1、Customer Focus 10Results-Focused 11Initiative 12Job-focused Learning 13Organizational Understanding 14Planning and Organizing 15Problem Solving/Analytical Thinking 16Technical Expertise 17Management and Leadership Competencies Change Leadership 19Coaching 20Collaborative Leadership 21Delegation 22Gl
2、obal Sensitivity 23Innovation 24Risk Taking 25HOW TO USE THIS DICTIONARYThe Competency Dictionary has been designed as a resource for supervisors and non-supervisory employees. Its primary purposes are to bring more detailed definition to the behaviors that are important for the University to achiev
3、e its strategic goals and to create a common, objective language for talking about behavioral skills. Each Competency in the dictionary has a Definition and a set of behavioral skills called Behavioral Indicators. The Behavioral Indicators are observable behaviors that individuals employ when they a
4、re demonstrating a particular Competency. For example, when an employee is demonstrating “Initiative”, one of the things others will observe that individual doing is seeking information from many different sources before deciding on his/her own approach. This is the third behavioral indicator in the
5、 dictionary under the Competency “Initiative”. Note that observing a behavior means you can either see or hear an individual exhibiting that behavior.During the planning phase of the performance management process, supervisors and their employees use the dictionary to determine how the employee can
6、most effectively achieve their goals or planned outcomes. There are Competencies that are baseline requirements and are expected of all employees at the University. They are: Reliability, Integrity, Accountability, Flexibility, Diversity, Basic Computing Skills, and Interpersonal Relationships. The
7、dictionary contains eleven general competencies and seven management and leadership competencies from which employees and supervisors can choose. Employees and supervisors will choose three to five competencies from the applicable list. It is important to choose the three to five competencies that w
8、ill help the employee achieve his/her planned outcomes or goals. All competencies are important, but there are certain competencies that are more relevant than others to the particular job or focus for the year. Note: All employees in supervisory positions must have Coaching as a competency.Once the
9、 Competencies have been selected, the supervisor and employee agree on three Behavioral Indicators in each Competency that will be performance expectations for that staff member. It is not sufficient, though, to use the Behavioral Indicators verbatim. When they are recorded as performance expectatio
10、ns on the performance management worksheet, the Behavioral Indicators must be edited to be relevant to the employees planned outcomes. As an example, a planned outcome or goal for an administrative assistant may be to, “Create first drafts of documents and reports with 98 percent accuracy.” It is re
11、asonable to assume that a key Competency related to this expected outcome is Attention to Detail. A relevant Behavioral Indicator might be, “Double-checks the accuracy of information and work product.” A possible edit for this Behavioral Indicator might be, “Double-checks the accuracy of grammar, co
12、ntent, and style on all department documents and reports”. During the managing and appraising phases of the performance management process, supervisors and employees use the dictionary to understand and classify the behaviors of themselves and others. The language contained in the dictionary can be
13、useful in helping supervisors and other feedback providers to document and discuss specific examples of the use of the behavioral skills identified as performance expectations.BASELINEREQUIREMENTSBASELINE REQUIREMENTSDEFINITIONBEHAVIORAL INDICATORSReliability - demonstrates a high level of dependabi
14、lity in all aspects of the job. Completes all assigned tasks on time and with minimal supervision. Is punctual and present for work. Fulfills all commitments made to peers, co-workers, and supervisor. Informs appropriate individuals when assigned tasks will not be completed in agreed upon time frame
15、.Integrity - acts in an honest and trustworthy manner based on personal accountability and a moral conviction to do the right thing. Acts consistently with personal standards of ethical judgment when participating in group decisions and problem-solving. Acts to protect and does not violate or compro
16、mise the confidentiality of information. Recognizes when situations or directives are directly or indirectly in conflict with professional ethics or with the organizations stated values. Promises only what can reasonably be delivered. Appropriately and consistently complies with policies and procedu
17、res.Accountability - demonstrates an understanding of the link between ones own job responsibilities and overall organizational goals and needs, and performs ones job with the broader goals in mind. Helps and supports fellow employees in their work to contribute to overall organization success. Demo
18、nstrates understanding of the overall business its goals, purpose, functions, competition, etc. that helps increase employee commitment and interest. Looks beyond the requirements of ones own job to offer suggestions for improvements of overall organization operations. Takes personal ownership in or
19、ganizations success.Flexibility changes behavioral style or method of approach when necessary to achieve a goal; adjusts style as appropriate to meet the needs of the situation Adjusts easily to changes at work. Modifies a strongly held position in response to contrary evidence. Recognizes the merit
20、s of different approaches and uses them in accomplishing work activities. Modifies own behavior to fit the situation at hand or to meet the expectations of others.Diversity - demonstrates respect for all differences （e.g., race, gender, ethnic background, disabilities, sexual orientation, age, caree
21、r levels, style and opinions.） Refrains from behavior or language that is exclusionary or offensive in nature. Solicits opinions from many diverse perspectives. Considers different ideas when making business decisions. Adheres to the policy on sexual and other unlawful harassment. Participates in Un
22、iversity training and learning opportunities to increase competence in Diversity.Basic Computing Skills demonstrates the ability to use information technology to receive and share information as an active member of the organization and to accomplish position responsibilities successfully. Uses the U
23、niversity email application to share and receive information. Uses the Outlook Calendar to plan and schedule work, meetings, and appointments. Navigates the Wilkes website to obtain information. Demonstrates proficiency in the use of software applications required for the position.Interpersonal Rela
24、tionships thinks carefully about the likely effect on others of ones words, actions, appearance and mode of behavior. Maintains stable performance and emotional control when faced with opposition, pressure, hostility from others and/or stressful conditions. Demonstrates appropriate and professional
25、behavior at all times. Uses a high degree of tact and diplomacy in working with others. Models and exercises sound judgment regarding personal conduct. Is aware of ones own style or preference and its impact on others. Earns the respect of others. Stays calm in the face of others anger or lack of co
26、ntrol or when faced with complaints. GENERALCOMPETENCIES Copy the remainder of the document on good-quality bond paper or your offices standard blankpaperATTENTION TO DETAILDEFINITION:Thoroughness in accomplishing a task through concern for all the areas involved, no matter how small. Monitors and c
27、hecks work or information and plans and organizes time and resources efficiently.BEHAVIORAL INDICATORS: Provides accurate, consistent numbers on all paperwork. Provides information on a timely basis and in a usable form to others who need to act on it. Maintains a checklist, schedule, calendar, etc.
28、, to ensure that small details are not overlooked. Double-checks the accuracy of information and work product. Carefully monitors the details and quality of own and others work. Expresses concern that things be done right, thoroughly, or precisely. Follows policies, procedures, safety and security m
29、easures in using various equipment. Completes all reports and documents according to procedures and standards. Maintains properly equipped work area. Takes necessary actions to produce work that requires little or no checking.COLLABORATIONDevelops cooperation and teamwork while participating in a gr
30、oup of people, working toward solutions which generally benefit all involved parties. Solicits the input of others who are affected by plans or actions. Gives credit and recognition to others who have contributed. Finds areas of agreement when working with conflicting individuals or groups. Identifi
31、es and pushes for solutions in which all parties can benefit. Demonstrates concern for treating people fairly and equitably. Keeps people informed and up-to-date. Builds consensus. Listens to all points of view. Readily gets cooperation of others for whom one has no direct supervisory responsibility.COMMUNICATIONCreates an
