they do, and want to do their best.

1. It helps others to see and feel the importance of their work.
2. Takes time to relate work to the intrinsic motivators of others.
3. It speaks a lot in terms of short and long term effects and benefits.
4. Shares ownership and vision for success with others and encourages their input.
5. Builds confidence by focusing on strengths and not dwelling on shortcomings.

Talent Development: Fosters an environment that identifies opportunities for growth, encourages learning, emphasizes knowledge transfer, and supports targeted professional development efforts.

1. Provides challenging and extended tasks and duties.
2. Asks thought-provoking questions and provides timely feedback to help others learn from their experiences.
3. Recognizes the career goals of others and looks for on-the-job development opportunities to improve relevant skills.
4. Sets expectations for learning by asking others what they have learned and how their learning supports personal or managerial success.
5. Realizes that developing the talent pipeline is important and supports talent mobility when it is in the best interest of the employee and the organisation.

Vision: Expresses future possibilities, conveys a compelling and inspiring sense of purpose, and outlines a path forward that calls for emotional and logical commitment.

1. He talks constantly and optimistically about the possibilities.
2. Translates the “big picture” into everyday activities and behaviors.
3. Challenges others to relate personal vision to the organization’s vision.
4. Honors past accomplishments while looking forward to a new beginning.
5. It galvanizes individual and collective interest in a new favorite country by painting a picture that appeals to a diverse group of people.

2

relations

Definition of efficiency

Performance indicators

1. Makes others feel important and genuinely interested in their success.
2. Finds time to interact with others and get to know them.
3. Shows honesty and keeps commitments. Does not over-promise or misrepresent personal capabilities.
4. Handles sensitive or confidential information responsibly.
5. Shows a willingness to be vulnerable.

Cooperation: identifies opportunities and takes the necessary actions to exchange ideas, work to achieve common goals, and build relationships between one’s field of work and other fields.

1. Finds common ground and works with others to create “win-win” situations.
2. Maneuvers political positions and creates opportunities for groups to work together.
3. Being transparent about vested interests and seeking to understand the needs of other groups in order to generate high quality solutions and interactions.
4. Willing to share information and resources to improve group results.
5. Respects other people’s schedules and time commitments, and makes good use of time by avoiding unnecessary meetings and activities.

Conflict Management: Helps others resolve complex, sensitive, or conflicting points of view. Encourages constructive conflict and propagates destructive conflict by helping others resolve issues themselves or mediate if necessary

1. Identifies common causes, signs and effects of conflict. Recognizes the point at which conflict becomes destructive and intervenes appropriately.
2. Shows respect for the needs and points of view of all parties to the conflict. Maintains an open, neutral and fair attitude.
3. Helps others resolve their own conflicts rather than solving or fixing problems for them.
4. Effectively mediates conflict when necessary.
5. Sees value in constructive conflict. Does not try to eliminate the conflict for the sake of harmony.

Consulting and Advising: Uses technical and/or practical expertise to provide direction and help others identify opportunities, solve challenges, and impart knowledge.

1. Understands stakeholder needs and concerns in the short and long term.
2. Keeps stakeholders’ best interests in mind, and feels comfortable challenging stakeholder perspectives and current practices when necessary.
3. Communicates openly and frequently regarding expectations, schedules, and deliverables.
4. Provides sound recommendations based on facts, observations, and best practices.
5. Directs others in making decisions but does not prescribe a course of action.

Cultural Competence: Creates an environment that embraces and values diversity, values different viewpoints, and supports fair treatment and equal opportunity.

1. Build relationships with people from other cultures and backgrounds.
2. Looking for ideas, opinions and insights from a variety of sources.
3. Respects the talents and contributions of all individuals. Recognizes people as people, not as members of a group.
4. It strives to remove barriers to achieve diversity of cultures and ideas.
5. Does not make decisions based on individual or group stereotypes.

Customer Focus: Establishes productive relationships with customers by viewing processes and outputs through the eyes of the customer, identifying and meeting customer needs, and taking responsibility for satisfaction.

1. Obtains direct customer information and uses it for improvements.
2. Works promptly with customer needs in mind.
3. Deals with angry customers by hearing them out, empathizing with them, apologizing, and taking personal responsibility for resolving customers’ problems/issues.
4. Establishes good rapport by helping all customers feel valued, valued, and involved. One client is not preferred over another.
5. Ensures that customer information is accurate, timely and relevant.

Empathy: Is intentionally aware, sensitive, and respectful of the thoughts and emotions experienced by others. Actually trying to feel what someone else is feeling by imagining him/herself in the same situation.

1. Tries to understand other people’s experiences before making judgments or taking action.
2. Shows appreciation for the knowledge, skills, and preferences of others.
3. He really cares about people and is available and willing to help.
4. Interacts with others in a way that addresses their needs and feelings, without attaching or perpetuating negative feelings.
5. Responds with sincerity and concern but does not pretend to understand “exactly” what other people are feeling or experiencing at any given moment.

Relationship Building: Creates mutually beneficial and constructive working connections between individuals or groups. Uses a network of positive relationships to enhance personal effectiveness.

1. Maintains an open, friendly manner, and treats others fairly and with respect.
2. .Easy to get close to and build a strong relationship.
3. Extra effort is spent to provide support and put others at ease.
4. Communicates frequently with other people to learn more about their work or common goals.
5. Contributes to relationships by providing guidance, input, support, assistance, etc. that benefit others in the relationship.

Teamwork: Works cohesively with others, actively participates within groups to achieve team goals, supports other team members, and builds on strengths to make the team better.

1. Listens and responds appropriately to the ideas of others, and actively participates in team discussions.
2. Encourages alternative perspectives in order to enhance team results.
3. May challenge recommendations within the team, but publicly support the team’s decisions.
4. Model personal adherence to team guidelines and standards, and provide action suggestions to enhance team functionality and effectiveness
5. Publicly shares ideas, feedback, recommendations, and resources with the team

3

Telecommunications

Definition of efficiency

Performance indicators

Active Listening: Focus fully on what is being communicated, ask questions to ensure understanding, and respond in a way that conveys interest.

1. Asks open-ended, clarifying questions and has the patience to hear people.
2. Makes positive nonverbal gestures, including appropriate eye contact, head nods and facial expressions, to show interest in what is being said
3. Observe the nonverbal actions and reactions of others.
4. Paraphrasing and summarizing are used to check for understanding.
5. Accurately rephrases other people’s opinions even when they don’t agree.

Facilitation: Uses group processes and techniques to provide information and guide group discussions related to complex ideas, new concepts, or new business directions.

1. Provides clear directions and discussion materials to guide group activity.
2. Engages all members in the discussion and builds on contributors’ ideas.
3. Know when a group is off track and redirect the conversation.
4. It helps others share information, develop a common understanding, or come to an agreement.
5. Helps members develop insights and stay engaged with the mission.

Having difficult conversations: Initiates and participates in difficult discussions in a way that protects self-esteem, promotes mutual understanding, and helps resolve conflicts.

1. Provides honest feedback while avoiding personal attacks.
2. Deals with challenging behavior firmly, fairly and in a timely manner.
3. Uses appropriate interpersonal techniques and empathy to reduce stress.
4. Remains objectively open to facts, behaviors, and emotions.
5. Focuses on actions, behaviors, and outcomes rather than blame or judgment.

Organizing Communication: Establishes formal and informal channels of communication and uses appropriate methods, messages, and timing to disseminate information effectively.

1. Identifies audience needs and adjusts messages to meet those needs.
2. Determines the most effective communication methods for different stakeholders or situations.
3. Establishes procedures for collecting and reviewing information.
4. Shares relevant information prior to changes.
5. It encourages an open flow of accurate and useful information without getting involved in the rumor mill.

Presenting Information: Shares information effectively in a variety of settings from one-on-one meetings to large group presentations

1. .Delivery structures of information so that the audience understands it.
2. Anticipates, and has an answer to, questions, concerns, and feedback.
3. He uses similes, body language, inflection of voice, humor, etc. to keep the audience’s attention.
4. Adjusts the style, length and tone of the presentation according to the interests and needs of the audience.
5. Ensures that graphics and data visualizations are easy to read and understand.

1. Defines purpose and importance, then conveys instructions in a logical sequence.
2. Explains concepts in multiple ways including using relevant examples.
3. Checks understanding by seeking input and feedback from the audience.
4. Provides timely and consistent communication to all relevant stakeholders.
5. Ensures that instructions are short, simple, easy to remember and actionable.

Writing Skills: Writes clearly and concisely using a variety of communication styles to share important information and create the desired impact.

1. Uses audience-appropriate phrasing and writing style to convey complex ideas.
2. State logically the argument, hypothesis, and conclusion.
3. Maintains the reader’s attention by using an engaging style and tone.
4. Format written messages in a way that is easy to read (ie appropriate use of bullet points, outlines, headings, subtitles, etc.).
5. Demonstrates effective use of grammar including syntax, mechanics, and word usage.

4

Administration

Definition of efficiency

Performance indicators

Work management: identifies tasks and activities required to achieve desired results, then assigns, directs, and monitors the work of others as needed to ensure work is completed effectively and efficiently.

1. Communicates the course of action and expectations with the people doing the work and ensures that everyone understands their role.
2. Clearly assigns responsibility for tasks and decisions. Delegates decision-making authority and redistributes responsibilities when needed.
3. Works with others to set meaningful, relevant and measurable performance goals that support or enable desired results.
4. Creates feedback loops to ensure continuous discussion about obstacles, achievements, and performance against targets.
5. Monitors progress and promptly takes corrective action to keep work on track.

Multi-tasker: Makes use of personal time and resources to complete several tasks or tasks simultaneously while ensuring that deadlines and quality standards are met.

1. Manages own time, priorities, and resources to achieve multiple goals.
2. It works effectively on several interrelated tasks simultaneously.
3. Prioritizes tasks according to importance and deadline, and focuses time and effort accordingly.
4. Demonstrates the ability to shift focus from one task to another without being distracted or preoccupied with competing tasks.
5. Respects the importance of personal interactions and avoids working on other things during personal interactions.

Organizing and Planning: Arranges information, materials, schedules, and resources to achieve goals. Breaks down large projects into smaller, more manageable components and uses prioritization and effective time management to complete work within each component.

1. Organizes people, activities, and resources in a way that builds on strengths and supports the efficient completion of work.
2. Accurately estimates the length and difficulty of tasks and projects.
3. Coordinates with internal and external partners to coordinate multiple activities often occurring simultaneously.
4. Anticipates and adjusts for new opportunities, problems, and barriers.
5. Maintains focus on desired results and does not allow scope of work to become unreasonable, unrealistic or unfeasible.

Process Design: Create processes, procedures, and infrastructures that maximize customer value and minimize waste, repurposing existing resources to allow work to be done more efficiently and effectively.

1. Process planning is used to visually define processes in terms of component parts, activities, work flows, inputs, and outcomes.
2. Analyzes how work is currently being done and how to move to a preferred state.
3. Takes a fresh look at processes and re-engineers them from scratch when necessary.
4. Committed to continuous improvement through inquiry and trial and error.
5. It simplifies complex processes and creates opportunities for synergy and integration in order to get more with less.

Results Orientation: Feels a strong need for achievement and focuses efforts and resources on consistently achieving short and long term goals. He constantly challenges himself and his team to achieve meaningful results.

1. Frequently discusses goals and desired outcomes in a manner that builds commitment.
2. Drives self and others to consistently achieve or exceed desired results without compromising core processes, policies, or organizational values.
3. Does not easily accept setbacks as reasons for not achieving goals.
4. Pursues work with energy, drive and the need to make a difference. He often seems frustrated with the current situation and wants to make things better.
5. Adjusts short-term expectations in order to ensure long-term results.

Strategic Alignment: Understands the strategic direction of the organization and how the organization must change to achieve the strategic goals. Translates broad and long-term goals into operational terms and aligns individual efforts to achieve them.

1. .Has extensive knowledge and perspective of the organization and the market.
2. Understands how external trends and events affect the organization as a whole, and can explain these connections to others.
3. Keeps long-range plans and strategic direction in mind while evaluating operational goals and/or deciding on courses of action.
4. Helps others understand the relationship between short-term individual or departmental goals/actions and long-term organizational goals.
5. Uses personal examples and stories to share a compelling connection to the organization’s vision. He invites others to do the same.

Strategic Planning: Holistically explores the current and preferred states of the organization and uses structured methods to determine the organizational direction, key actions, and success indicators required to achieve the preferred state.

1. Identifies patterns, trends, and demographic shifts that are likely to affect the organization several years into the future.
2. Accurately anticipates future opportunities and consequences associated with changes in the organization’s internal and external environment.
3. Uses predictive models, key information, and logical assumptions to identify and prioritize future needs and key strategic actions.
4. Integrates the organization’s values, core strengths, business needs, market trends, and compelling vision into actionable plans that meet organizational goals.
5. Involve stakeholder groups in the planning process and communicate results in a way that provides vision, purpose and direction.

5

the information

Definition of efficiency

Performance indicators

Analytical thinking: breaks down complex ideas or situations into component parts and uses logic to understand how each component works. Uses data and observation to evaluate options, test solutions, and predict results.

1. Gathers information by observation, benchmarking, interviews, and general investigation from a variety of sources to reach a conclusion.
2. Evaluates information constructively with a level of skepticism.
3. Distinguish between important and irrelevant information.
4. Identifies patterns and inconsistencies in data to confirm or refute assumptions.
5. Uses data to develop a conceptual understanding of how and why things work the way they do, and draw relevant conclusions.

Decision making: uses data, situational awareness, and judgment to choose a course of action.

1. Requests data from various sources to understand the situation and possible outcomes.
2. Understands multiple choices and unintended consequences of decisions.
3. Carefully evaluates and points out the pros and cons of different decisions.
4. Considers time constraints and makes informed decisions under tight deadlines.
5. Solutions and suggestions prove valid and accurate when evaluated over time.

Financial acumen: Understands financial concepts, methods, reports, and processes, and knows how this information affects the department. Interprets and uses financial information appropriately.

1. Recognizes the personal role in the financial performance of the organization.
2. Understands how goals and tasks affect the financial results of the organization.
3. Incorporates financial influence into the decision-making process.
4. Understands, interprets, and communicates what drives revenue, costs, and profits.
5. Has a working knowledge of relevant policies, terms, and acronyms associated with financial functions and tasks

Information Gathering: Systematically investigates questions and situations to gather and organize relevant information in an understandable and usable manner.

1. Knows where and how to access the correct information.
2. Follows up with potential customers for additional sources of data.
3. Establishes procedures/standards for information collection and review.
4. Clearly documenting sources and organizing information according to research needs.
5. It reduces redundancy and discards information that is not directly related to the question or situation being addressed.

Problem Solving: Identifies and understands problems before generating solutions. Systematically identifies root cause and solutions, takes action and then evaluates results.

1. Involve others to ensure a comprehensive view of the problem and potential solutions.
2. Take time to fully understand the problem and don’t jump straight to solutions.
3. Test multiple solutions to determine effect and effects.
4. Uses analysis tools to gain a comprehensive view of the problem, its causes and consequences.
5. Balances analysis with the need for action, avoiding over-analysis.

Systems thinking: looks at organizations holistically and understands the interdependence of people, tasks, power, and resources. Identifies the connections between system components and understands how a change in one component affects others.

1. Understands how components of large organizations or systems interact and interact with each other to influence the system as a whole.
2. Every action is seen as having consequences that affect all other parts of the system.
3. Identifies patterns and links between components that are not clearly linked.
4. Realizes that every system has variance and avoids the temptation to take short-term actions in response to normal fluctuations.
5. Focuses on creating more effective or efficient interactions between system components in order to maximize performance.

6

Agility – speed of movement

Definition of efficiency

Performance indicators

Adaptability: Modifies behaviors and approaches in order to deal effectively with changes in work environments, requirements, processes, or tasks.

1. You can decide and act without getting the big picture.
2. Shows a positive attitude in the face of ambiguity and change. Comfortable acquiring new skills necessary for new tasks.
3. He doesn’t get upset or discouraged when things are up in the air.
4. Asks questions and seeks assistance to understand and respond effectively to changes.

Creativity: Imagination is used to develop new perspectives and ideas, to challenge pre-existing concepts, and to find new ways to approach problems.

1. Comes up with new and possibly unusual ideas or methods.
2. Experiments with ideas, methodologies, and practices to find better ways of doing things.
3. Uses brainstorming and other techniques to manage the creative process.
4. Take time to generate multiple ideas or solutions before evaluating.
5. Examines tasks, problems, or situations from multiple perspectives in order to gain a “new look” or better understanding.

Flexibility: Open to alternative courses of action and willing to share time and experience to support completely undefined ideas.

1. Realizes that there are a variety of ways to accomplish a specific task.
2. Willing to take on new duties or try new approaches. He doesn’t say, “This is not my job.”
3. Recognizes the value of other perspectives and different techniques.
4. Supports alternative courses of action when things do not go as expected.
5. Routinely identifies options and contingency plans.

Innovation: Taking advantage of new opportunities, ideas, technology or methods to transform new ideas into new solutions that add significant value to the organization.

1. Apply new ideas to create tangible results that change existing paradigms.
2. Thinks of problems in terms of desired results and opportunities.
3. Connects seemingly unrelated ideas, events, and circumstances to find unique solutions.
4. Reuse or find new uses for pre-existing resources or processes.
5. Anticipates future needs and creates preventive solutions.

Agility Learning: Seeks new information and quickly applies existing knowledge and experience to new situations or challenges.

1. Actively participates in learning activities.
2. Versatile in their approach to learning new things.
3. He inquires deeply about the way the work is done and why.
4. Solicits feedback when mastering new ideas, skills, or concepts.

7

Characteristics – Attributes – Characteristics

Definition of efficiency

Performance indicators

Action Orientation: Shows a sense of urgency, acts promptly, responds to requests, performs tasks, and takes action. Shows initiative and does not procrastinate.

1. Maintains high energy and works hard to complete important tasks.
2. He feels the need to do something and likes to get things done quickly.
3. It steadily pushes oneself and others to action and movement.
4. Willing to get going with minimal planning in order to get things moving quickly.
5. He does not over-analyze the situation and feels comfortable taking risks

Advocacy: Shows emotion, actively promotes, and solicits support for a cause, program, idea, or person.

1. Shows a strong personal commitment to creating support and promoting the welfare of a particular cause, programme, idea or person.
2. He speaks about an issue with knowledge, conviction and passion.
3. Seizes opportunities to challenge others and to form points of view.
4. Seizes opportunities to challenge others and to form points of view.
5. He does not place self-interest above the collective interests of the cause.

Attention to detail: Produces high quality results by vigilantly checking all aspects of work to ensure accuracy, completeness, and freedom from errors or omissions.

1. Constantly attends to every aspect of the assignment, no matter how small.
2. Performs tasks in a thorough and accurate manner.
3. Performs checks and re-checks to ensure accuracy and completeness.
4. He compares the finished work to what he expects to find discrepancies.
5. It does not omit details that will not be communicated, shared, or seen by others.

Calmness: Clarifies emotions appropriately, maintains emotional control in ambiguous or stressful situations, and performs effectively despite adversity.

1. Remains calm, and may calm others down, during high stress situations.
2. Deals with conflict without undue stress and nervousness.
3. Works through stressful situations deliberately and thoughtfully.
4. Does not get defensive or show frustration when being resisted or blocked.
5. Manages emotional reactions and distress to meet the needs of the situation.

Confidence: Willing to defend ideas and maintains a justified belief in one’s ability to be effective. Takes new opportunities with expectations of success.

1. Openly expresses ideas, recommendations, and positions that others should consider.
2. He encourages direct and thoughtful discussion regarding his ideas and perceptions.
3. He is not afraid of being wrong, but he is also not focused on being right.
4. He faces adversity head on, and seems to know what to do in difficult situations.
5. Displays a belief in abilities and self-worth that does not require validation by others

Perseverance: Has the determination and determination to achieve goals or complete tasks in spite of barriers and resistance. She is not easily discouraged by failure or obstacles.

1. Looks for more effective ways to get something done when previous efforts have failed.
2. He rarely gives up before finishing, especially in the face of setbacks.
3. Works to achieve goals despite barriers or difficulties.
4. Learns from initial failures and finds other ways to complete tasks.
5. Appropriate follow-up with others to obtain needed information or assistance, and escalate situations that require attention.

Positive interaction: treats others with respect and courtesy. Displays a positive, welcoming, and friendly demeanor when interacting with others.

1. Smiles and displays friendly, welcoming facial expressions and gestures.
2. It shows optimism and helps others see things in a more positive light.
3. Accept people for who they are. Withholding or suspending judgments and ratings.
4. Identifies and expresses the strengths and positive traits of others.
5. Doesn’t make others feel inferior, unimportant, or inadequate.

Professional Courage: Willing to defend positions or take action that may be unpopular. Appropriately challenges others to advance alternative perspectives or courses of action.

1. Willing to call out or report discrepancies that don’t seem to make sense.
2. Does not ignore or avoid uncomfortable conversations or situations.
3. Says what needs to be said, but uses appropriate approach, tone, and timing to raise disagreements, concerns, or sensitive topics.
4. Initiates conversation and/or action even when results are uncertain.
5. Expresses concern in the context of what is best for the organization

Seeking feedback: Willingly seeks feedback and advice without being defensive. Learns from others’ experiences and perspectives, and uses that information to improve.

1. Constructive feedback is frequently requested and used to make improvements.
2. Proactively seeks advice regarding development opportunities.
3. Observes closely and asks questions of others to learn new techniques or approaches.
4. Recognizes a situation and seeks feedback at appropriate or favorable times.
5. Invites others to share insights about ideas, actions, behaviors, or work outputs.

Self-awareness: Has a good understanding of personal strengths, weaknesses, limitations and tendencies. Knows how personal behaviors affect others, and seeks input to discover and address blind spots.

1. Understands particular behavioral tendencies, strengths, weaknesses, and limitations.
2. Does not overestimate personal abilities based on strengths, and does not justify poor results based on weaknesses.
3. Understands how behaviors and actions affect others.
4. Displays a continuous commitment to self-learning and self-improvement.
5. Researches and acquires new methods, ideas, and information that will improve personal performance and interactions with others.

8

technology and expertise

Definition of efficiency

Performance indicators

1. Subscribe to technical magazines, blogs, publications, etc. to keep abreast of new developments in technology and tools.
2. Creates and maintains professional networks that discuss technology-related topics.
3. Regularly experiments with new software applications and developments.
4. Attends relevant workshops, webinars, lectures, classes, conferences, etc.
5. Identifies technology experts and makes a point to learn from them

1. Possess working knowledge of office software (eg MS Word, Excel, Outlook, PowerPoint, etc.) required for this position.
2. Knows how to use a variety of systems and applications as required for the specific position.
3. Demonstrates proper technique and product knowledge when using tools, electronic devices, software applications, and equipment.
4. System setup and maintenance tasks can be performed as required.
5. Troubleshoot technology-related issues and take appropriate action.

9

Of experience

Definition of efficiency

Performance indicators

Job Knowledge: Demonstrates relevant skills and knowledge associated with an occupation or subject area. Familiar with current issues, best practices, compliance requirements and new developments in the business.

1. Has a strong working knowledge of contemporary theories, concepts, practices and issues related to the field of work.
2. Familiar with compliance, regulatory requirements and current issues.
3. Ensures proper understanding, interpretation, and correct application of institutional laws and policies related to one’s work.
4. Learns from ‘best practice’ examples and applies or incorporates learning.
5. Maintains professionally required licenses and certifications.

Institutional Knowledge: Familiar with the organization’s activities, resources, business structures and processes inside and outside the own division. Knows how work is done and who to contact for information or assistance.

1. Familiar with current events and activities across the organization and understands how they may impact the department.
2. Knows where to find resources, information, support, or help.
3. Familiar with the internal structure of the organization and understands how work is done through formal and informal channels.
4. Familiar with the objectives, priorities, and “micro-cultures” of other departments.
5. Knows how the organization’s systems and departments interact with each other.