PERFORMANCE MANAGEMENT SYSTEM

Performance Year: 2010/11

Name: Present Position Title and Date assigned: Immediate Supervisor's Name: Last Position Held: Date of Last Promotion Personal Identification Number: Division / Department / Section: Next Level Manager: Division / Department / Section: Date of joining:

Trainings
Training programs attended after joining: Dates Course Institute/Trainer Location

PERFORMANCE SUMMARY
Performance Review For the YearPID: Name:
Manager's assessment of skills and behaviours used to achieve the results (Refer to the Event Behaviour Form) PMS-Part IV

Review Period

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

Objective Rating Competency Rating Final Rating

0.00 0.00 0.00

Manager's Signature

Date:

Individual
Comments on Review Comments

Next Level Manager

Signature:
(The individual's signature indicates that this view has been discussed with their managers)

Date:

Signature:

Date:

PERFORMANCE OBJECTIVES
Objectives for the year PID:
No. period)

Name:
Weightage Time Period (%) 1 Quarterly Review 2 3 4 Rating
Manager's

Sr. Objectives (Summarize 4-6 important SMART objectives

you and your manager agreed to at the beginning of this

Rating

Manager's Comments on your results

Professional Objectives 1

8 Individual / Developmental Objectives 15

16

TOTAL

0%
Changes in plan during review should be recorded here:

We agree that the above set objectives and targets are a fair basis for planning and evaluating the work

Performance Rating
Employee Signature/Date R1 R2 R3 R4 Supervisor's Signature/ Date EX=5 EE=4 ME=3 BE=2 NA=1 Exceptional Exceeds Expectations Met Expectations Below Expectations Not Accepted

Consistently and significantly exceeds expectation, rarely needs supervision Consistently meets and frequently exceeds expectations. Requires only occasional supervison Meets and occasionally exceeds expectations. Requires only a normal amount of supervision Inadequate results achieved. Requires considerable supervision Inadequate results achieved consistently. Requires supervision for same tasks repeatedly

COMPETENCY EVALUATION FORM

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

Assessment Ratings
5 4 3 2 1 EX EE ME BE NA Exceptional

Assessment Definitions
Consistently and significantly exceeds expectation, rarely needs supervision

Exceeds Expectations Consistently meets and frequently exceeds expectations. Requires only occasional supervison Meet Expectations Meets and occasionally exceeds expectations. Requires only a normal amount of supervision Below Expectations Inadequate results achieved. Requires considerable supervision Not Accepted Inadequate results achieved consistently. Requires supervision for same tasks repeatedly

ASSESSMENT

ATTRIBUTES

Rating

Immediate Supervisor's Comments

Establishing Focus Health, Safety & Environment Orientation

CORPORATE COMPETENCIES Detail Orientation

Fostering Teamwork

Developing Others Results Orientation TOTAL Application of professional skills / knowledge 0.00

PERFORMANCE Creativity COMPETENCIES

Effective & efficient use of resources TOTAL Work planning & organizing abilities 0.00

MANAGERIAL COMPETENCIES Quality of Decision Making

Effective Delegation and Control

Power of Expression - verbal & written. TOTAL Professional knowledge Intelligence and ability to grasp essentials Productive participation in team INDIVIDUAL COMPETENCIES Tactfulness and Relationships Initiative and Pursuance TOTAL Moral standards and values 0.00 0.00

PERSONAL COMPETENCIES Self confidence

Self Discipline

Ability to inspire & set examples

TOTAL Positive attitude towards work

0.00

BEHAVIORAL COMPETENCIES Behavior under stress.

Perseverance and determination

Adjustment and Adaptability TOTAL GRAND TOTAL AVERAGE MARKS / 6 0.00 0.00 0.00

es only occasional supervison

EVENT RECORDING SHEET

Employee Name: Employee No.: Position: Department/ Section: Supervisor: Performance Period:

This sheet can be used to record/ update, own or subordinate's initiatives, behavior and attitude during events took place in the performance year. The purpose is to have a reference sheet carrying all note able happenings of the year, possibly affect an

S.No

Date

Event

Behaviour

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

CORPORATE COMPETENCIES

ATTRIBUTES

ASSESSMENT
1

2
Set up focus on the tasks & objectives

5
Takes responsibility for developing, communication and gaining commitment to broad organizational goals. Indentifies goals that are not aligned with the organizatinal vision and takes steps to shift the focus. Maintains focus and remains optimistic and persistent even under diversity.

Does not setup focus to the tasks and objectives

Establishing Focus "The ability to develop and communicate goals in support of the business mission"

Settles and directs focus to the Ensures that focus is etablished in objectives. Create personal job proportion to organizational goals and organizational goals priorities. Helps others understand based on organizational how their work related to the vision. orgnizational vision and ensures that job goals are fully aligned with organizational goals.

Does not comply with policies Health, Safety & Environment Orientation

Slightly willing to understand & Complies with Health Safety comply and Environment policies.

Has full awareness of policies and Improves himself according to current procedure also seeks for policies & procedures also encourage improvements. others for compliance. Performs gap analysis and gives his recommendations for the fulfilment of those gaps Inspires team members - Builds the commitment of the team to the organizations mission, goals and values. - Aligns team objectives and priorities with the broader objectives of the organization. - Ensures that appropriate linkages/partnerships between teams are maintained. - Creates an environment where team members consistently push to improve team performance

Fostering Teamwork "Leading and supporting a team to achieve results"

Keeps the team informed Ensures the needs of the - Ensures that team members team and of members are have the necessary information met to operate effectively. - Makes sure the practical - Establishes the needs of the team and team direction/goal(s) for the team. members are met. - Lets team members affected by - Makes decisions by taking a decision know exactly what is into account the differences happening and gives a clear among team members, and rationale for the decision. overall team requirements and - Sets an example for team objectives. members (e.g., respect of - Ensures that the teams tasks others views, team loyalty, are completed. cooperating with others). - Accepts responsibility for the teams actions and results.

Ensures team member input Empowers the team - Values and encourages - Communicates team successes others input and suggestions. and organization-wide contribution - Stimulates constructive to other organizational members. discussion of different points of - Encourages the team to promote view, focusing on the their work throughout the organizations strategic organization. objectives, vision or values. - Establishes the teams credibility - Builds cooperation, loyalty with internal and external and helps achieve consensus. stakeholders. - Provides constructive feedback and recognizes all contributions. - Ensures the respective strengths of team members are used in order to achieve the teams overall objectives.

- Seldom evalutes the scope of work before initiating it - Has minor awareness about the conditions involved.

CORPORATE COMPETENCIES

Detail Orientation "Thoroughness in accomplishing a task through concern for all the areas involved, no matter how small. Monitors and checks work or information and plans and organizes time and resources efficiently."

- Begins with the end in mind - Maintains a checklist, - Evaluates various alternatives schedule, calendar, etc. to to achieve a result ensure that small details are not overlooked - Takes into account various alternatives and conditions involved with these alternatives before taking a decision - Provides information in a useable form and on a timely basis to others who need to act on it

- Always determines the full scope - Provides accurate, consistent of the work before initiating it numbers on all paperwork - Keeps an eye on the bigger - Work requires little or no checking picture to make sure that the work - Writes down important details in performed is according to the work messages or communications so the required details are not lost or forgotten - Stays in touch with the team and - Looks into the pros and cons of gets regular feedback regarding possible attractive alternatives in the performance of the task and its financial, life span and execution quality perspective - Follows policies, procedure, safety and security measures in using various equipment

Shares expertise with others - Regularly shares expertise with team members to support continuous learning and improvement. - Advises, guides and coaches others by sharing experiences and discussing how to handle current or anticipated concerns. Developing Others "Fostering the development of others by providing a supportive environment for enhanced performance and professional growth"

Supports individual development and improvement - Provides performance feedback and support, reinforcing strengths and identifying areas for improvement. - Encourages staff to develop and apply their skills. - Suggests to individuals ways of improving performance and competence.

Promotes ongoing learning and development - Helps team members develop their skills and abilities. - Engages in development and career planning dialogues with employees. - Works with employees and teams to define realistic yet challenging work goals. - Encourages team members to develop learning and career plans and follows-up to guide development and measure progress. - Advocates and commits to ongoing training and development to foster a learning culture.

Provides opportunities for development - Ensures that resources and time are available for development activities. - Ensures that all employees have equitable access to development opportunities. - Provides opportunities for development through tools, assignments, mentoring and coaching relationships etc.

Creates a continuous learning and development environment - Provides long-term direction regarding learning needs for staff and how to pursue the attainment of this learning. - Institutes organization-wide mechanisms and processes to promote and support continuous learning and improvement. - Manages the learning process to ensure it occurs by design rather than by chance.

Results Orientation "Focusing personal efforts on achieving results consistent with the organizations objectives"

Strives to meet work expectations - Sets goals and works to meet established expectations; maintains performance levels. - Pursues organizational objectives with energy and persistence. Sets high personal standards for performance. - Adapts working methods in order to achieve objectives. - Accepts ownership of and responsibility for own work.

Consistently meets established expectations - Consistently achieves established expectations through personal commitment. - Makes adjustments to activities/processes based on feedback.

Surpasses established Seeks out significant challenges Pursues excellence on an expectations - Seeks significant challenges organizational level - Exceeds current expectations outside of current job scope. - Models excellence and motivates and pushes for improved - Works on new projects or fellow organizational members to results in own performance. assignments that add value follow his/her example. - Takes on new roles and without compromising current - Encourages constructive responsibilities when faced accountabilities. questioning of policies and practices; with unexpected changes. - Guides staff to achieve tasks, sponsors experimentation and goals, processes and performance innovation. - Holds staff accountable for achieving standards of excellence and results for the organization.

Application of professional skills / knowledge "It is a justified belief in ones ability to do the job, providing an opinion or advice when necessary and being prepared to take a decisive course of action."

Confident in own role - Presents him- or herself in a confident manner and works without needing direct supervision. - Says no in the face of unreasonable demands.

Acts independently - Provides an opinion from his or her own area of expertise. - Makes decisions without deferring unnecessarily to others, and is decisive when the situation demands it. - Has the confidence to admit when they do not know a fact or cannot commit to an immediate view without more research.

Presents confidently - States confidence in his or her own ability and is prepared to stand by difficult or unpopular decisions. - Looks for and gets new responsibilities. - Praises the work of others. - Does not advance own career by tarnishing the reputation of others.

Prepared to challenge and take risks - Speaks out for a course of action even when others disagree. - Takes significant personal or professional risks to accomplish important goals. - Challenges others with respect.

Prepared to coach his collegues - Excellent knowledge and expertise in his profession. - Expert in practical application of his professional knowledge and works hard to maintain high standard's job activites - Has the expertise to coach his team members.

PERFORMANCE COMPETENCIES

Creativity "Questioning conventional approaches, exploring alternatives and responding to challenges with innovative solutions or services, using intuition, experimentation and fresh perspectives."

Acknowledges the need for new approaches - Is open to new ideas. - Questions the conventional approach and seeks alternatives. - Recognizes when a new approach is needed; integrates new information quickly while considering different options.

PERFORMANCE COMPETENCIES

Modifies current approaches - Analyzes strengths and weaknesses of current approaches. - Modifies and adapts current methods and approaches to better meet needs. - Identifies alternate solutions based on precedent. - Identifies an optimal solution after weighing the advantages and disadvantages of alternative approaches.

Introduces new approaches - Searches for ideas or solutions that have worked in other environments and applies them to the organization. - Uses existing solutions in innovative ways to solve problems. - Sees long-term consequences of potential solutions.

Creates new concepts - Integrates and synthesizes relevant concepts into a new solution for which there is no previous experience. - Creates new models and methods for the organization. - Identifies flexible and adaptable solutions while still recognizing professional and organizational standards.

Nurtures creativity - Develops an environment that nurtures creative thinking, questioning and experimentation. - Encourages challenges to conventional approaches. - Sponsors experimentation to maximize potential for innovation.

Uses resources effectively - Protects and uses resources and assets in a conscientious and effective manner. - Identifies wasteful practices and opportunities for optimizing resource use. Effective & efficient use of resources "Ensures the effective, efficient and sustainable use of Public Service resources and assets: human and financial resources, real property and business information."

Ensures effective use of resources - Monitors and ensures the efficient and appropriate use of resources and assets. - Explores ways of leveraging funds to expand program effectiveness.

Controls resource use - Allocates and controls resources and assets within own area. - Implements ways of more effectively utilizing resources and assets. - Assigns and communicates roles and accountabilities to maximize team effectiveness; manages workload.

Implements systems to ensure stewardship of resources - Identifies gaps in resources that impact on the organizations effectiveness. - Develops strategies to address resource gaps/issues. - Ensures alignment of authority, responsibility and accountability with organizational objectives. - Ensures that information and knowledge sharing is integrated into all programs and processes. - Acts on audit, evaluation and other objective project team performance information.

Ensures strategic stewardship of resources - Directs resources to those areas where they will most effectively contribute to long-term goals. - Sets overall direction for how resources and assets are to be used in order to achieve the vision and values. - Institutes organization-wide mechanisms and processes to promote and support resource management.

Plans tasks and organizes Applies planning principles Develops plans for the Integrates and evaluates plans Plans and organizes at a strategic own work to achieve work goals business unit to achieve business goals. level - Identifies requirements and - Establishes goals and - Considers a range of factors - Establishes alternative courses - Develops strategic plans uses available resources to meet organizes work by bringing in the planning process (e.g., of action, organizes people and considering short-term requirements own work objectives in optimal together the necessary costs, timing, customer needs, prioritizes the activities of the team as well as long-term direction. fashion. resources. resources available, etc.). to achieve results more effectively. - Plans work and deploys resources - Completes tasks in accordance - Organizes work according to - Identifies and plans activities - Ensures that systems are in to deliver organization-wide results. with plans. project and time management that will result in overall place to effectively monitor and - Secures and allocates program or - Monitors the attainment of own principles and processes. improvement to services. evaluate progress. project resources in line with strategic work objectives and/or quality of - Practices and plans for - Challenges inefficient or - Evaluates processes and results direction. the work completed. contingencies to deal with ineffective work processes and and makes appropriate - Sets and communicates priorities - Sets priorities for tasks in order unexpected events or offers constructive adjustments to the plan. within the broader organization. of importance. setbacks. alternatives. - Sets, communicates and - Ensures sufficient resources are - Makes needed adjustments to - Anticipates issues and revise regularly assesses priorities. available to achieve set objectives. Work planning & organizing abilities timelines, steps and resource plans as required. "Defining tasks and milestones to achieve objectives, allocation. - Helps to remove barriers by while ensuring the optimal use of resources to meet - Directs issues to appropriate providing resources and those objectives" bodies when unable to resolve encouragement as needed. them within own area of responsibility.

Mistrusts his subordinates or entirely relies on them Effective Delegation and Control "Authorizing other's on ones behalf and making sure that the desired results are achieved through them" Makes decisions based solely on rules Makes straightforward decisions based on pre-defined options using clear criteria/procedures. Consults with others or refers an issue/situation for resolution when criteria are not clear. Deals with exceptions within established parameters using clearly specified rules and procedures. Makes decisions involving little or no consequence of error. Verifies that the decision/resolution is correct.

Centralizes and/or depends too Shows adequate ability to much on subordinates delegate and exercise adequate control

Shows fair ability to delegate and Exceptionally able in correct exercise proper control delegation of responsibility and maintaining most effective control

MANAGERIAL COMPETENCIES
Quality of Decision Making "Making decisions and solving problems involving varied levels of complexity, ambiguity and risk"

Makes decisions by interpreting rules Applies guidelines and procedures that require some interpretation when dealing with exceptions. Makes straight - forward decisions based on information that is generally clear and adequate. Considers the risks and consequences of action and/or decisions. Makes decisions involving minor consequence of error. Seeks guidance as needed when the situation is unclear.

Makes decisions in situations where there is scope for interpretation of rules Applies guidelines and procedures that leave considerable room for discretion and interpretation. Makes decisions by weighing several factors, some of which are partially defined and entail missing pieces of critical information. As needed, involves the right people in the decision-making process. Balances the risks and implications of decisions across multiple issues. Develops solutions that address the root cause of the problem and prevent recurrence. Recognizes, analyzes and solves problems across projects and in complex situations.

Makes complex decisions in the Makes high-risk decisions in absence of rules complex and ambiguous situations Simplifies complex information Makes high-risk strategic decisions from multiple sources to resolve that have significant consequences. issues. Balances a commitment to Makes complex decisions for excellence with the best interests of which there are no set procedures. clients and the organization when Considers a multiplicity of making decisions. interrelated factors for which there Uses principles, values and sound is incomplete and contradictory business sense to make decisions. information. Makes decisions in a volatile Balances competing priorities in environment in which weight given to reaching decisions. any factor can change rapidly. Develops solutions to problems, Reaches decisions assuredly in an balancing the risks and environment of public scrutiny. implications across multiple Assesses external and internal projects. environments in order to make a well Recommends solutions in an informed decision. Identifies the environment of risk and ambiguity. problem based on many factors, often complex and sweeping, difficult to define and contradictory (e.g., fiscal responsibility, the public good).

Power of Expression "Listening to others and communicating in an effective manner that fosters open communication"

Listens & clearly presents information - Makes self available and clearly encourages others to initiate communication. - Listens actively and objectively without interrupting. - Checks own understanding of others communication (e.g., repeats or paraphrases, asks additional questions). - Presents appropriate information in a clear and concise manner, both orally and in writing.

Fosters two-way communication - Elicits comments or feedback on what has been said. - Maintains continuous open and consistent communication with others. - Openly and constructively discusses diverse perspectives that could lead to misunderstandings. - Communicates decisions or recommendations that could be perceived negatively, with sensitivity and tact. - Supports messages with relevant data, information, examples and demonstrations.

Adapts communication to Communicates complex Communicates strategically others messages - Communicates strategically to - Adapts content, style, tone - Handles complex on-the-spot achieve specific objectives (e.g., and medium of communication questions (e.g., from senior public considering such aspects as the to suit the target audiences officials, special interest groups or optimal message to present, timing language, cultural background the media). and forum of communication). and level of understanding. - Communicates complex issues - Identifies and interprets - Takes others perspectives clearly and credibly with widely departmental policies and procedures into account when varied audiences. for superiors, subordinates and communicating, negotiating or - Uses varied communication peers. presenting arguments (e.g., systems, methodologies and - Acknowledges success and the presents benefits from all strategies to promote dialogue and need for improvement. perspectives). shared understanding. - Responds to and discusses - Delivers difficult or unpopular issues/questions in an messages with clarity, tact and understandable manner diplomacy. without being defensive and while maintaining the dignity of others. - Anticipates reactions to messages and adapts communications accordingly.

Novice - Is new in the field - Has a lot to learn Professional knowledge "Knowing the ins and outs of what one is doing"

Amateur Professional - Possesses the basic - Has the required degree of knowledge but needs to learn a professional knowledge and lot understand his work. - Needs to learn the practical - Demonstrates the scope and implications of the theories depth of skill or knowledge studied or learnt required to perform job - Maintains high standards of quality in work

Expert - Work constantly exceeds standards - Develops high-level performance criteria to ensure accountability - Monitors and reviews accountabilities to ensure continuous improvement - Shows leadership in areas of content expertise - Strives to excel in what they do Sharp, inquisitive and quick at update Capitalizes on teamwork opportunities - Initiates collaboration with other groups/ organizations on projects or methods of operating. - Capitalizes on opportunities and addresses challenges presented by the diversity of team talents. - Supports and encourages other team members to achieve objectives. - Encourages others to share experience, knowledge and best practices with the team. - Encourages the team to openly discuss what can be done to create a solution or alternative.

Role Model - Has grasp on his professional knowledge - Stays in touch with current and latest researches - Carries out his own researches in relevant field - Coaches his team

Intelligence and ability to grasp essentials

Dull, unable to grasp professional requirements

Unimaginative, slow on the uptake

Intelligent

Remarkably alert having exceptionality high IQ Builds bridges between teams - Facilitates collaboration across the organization and with other organizations to achieve a common goal. - Builds strong teams that capitalize on differences in expertise, competencies and background. - Breaks down barriers (structural, functional, cultural) between teams, facilitating the sharing of expertise and resources.

Productive participation in team "Working collaboratively with others to achieve common goals and positive results"

INDIVIDUAL COMPETENCIES

Participates as a team member Fosters teamwork Demonstrates leadership in - Assumes personal - Assumes responsibility for teams responsibility and follows up to work activities and - Builds relationships with meet commitments to others. coordinating efforts. team members and with other - Understands the goals of the - Promotes team goals. work units. team and each team members - Seeks others input and - Fosters team spirit and role within it. involvement and listens to their collaboration within teams - Deals honestly and fairly with viewpoints. - Discusses problems/ issues others, showing consideration - Shifts priorities, changes style with team members that could and respect. and responds with new affect results. - Willingly gives support to coapproaches as needed to meet - Communicates expectations workers and works team goals. for teamwork and collaboratively rather than - Suggests or develops collaboration. competitively. methods and means for - Facilitates the expression of - Shares experiences, maximizing the input and diverse points of view to knowledge and best practices involvement of team members. enhance teamwork. with team members. - Acknowledges the work of - Capitalizes on the strengths others. of all members. - Gives credit for success and acknowledges contributions and efforts of individuals to team

Accesses sources of information - Seeks information from others (e.g., colleagues, customers). - Maintains personal contacts in other parts of the organization with those who can provide work-related information. Tactfulness and Relationships "Building and actively maintaining working relationships and/or networks of contacts to further the organizations goals"

Builds key contacts - Seeks out the expertise of others and develops links with experts and information sources. - Develops and nurtures key contacts as a source of information. - Participates in networking and social events internal and external to the organization.

Seeks new networking opportunities for self and others. - Seeks opportunities to partner and transfer knowledge (e.g., by actively participating in trade shows, conferences, meetings, committees, multi-stakeholder groups and/or seminars). - Cultivates personal networks in different parts of the organization and effectively uses contacts to achieve results. - Initiates and develops diverse relationships.

Strategically expands networks Builds networks with parties that can enable the achievement of the organizations strategy. Brings informal teams of experts together to address issues/needs, share information and resolve differences, as required. Uses knowledge of the formal or informal structure and the culture to further strategic objectives.

Creates networking opportunities - Creates and facilitates forums to develop new alliances and formal networks. - Identifies areas to build strategic relationships. - Contacts senior officials to identify potential areas of mutual, long-term interest.

Initiative and Pursuance "Identifying and dealing with issues proactively and persistently; seizing opportunities that arise"

Addresses current issues - Recognizes and acts on present issues. - Offers ideas to address current situations or issues. - Works independently. Completes assignments without constant supervision.

Addresses imminent issues - Takes action to avoid imminent problem or to capitalize on imminent opportunity. - Looks for ways to achieve greater results or add value. - Works persistently as needed and when not required to do so.

Acts promptly in a crisis situation - Acts quickly to address a crisis situation drawing on appropriate resources and experience with similar situations. - Implements contingency plans when crises arise. - Exceeds requirements of job; takes on extra tasks.

Looks to the future Encourages initiative in others - Takes action to avoid or - Fosters an environment that minimize potential problems or anticipates and acts upon potential maximize potential opportunities in threats and/or opportunities. the future by drawing on extensive - Coaches others to spontaneously personal experience. recognize and appropriately act on - Defines and addresses high-level upcoming opportunities. challenges that have the potential - Gets others involved in supporting to advance the state-of-the art in efforts and initiatives. an area. - Starts and carries through on new projects.

Demonstrates behaviours consistent with the organizations values - Treats others fairly and with respect. - Takes responsibility for own work, including problems and issues. - Uses applicable professional standards and established procedures, policies and/or legislation when taking action Moral standards and values "Fostering and supporting the principles and values of and making decisions. the organization and the Public Service as a whole" - Identifies ethical dilemmas and conflict of interest situations and takes action to avoid and prevent them. - Anticipates and prevents breaches in confidentiality

Identifies ethical implications - Identifies and considers different ethical aspects of a situation when making decisions. - Identifies and balances competing values when selecting approaches or recommendations for dealing with a situation.

Aligns team with organizations values and ethics - Fosters a climate of trust within the work team. - Implements processes and structures to deal with difficulties in confidentiality and/or security. - Ensures that decisions take into account ethics and values of the organization and Public Service as a whole. - Interacts with others fairly and objectively.

Promotes the organizations values and ethics - Advises others in maintaining fair and consistent dealings with others and in dealing with ethical dilemmas. - Deals directly and constructively with lapses of integrity (e.g., intervenes in a timely fashion to remind others of the need to respect the dignity of others).

Exemplifies and demonstrates the organizations values and ethics - Defines, communicates and consistently exemplifies the organizations values and ethics. - Ensures that standards and safeguards are in place to protect the organizations integrity (e.g., professional standards for financial reporting, integrity/ security of information systems). - Identifies underlying issues that impact negatively on people and takes appropriate action to rectify the issues (e.g., systemic discrimination).

PERSONAL COMPETENCIES
Ability to inspire & set examples

Always short of service standards a bad example

Generally does not meets the standards he set for others

Generally meets the standards Himself meets the service he set for others standards extremely well

Exceptionally inspiring and ideal example

Self confidence "Self-Confidence refers to a belief in ones own capacity to accomplish a task and select an effective approach to a task or problem. This includes confidence in ones ability as expressed in increasingly challenging circumstances and confidence in ones decisions or opinions."

Confused Acts Confidently at the States Confidence in Own - Lacks confidence in his abilities Limits or Slightly Beyond the Ability - Doesn't have trust in himself Limits of Job Role - Describes self as an expert, - Doesn't speak up even when - Works without needing direct someone who makes things asked to speak up supervision, appears confident happen, a prime mover, or a in person and presents self source. well. - Sees self as more expert - Makes decisions without than others and explicitly asking others and even when states confidence in own others disagree. judgement or abilities. - Acts outside formal authority and in uncertain circumstances.

Takes On Challenges - Likes challenging assignments, and is excited by a challenge. Looks for and gets new responsibilities. - Speaks up when he or she disagrees with management, clients, or others in power, but disagrees politely, stating own view clearly and confidently even in conflict.

Chooses Extremely Challenging Situations - Willingly takes on extremely challenging (i.e., very personally risky) tasks. - Confronts management or customers in a direct fashion, without adversely impacting relationships.

Self Discipline

Displays unsatisfactory conduct Slack in personal conduct and Well disciplined, generally and behavior, disregards rules discipline, apt to over look maintains satisfactory short coming in others standards

A good disciplinarian who abides by the rules and norms

Observes and enforces the highest standard of discipline and behavior Fully matured and imperturable, possessing profound sense of proportion Exceptionally steadfast, resolute and tenacious

Positive attitude towards work

Immature, unstable and Not fully developed emotionally Reasonable mature, sufficient Fairly mature, self composed negatively inclined towards work and neutral self control and sense of proportion Lacks will power and determination Irresolute. Waivers duress Displays adequate persistence Highly industrious. Peruse objectives tenaciously

Perseverance and determination

BEHAVIORAL COMPETENCIES

Behavior under stress "Maintaining effectiveness in the face of stress"

Works in low level stress situations - Keeps functioning effectively during periods of on-going low intensity stress. - Maintains focus during situations involving limited stress. - Seeks to balance work responsibilities and personal life responsibilities.

Adjusts to temporary peaks in stress levels - Maintains composure when dealing with short but intense stressful situations. - Understands personal stressors and takes steps to limit their impact. - Keeps issues and situations in perspective and reacts appropriately (e.g., does not overreact to situations, what others say, etc.).

Adapts to prolonged stress - Effectively withstands the effects of prolonged exposure to one or few stressors by modifying work methods. - Maintains sound judgment and decision making despite on-going stressful situations. - Controls strong emotions or other stressful responses and takes action to respond constructively to the source of the problem.

BEHAVIORAL COMPETENCIES

Employs stress management strategies - Develops and applies stress reduction strategies to cope with long exposure to numerous stressors or stressful situations. - Recognizes personal limits for workload and negotiates adjustments to minimize the effects of stress, while still ensuring appropriate levels of productivity. - Controls own emotions and calms others in stressful situations.

Deals with stress affecting the organization - Demonstrates behaviours that help others remain calm, yet focused and energized during periods of extreme stress affecting the organization. - Maintains composure and shows self-control in the face of significant challenge facing the organization. - Suspends judgment; thinks before acting. - Identifies and consistently models ways of releasing or limiting stress within the organization.

Adjustment and Adaptability "Adjusting own behaviours to work efficiently and effectively in light of new information, changing situations and/or different environments"

Recognizes how change will Adapts ones work to a Adapts to a variety of affect work situation changes - Accepts that things will change. - Adapts personal approach to -Adapts to new ideas and - Seeks clarification when faced meet the needs of different or initiatives across a wide with ambiguity or uncertainty. new situations. variety of issues or situations. - Demonstrates willingness to try - Seeks guidance in adapting - Shifts priorities, changes new approaches. behaviour to the needs of a style and responds with new - Suspends judgment; thinks new or different situation. approaches as needed to deal before acting. with new or changing - Acknowledges the value of demands. others contributions regardless of how they are presented.

Adapts to large, complex and/or Adapts organizational strategies frequent changes - Anticipates change and makes large - Publicly supports and adapts to or long-term adaptations in major/fundamental changes that organization in response to the needs show promise of improving of the situation. established ways of operating. - Performs effectively amidst - Seeks opportunities for change continuous change, ambiguity and, at in order to achieve improvement in times, apparent chaos. work processes, systems, etc. - Shifts readily between dealing with - Maintains composure and shows macro-strategic issues self control in the face of challenges and change.