Are observable and measurable behaviors of the person that make performance possible?
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Job duties and responsibilities are important in establishing performance expectations and reviews. But it’s not just meeting the expectations of a job. It’s about how the job is performed. Behaviors matter. They help distinguish between exceptional performance, unsatisfactory performance, and everything in between. Behaviors when discussed between supervisor and employee significantly add to the likelihood of successful performance outcomes. Identifying the right behaviors while planning, observing them throughout the year and adding as necessary provide clarity to both employee and supervisor. The 30 behaviors listed below replace the Universal Performance Dimensions and Job Specific Competencies. These behaviors integrate what was observed being demonstrated, or not demonstrated, which contributed to the employee’s resulting performance for this job duty, responsibility, or position goal. The reference tool below helps define observable behaviors for performance reviews based on the following rating scales: 1) Unacceptable: Performance consistently fails to meet the minimum expectations for this job duty/responsibility/position goal/previously identified development need. 2) Marginal: Performance meets some, but not all of the expectations for this job duty/ responsibility/position goal/ previously identified development need. 3) Meets Expectations: Performance consistently meets the expectations for this job duty/responsibility/position goal/ previously identified development need. 4) Exceeds Expectations: Performance frequently exceeds the expectations for this job duty/responsibility/position goal/previously identified development need. 5) Exemplary: Performance is consistently superior and significantly exceeds the expectations for this job duty/responsibility/position goal/previously identified development need. Click on a behavior below to find definitions and examples of observed behaviors by varying performance levels. Takes responsibility for accomplishing goals and achieving quality results. Follows through on commitments. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Treats everyone as a valued customer, whether internal to the team/department or external such as students/other constituents. Consistently strives to provide excellent customer service. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Makes effective decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure; uses a mixture of analysis, wisdom, experience, and judgment. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Demonstrates knowledge and understanding of diversity and inclusion by appreciating diversity among employees, managing diversity in ways that allow each employee to contribute constructively and leveraging that diversity in ways that positions the employee and work team for more effective performance. The supervisor’s knowledge, behavior and skills associated with effectively managing diversity contribute to a productive work environment that is equitable, inclusive and respectful for all employees. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Continually strives to develop work skills. Identifies and pursues learning and career development goals. Effectively applies new learning and development in daily work and career progression. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Develops and uses collaborative relationships to build informal or form teams and accomplish team goals. Establishes and maintains respectful, cooperative, and productive working relationships with co-workers, team members, supervisors, and other members of the university community. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Trusted, authentic, self-aware, above reproach. Operates by, and adheres to the University’s beliefs and holds others accountable to them. Interacts with others in a way that gives confidence in self and the organization. Acts in the university’s best interests and puts those interests above personal goal or unit or office. Works within the limits of authority to achieve goals. Unacceptable (1)/Marginal (2)• Integrity: Ignores compliance requirements. • Integrity: Does not act according to policy or procedure. • Integrity: Fails or is inconsistent following directions or policies set out by University authorities. • Integrity: Is inconsistent in keeping his/her word. Says one thing and often does another. • Integrity: Fails to and/or demeans University beliefs in public and in work activities. • Integrity: Fails to tell the truth in certain situations. • Integrity: Deviates from either the letter or spirit of the law. • Integrity: Puts the university at risk with actions or in failing to act. Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Is actively engaged in the work of the University and operates in positive ways to support University goals. Demonstrates deep regard for University history, beliefs and commitments when working and interacting with others. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Effectively adjusts to changes in work processes and environment and alters behavior to align with evolving situations. Openly receives new ideas and accepts other perspectives. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Invests in the development of strategic internal and external partnerships; collaborates to reach productive agreements and foster goodwill. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Clearly conveys information and ideas to individuals and groups through a variety of communications modes, including formal presentations. Practices attentive and active listening; synthesizes information from multiple resources and incorporates it into current discussion content. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Uses the imagination to create something new or different, such as work products, inventions, works of art, or performances. Identifies new and different approaches or solutions to situations, problems and opportunities. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Practices objective rather than subjective modes of reasoning and action. Maintains perspective when assessing qualitative and quantitative information. Appropriately challenges and questions common beliefs. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Recognizes and fosters the implementation and acceptance of constructive change within the workplace. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Consistently displays a professional presence and confidence; creates a positive first impression as an individual and as a representative of the University. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Effectively manages time and resources to ensure that individual work is completed efficiently. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Collects and makes effective use of information needed to manage an organization or ongoing activities within it. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Succeeds in understanding others. Is open and skilled in using one's interpersonal style to meaningfully interact with others, including empathy, humility and patience. Demonstrates tolerance and civility when engaging with employees, colleagues and customers. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Is professionally and technically accomplished to perform one’s job. Achieves an accomplished level of technical and professional skill or knowledge in position- related areas; consistently staying abreast of current developments and trends in areas of expertise. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Understands how the University operates and the reasoning behind key practices; savvy; accomplishes tasks through formal and informal channels and networks Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Makes people and their needs a primary focus of action; takes full responsibility for fostering productive people relationships; focused on creating goodwill Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Stays with a position or plan of action until the desired objective is obtained or is no longer reasonably attainable Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Establishes courses of action for self and others to ensure that work is completed efficiently. Develops ways to get work done; effectively organizes people and activities; sees opportunities for cooperation and integration where others might not. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Continually seeks to improve work processes, products and services. Sweats the details. Ensures that work is free from errors and is accomplished safely; takes action to correct problems. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Understands the university’s long-term objectives and focuses current activities on what is critical to achieving aligned goals for self, department/school and the University and eliminating non-valued activities Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Mentally assembles diverse pieces of information and grasps their significance as a coherent, meaningful whole. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Appropriately allocates decision-making authority and/or task responsibility to others; maximizes the use of individual resources to increase organizational effectiveness. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Effectively explores alternatives and positions to facilitate agreements with the support and acceptance of all parties. Uses appropriate interpersonal styles and strategies to gain acceptance of ideas or plans. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Lives the University’s beliefs and leads by consistent example; daily actions are consistent with espoused values beliefs and demonstrates expectations. Helps others understand the organization's vision and values and keeps them at the forefront of organizational decision-making and action. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Takes positive action, using appropriate interpersonal styles and methods, to reduce tension or conflict between two or more people. Effectively handles antagonistic situations using objectivity and avoiding personal attacks. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
Recognizes and acknowledges strengths in others. Provides timely guidance and feedback to help others develop knowledge and skill areas to accomplish tasks or solve problems. Unacceptable (1)/Marginal (2)
Meets Expectations (3)
Exceeds Expectations (4)/Exemplary (5)
What are competencies and Behaviours?Well competency is the ability to do some job properly. And behaviour is the way we act. Competency is an out performing result of Attitude, Skill, Knowledge and Behavior of an Individual.
What are key behaviors in the workplace?The key behaviors are observable or measurable actions that demonstrate an employee possesses a particular competency. The key behaviors are examples, they are not an all-inclusive list of the multitude of ways that an individual may express a competency.
What is work competence?Simply put, a job competency is a skill or quality that an employee needs to have in order to succeed in their role. Managers use them to give feedback, have development conversations, and delegate tasks — and interviewers use them to assess job-fit.
Why is competence important in the workplace?Well-defined competencies can help foster a strong corporate culture, build a more aligned workforce and establish key competitive differentiators. They also help make sure you have consistent performance standards for employees, which can help with employee engagement and retention.
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