Core Competencies' (Operational-Intellectual-Interpersonal) Criteria

Cosistently doesn't meet

Competencies' Criteria Doesn't meet expectation Meets expectation Exceeds expectation Consistently exceeds expectation
expectations
Rating 1 2 3
Operational Competencies
*Operational Competencies are the ability to exploit resources efficiently to carry out the basic functional activities of the company.

1. Results Oriented (Quality & Does not produce the required work. Produces the minimum required Achieves the required objectives & meets the Exceeds what is required in terms of quantity, time Quality and Quantity of the work produced is rated as excellent.
Quantity of Work Produced) Does not meet the minimum production levels but without meeting standards of quality and quantity under and quality. Quality of work produced is of a high Does not require any supervision or consultation. Ensures that
Demonstrates personal responsibility to standards. Inaccuracy and/or the required standards\criteria & needs medium supervision. Regularly reviews standard.Sets responsibilities. Identifies and sets objectives contribute to organizational goals. Manages
achieve high quality results.Gets things repeated errors. continuous supervision.Does not follow progress of tasks to ensure that the objectives clear steps on a week-to-week basis to achieve the contingencies and has an input into the decision making of
done on time accurately & efficiently the right method of achieving objectives. are within the required standards.Has the required objectives.Reviews and adapts objectives setting deadlines. Prepares alternatives for different scenarios for
within the departmental ability to identify priorities using available to meet the changing needs.Is able to integrate controlling time management in order to achieve departmental
standards/expectations.Follows up resources. Identifies and highlights potential multiple activities into the objective. and project goals within the allocated timeframe. Monitors
commitments & represents information obstacles in achieving objectives. Keeps Enrolls the support progress on a departmental/project wide basis in relation to
and data accurately. people informed of progress on key tasks. of others for achieving objectives. Notifies others deadlines / milestones. Innovatively generates solutions which will
of work expectations and their responsibilities as save time while maintaining quality. Ensures the optimal use of
well as monitoring and giving feedback on progress the resources to reach the required results.
in relation to milestones.

2.Leverage Mastery lacksthe basic job skills and Has the minimum required job skills & Has the required knowledge & skills of the job. Delivers high quality outputs
Performs allocated tasks professionally and properly . Has a very strong command of what the role requires and
Demonstrates self-motivation, energy knowledge (Know how). Performance knowledge.Needs great supervision & Fullfills the requirements on a timely basis and ensures same deliverables from his\her team. accomplishes allocated tasks in an efficient manner over and
and belief in the value of his/her work does not demonstrate technical follow up. and in an efficient manner. Participates in the Demonstrates high energy level,passion, and above what is expected. Excellent technical abilities & provides
and continuously pursues personal & competence. May respond to new knowledge & generation of ideas. Positively contributes to enthusiasm in area of expertise by regularly being consultation when necessary to enhance the performance of
professional development and high Does not seek to acquire new training with difficulty. the role and in turn to the updated with new contributions in own field and is project\department. Encourages a constructive environment for
standards of quality deliverables. knowledge and/or skills to enhance department/project.Has the passion for referred to in all related complex technical aspects developing ideas.
job performance. developing experience through acquiring job of own area.
knowledge & skills.

3. Agility &Simplicity Consistantly rejects diffirent work Accepts change to new Is accepting new circumstance or conditions. Quickly and efficiently adjusts to new conditions, Serves as an icon for agility and flexibility. Efficiently and
Demonstrates flexibility in responding to styles or ideas to improve work .Is circumstances,ideas and/or conditions Assimilates to a new environment and circumstances or changing environment. Promotes effectively adjusts to new conditions. Accepts new programs &
the new circumstances or conditions to resistant to new conditions, with difficulty. Requires much encourages new ideas & processes when new approaches and finds pleasure in working processes and changes the normal course to the new one with
meet job requirements. Finds circumstances or ideas. convincing to adapt to new structures proven to be effective & efficient. under new parameters and encourages others to openness and acceptance.Helps in promoting for change & may
alternatives effectively when but with time is adaptable. do the same. be a change agent.
necessary.Remains open to new ideas &
approaches for doing things and dealing
with people to achieve results

4. Discipline Doesn’t commit to rules, guidelines, Requires supervision and constant Is committed to the organizational policies & Commits to rules, guidelines, and procedures to Strong commiment & adherence to company policies &
Adheres to company rules & and procedures.Makes exceptions and reminders for adhering to the procedures with medium supervision ensure smooth business operations.Attends on rules.Arrives before the time of meetings. Always on time for work
policies e.g. HSE rules & code of violates policies without proper or organizational rules.Usually is not level.usually follows the proper process as per time, always available and punctual. Keeps his/her daily. Plans his/her absence well ahead of time. Extremely
conduct. documented justifications.Does not punctual & violates HSE & code of the organizational policies & manager well informed with any expected lateness punctual.Does not tolerat any violations for rules &\or policies
align with code of conduct i.g.is not conduct rules. procedures.Attends on time &respects or absence. Rarely requires supervision or without justification .Encourages others to commit to same.
punctual, commonly late or absent. meeting appointments.follows code of reminders.Follows HSE rules & the code of conduct.
Does not give his/her manager the conduct & HSE instructions.
required notice beforehand. Does not
Interpersonal Competencies
*Interpersonal Competencies: are the ability to interact with others , build and maintain healthy relationships .

1.Leadership Does not understand business .Uncomplete realization of the bysiness Understands business dynamics and readily Assigns tasks to team members according to their Clearly outlines resource, requirements, timelines, deliverables
Takes ownership and accountability dynamics or support staff for dynamics & organizational vision. Rarely adapts and adjusts to new or changing capacities. Holds others accountable for fulfilling and guidelines for self and others.Is the role model for his\her
for delivering the required results with continuous improvement & is engages with staff to observe and circumstances. Continuously inspire, motivate their commitments. Assumes personal subordinates.
the required standards. Improves resistant to change. discuss performance and developmental and coach the team members so that their responsibility for the success or failure of the
employee, team and organizational goals.Does not coach staff for improving their performance match with the required team.Understands business dynamics and readily
contribution.Thinks & acts with performance & believes that employees objectives. adapts and adjusts to new or changing
realization of the overall big should know what to do. circumstances.Understands what is needed to
picture.Ability to influence others within carry out goals and objectives
the organization to be excited and
committed to fulfilling the organizational
objectives and complying with its rules
and standards.

2. CUSTOMER FOCUS (Internal & Consistanty does not give importance Views service from own perspective not Contributes to the short-term satisfaction of Ability to exceed customer service needs and Meets customer needs beyond requirement. Assesses and
External) to customer needs or respond the customer one. Is defensive with internal / external customers with medium expectations.Proactively contributes to the influences customer needs/ requirements .Assesses the long-term
Demonstrates a willingness to do proactively to same. Requires difficult customers. Blames gaps in supervision. Responds to internal / external medium & long term satisfaction of internal / needs of both internal and external customers. Prioritizes the
whatever is necessary to ensure that continuous supervision. service or errors on systems.Customer customers short term needs.Endeavors to external customers. Requires minimum supervision meeting of customer requirements. Influences the customers
customer needs (both internal and needs are usually not met.Needs much satisfy the needs of internal / external and on rare occasions. Endeavors to satisfy the understanding of their own needs
external) are met, manages expectations training on how to improve customer customers on a day-to-day basis. needs of internal/external customers on a week-to-
and monitors satisfaction.Establishes satisfaction. Demonstrates willingness and interest to week basis. Establish and maintain effective
goals with the customer in mind & meet customer's needs from time to time. customer relationships.
follows up on customer needs. Ability to meet customer service needs and
expectations.

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 Core Competencies' (Operational-Intellectual-Interpersonal) Criteria
Cosistently doesn't meet
Competencies' Criteria Doesn't meet expectation Meets expectation Exceeds expectation Consistently exceeds expectation
expectations
Rating 1 2 3
Operational Competencies
3. TEAMWORK Tends to work alone even when Prefers to interact with people of similar Works effectively as a member of a team. Encourages work group based team members to Demonstrates constant willingness to work with others and
Demonstrates willingness to work involving others would get better background. Is not a team player as he\ Builds and maintains cooperative work make useful contributions. Responds positively to promotes teamwork. Provides direction for the team as deemed
with others under various circumstances. results.Exhibits behaviors that she takes time to collaborate and relationships with others. Supports other the contributions of other team members. necessary. Uses knowledge of individuals’ strengths, interests and
Understands the importance of collective negatively impact the morale and cooperate with other members of the colleagues in teams. Listens and gives credit Understands the collective responsibilities of the development needs to achieve required tasks. Provides regular
team effort for his \her role & other roles accomplishments of the team. business.Often disrupts team process, to contributions which others make in teams. team. Demonstrates continuous willingness to feedback to the team for the sake of progress in a friendly way.
as well. Cooperates as deemed jeopardizing progress toward common Shares learning and information with work with others and is always Ensures that hsi\herteam members understand their individual
necessary in order to achieve success goals. colleagues.Assists others in the completion of cooperative.Resolves conflict among team and collective responsibilities. Identifies when team members
and enhance the overall performance. their tasks to support group goals. members efficiently. need support and provides it.

4. COMMUNICATION SKILLS Does not communicate readily with Has good ideas, but expresses them in Communicate orally in a good manner. Communicate orally making thoughts, intentions Expresses ideas and thoughts concisely and clearly both verbally
Demonstrates the ability to listen, speak, others. Weak oral and written ways that are not fully effective in Express ideas and ask questions as and instructions clear and easy to understands. and in writing. Presents numerical data accurately and effectively.
explain, persuade and influence others communication skills. Disorganized winning people. Average oral & written appropriate. Seeks clarification when Appropriately expresses ideas, information and Is an articulate speaker and a pleasure to talk to. Uses
through expressing thoughts and ideas instead of concise.Provides inaccurate communication skills require continuous information is unclear. Prepares written both in writing and orally. Create written appropriate language to influence/negotiate. Delegates and gives
clearly in both written and verbal format; & unclear information. supervision and correction on many communication subject to checking prior to documentation for release utilizing appropriate direction with clarity. Keeps relevant people accurately informed
solicits ideas and input from others; occasions. Is hasty & does not listen to release. Usually listens to others for grammar / spelling and is articulate. Is a very good and up-to-date of both positive and potentially negative
listens tounderstand different opinions; others. Has difficulty in adapting understanding their opinions.Can persuade & listener & influencer to othersHe knows well how o information. Create complex letters/reports using suitable
ability to articulate & provides others communication to the needs of others; influence others in many occassions.Requires adapt communication in relation to others.Requires language for purpose/audience.Communicates strategically to
with the necessary information in a communicates ‘too much,’ ‘too little,’ or medium supervision in regard to written & minimum to no supervision in regard to written achieve specific objectives. Establishes win-win situations with the
professional and simple manner both in ‘too late.’. Does not share information in oral communication including various reports. communication. most difficult types of people.
writing and oral during discussions. a timely manner & creating problems for
colleagues and customers.He cannot
persuade or influence others.

Intellectual Competencies
*Intellectual Competencies: are the basis of the individual style of cognitive activity which underlies their professional functioning.It is essential for the problem solving & analysis of results.
1. Proactivity Does not take any initiative. Meets Satisfied with the current state.Accepts Recognizes and/ or anticipates future change Willingly accepts increased responsibilities and Individually requests new tasks and responsibilities. Finds
To initiate change rather than reacting to minimum requirements of role.Resists new responsibility with difficulty .Can’t needs and adjusts work approaches within the provides positive outlook when provided with new pleasure seeking new opportunities and challenges. Without
incidents.Demonstrates willingness to and can’t adapt to new approaches or recognize or anticipate future change department accordingly.Proactively addresses opportunities. Takes over additional tasks without supervision or follow up engages in enhancing current programs,
proactively address current and potential responsibilities. needs. current challenges. Introduces new ideas, being asked to do so. Arranges with other team processes and/or systems.Actively chaenges current practices,
challenges and opportunities; seeks new programs and solutions. Requires medium members and/or other departments to accomplish processes and perspectives to be adapted with the departmental
opportunities or responsibilities to supervision.Works on improving current tasks various tasks. goals.
improve a task or process in hand with supervision.

2. Ownership Is not responsible for how & what to Usually is not accountable for his\her Delivers work results with the required quality Is above the required quality & deadline.Solves Is an "Icon" for responsibilty of the assigned objectives in terms of
Takes responsibility and ownership for do in his\her tasks.Does not deliver decicions &\or actions in delivering & meets the assigned deadlines.Shares more complex job specific problems as being the required quality & deadline.Also for taking decisions & actions
decisions, actions and results. Is results consistantly and/or meet results & needs great supervision & information freely with direct manager, peers accountable for his\her decisions with minimum in the right time.
accountable for both how and what to be deadlines. Regularly does not keep doesn't meen deadlines. Often blames and direct reports.Is accountable for what & supervision.Establishes accuracy and relevance of
ccomplished. others informed on progress of work. others for shortcomings in own area of how to accomplish tasks. information.Takes the necessary corrective actions
responsibility. when required.Sets objective not only for himself
but for others also.

3. INNOVATION & CREATIVITY Acknowledges the need for new Rarely shows intiative for innovation in Actively participates in the generation of ideas Generastes innovative and creative ways at work, Encourages an environment for developing ideas. Provides
Demonstrates ability to develop new and approaches but does not take the order to meet the required objectives. Positively improves established ways of doing projects or tasks to improve the performance opportunities and resources for people to share ideas. Provides
innovative ideas, methods, products and necessary action.Can't not show things. Actively listens to and considers ideas standards.Develops ideas into solutions. Develops constructive feedback on how ideas are being progressed.
procedures.Generates alternative options initiative to develop new innovative presented by others. Modifies current new processes or practices to accommodate new Provides support for all individuals to offer constructive criticism
to solve problems,improve performance solutions. approaches but requires supervision. ideas. Assesses the feasibility of new and untried of new and established ideas. Seeks at all times to promote the
and increase productivity. ideas for the business. Promotes leading ideas with organization's goals including increasing profitability and reducing
energy and enthusiasm and translates them into costs through applying innovative ideas..
workable solutions.

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 Managerial Competencies'Criteria
Cosistantly doesn't meet
Competencies' Criteria Doesn't meet expectation Meets expectation Exceeds expectation Consistantly exceeds expectation
expectations
Rating 1 2 3 4 5
Managerial Competencies
1. Strategic Thinking Consistantly unable to design and Has a problem in leading a departmental Designs and implements strategic plans.Creates a Thinks beyond the immediate work environment Looks for new opportunities to maximize the ICON's presence in
is the ability to create and articulate a develop clear vision and clear vision linked to the organizational compelling vision and business strategy as he\ she and makes decisions in the context of the total local and global markets.Is pro-active in including the new
clear vision for the future and link departmental goals to vision.Consequenly he\she doesn't meet sets departmental vision and goals linked to environment.Designs and implements new opportunityes into the business. Liaises with various departments
strategic objectives to work priorities. stakeholders.Has limited knowledge the organizational objectives. organizational one and is able to communicate practices to enhance the performance of the and management to create attainable strategic targets.
Designs strategic business plans. and awareness of the business as he\ same to stakeholders.Anticipates and monitors department.Recognizes importance of strong
she can’t anticipate or monitor changes in the business environment and uses customer relations to the wider Business strategy.
changes in the business environment. same to lead the development of the strategic plan Maximizes opportunities developed from various
Can’t make decisions in the context of for the organization/department. external and internal relationships.
the total organization circumstances.

2. Decision Making Cannot take decisions & defers same Is hesitant in taking decisions.Decisions Refers decisions to others where appropriate on a Takes very difficult decisions for very critical issues Displays innovation and creativity in project wide decision-making
Takes decisions in a timely manner to others. have minimum impact on improving the timely basis. Obtains and uses necessary in a timely & efficient manager. Decisions contain which covers a range of disciplines taking into consideration the
which is based on policies ,procedures quality of products or in aligning with information to make efficient decisions. Has an acceptable levels of risk and necessary support is possible risks.Participates in departmental/project budget decision
& organizational directives that result department goals. input into ensuring that the day-to-day activities sought for high risk decisions. Manages finances making. Prioritizes the use of finances within departmental/project
in a course of action among several under their control remain within budget/ cost. effectively to be within the allocated budget. budgets. Monitors and provides financial awareness at
alternative & possibilities with the Utilizes their awareness of finances/costs to departmental/project level.
intention of positively effecting the participate in identifying cost savings. Ensures any
business. Taking in consideration the decision taken adheres to ICON's policies and
consequences and risks that procedures. Makes clear, transparent & timely
accompany any decision taken. decisions that have an impact on the overall
organization performance.

3.Delegation & people Does not coach for improved Shares expertise with others with a Establishes and communicates clear objectives, Seeks and gives constructive and constant Provides job specific advice relating to issues which have a high
Management Appropriately performance; believes employees limit.Communicates clear objectives and prioritizes tasks and closely follows up on the feedback. Provides support for individuals allowing element of technical, specialist or commercial risk. Gives advice
delegates responsibilities and tasks to should know what to do. performance standards. Provides a performance of subordinates monitors their work them to put learning into practice. Regularly with regard to the planning, coordinating and monitoring of
subordinates based on supportive environment for enhanced to ensure they meet the required standards; reviews progress on development. provides complex job specific tasks. Agrees and implements ‘realistic and
skills,performance,objectives & performance and professional ensures that employees have the skills, knowledge consistent feedback and coaching to enhance staff targeted’ development action plans. Ensures that development
development plans. fosters an growth.Does not assume accountability and resources to perform their roles; Encourages performance. Fully participates in performance plans and activities contribute to departmental / project needs.
environment of open communication for poor outcomes. Assigns work talent training and development. Sensibly review and rectifies any lagging. Ensures that processes and procedures encourage learning.
where employees collaborate to reach inappropriately; has unrealistic delegates and assigns tasks to team members Ensures that resources are available to support learning within the
mutual goals and objectives on time expectations and perception of staff according to their capacities. Takes department.
and within budget. Selects talented skills and knowledge necessary/corrective actions when others do not
people who are likely to succeed in the perform at the level of their capacity. 4. Assumes
company culture; creates an personal responsibility for the success or failure of
atmosphere where staff is motivated his/her team
to learn and grow; provides feedback
and coaching and creates assignments
to ensure the professional
development of staff; identifies and
grooms future leaders

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