CONFIDENCE & COMMUNICATION

Definition

Performance Levels

1

Has difficulty expressing oneself clearly. Lacks self confidence

Does not check for own/others understanding

Confidence may falter under pressure

Can be perceived as defensive/aggressive

Express one self clearly and concisely. Displays self-confidence

Acts with confidence on familiar territory

Remains calm

Express own ideas well

Listen and checks for understanding

Understands the importance of communication and has a firm belief in own capabilities

Communicates in a clear and controlled a manner even under pressure

Commands attention and respect

Shows maturity and sensitivity when dealing with others

Adept at communication and extremely self confident

Stands up for what they believe is right

Instils enthusiasm and motivation in others through creating excitement

Admits and takes responsibility for own failures and mistakes

COMPETENCY:

CUSTOMER SERVICE ORIENTATION

Performance Levels

Offers a minimum level of service to customers and colleagues

Tends to provide service only when asked

Seems disinterested

Shows little or no initiative

Understands the importance of customer and colleagues to the business

Always adheres to the company's Customer Care Standards

Deals promptly with enquiries, requests and problems

Occasionally shows initiative

Responds to customers and colleagues in a pleasant and courteous way

Demonstrates pride in serving customers and colleagues

Frequently exceeds needs

Always shows initiative

Expresses personal satisfaction

Works to exceed customers and colleagues' expectations

Receives compliments on a regular basis

Takes steps to measure customer satisfaction

Creates initiatives which ensure others reach the same level of excellence

COMPETENCY:

ENHANCING PERFORMANCE

Performance Levels

Limits development to formal training and avoids feedback

Fails to see routine tasks as a means of developing others

Does not take ownership for enhancing individuals performance

Has a negative view on giving and receiving feedback

Recognises the importance of training and feedback to improve Department performance

Plans and uses team meetings

Allocates time and carries out one to one coaching

Takes ownership for development of others

Responds to feedback when given but needs direction on how to implement it

Looks beyond immediate business environment when creating development opportunities for employees and their function

Consistently uses Company resources to develop employees

Sees feedback as a means of personal and team development

Identifies Department needs and actively seeks feedback

Seeks out opportunities to develop self and others

Has the ability to identify potential in others and strategically plans career paths for business needs

Creates new learning methods to maximise levels of performance

Has a global approach to obtaining feedback to ensure continued business growth

Identifies key individuals and develops plans for their advancement

COMPETENCY:

FLEXIBILITY AND EMBRACING CHANGE

Adapts to and works effectively with varied and changing situations, individuals or groups.

Performance Levels

Not at ease with change

Does not like to see the routine upset and is sceptical of change

Responds negatively and shows disinterest in supporting new ideas

Reluctantly adapts to change

Accepts new demands brought about by change

Understands the need for change

Plays a supportive role in making change happen

Willing to take on new business demands

Approaches and embraces change in a positive and enthusiastic way to make things happen

Accepts and pro-actively supports new challenges

Encourages and motivates to gain support for decisions made

Responds convincingly to changes in business priorities

Always demonstrates a total commitment to the implementation of change

Drives change through encouragement and motivation of the team despite the risk of being unpopular

Anticipates and works towards achieving positive outcomes

Is extremely versatile in their approach to achieving the desired results

COMPETENCY:

LEADERSHIP

Performance Levels

Is not visible as a leader and has difficulty providing guidance for and motivating their team

Lacks understanding of how to encourage team members

Does not keep team informed

Avoids decision making

Reluctant to accept responsibility

Is identified as a team leader and directs team towards achievement of goals

Always approachable and actively listen

Welcomes responsibility

Motivates team through enthusiasm

Communicates useful and relevant information to the team

A visible leader using appropriate skills to ensure the team’s development

Leads by example and shares knowledge

Uses initiative to identify areas for development

Is active in coaching and developing the team

Instils confidence and builds trust within team

Delegates effectively

Is admired and widely recognised as a highly influential leader, driving the team to exceed goals

Inspires and supports the team through involvement and encouragement

Creates a strong sense of team identity

Uses participative decision making

Viewed as a mentor and role model

COMPETENCY:

NEGOTIATING AND INFLUENCING

Performance Levels

Makes little effort to build relationships. Unsuccessful, even in the most basic of negotiations

Not always approachable and can appear unprofessional

Continually needs prompting to reach the desired outcome

Does not recognise the advantages of developing and maintaining a useful network of contacts

Understands the importance of building relationships Conducts successful negotiations with direction

Personable and professional at all times

Seeks and obtains agreement amongst the team

Uses available information and resources to negotiate

Has strong relationships and continues to build upon them. Uses strategy in negotiations in order to meet business needs

Carries weight in meetings through presence and well timed interventions

Uses relationships to the Company’s advantage

Influences team to achieve desired results

Is seen as someone who is highly influential. Uses relationships and negotiating skills to drive the business forward.

Seeks to achieve maximum results for the business and from the team

Steers meetings, is able to apply assertive persuasion

Cultivates a number of influential contacts beyond own area of expertise

COMPETENCY:

PATIENCE AND ENDURANCE

Performance Levels

Has difficulty completing tasks and is easily distracted

Often shows intolerance

Allows pressure to effect performance

Needs prompting to continue when times are tough

Maintains effective performance even during the busiest periods

Puts in additional time and effort

Gets through stressful times

Positively embraces challenges and mundane tasks with equal enthusiasm

Stays calm in demanding situations

Demonstrates the will and ability to get the job done. Maintains composure

Retains a level headed approach to the task in hand

Works to understand and resolve obstacles

Takes ownership for seeing actions through regardless of personal desires

Performs well when under pressure

Always demonstrates the determination and stamina to achieve results

Always overcomes obstacles, whatever their nature

Diffuses difficult situations

Maintains control during critical periods of stress and pressure

COMPETENCY:

PLANNING AND ORGANISING

Performance Levels

Makes no attempt to plan ahead or organise workload

Does not utilise time appropriately

Lacks organisation

Rarely achieves routine tasks due to a lack of planning

Plans and organises own work effectively

Manages time productively

Regularly meets deadlines

Copes well with unexpected changes and alters plans accordingly

Proactively plans, organises and monitors work for self and others

Is able to organise and plan a number of projects at one time

Ensures achievement of results through effective planning and organising

Regularly evaluates work to ensure that deadlines are met and results are achieved

Develops strategic plans to support the Company objectives

Utilises Company resources appropriately

Monitors trends and variants against overall plan and adjusts accordingly

Continually evaluates and monitors self and teams progress to meet company objectives

COMPETENCY:

QUALITY STANDARDS

Performance Levels

Has little or no concern for detail and accuracy. Consistently fails to achieve required standards

Regularly makes errors

Fails to adhere to Company policies; e.g. Dress Code, Attendance…

Contributes little towards the maintenance of department standards

Understands the need for attention to detail and accuracy and works towards achieving the required standards

Aims to make few or no errors and always double checks own work

Adheres to Company policies; e.g. Dress Code, Attendance…

Assists in the maintenance of department standards

Promotes the need for attention to detail and accuracy by their own example. Works conscientiously and acts as a role model to others

Rarely makes errors even when under pressure. Encourages the maintenance of high standards and consistently checks for errors in work of self and others

Takes responsibility for ensuring that any errors are rectified

Adheres to Company policies and monitors that of others

Encourages others to adhere to all Company standards through the use of regular monitoring and reviews

Oversees the development, maintenance and promotion of department and Company standards

Is exemplary in the standards maintained in their own work

Demands high standards in the work of others

Ensures that errors are rectified quickly and efficiently

Views attention to detail and accuracy, and their continuous improvement, as being key to business growth

COMPETENCY:

SPECIALIST KNOWLEDGE

Performance Levels

Current level of knowledge is limited

Makes little effort to gain additional knowledge

Team performance is adversely affected by lack of knowledge

Requires regular coaching to encourage learning

Ignores new information when presented with it

Demonstrates appropriate skills and understanding in order to perform daily tasks

Has good knowledge but does not maximise its use, however is keen to learn

Departments benefits from the individual’s skills and experience

Identifies opportunities where acquired knowledge can be used to maximise department performance

Keeps up to date by acquiring new information regularly

Often shares learning of specialist field to achieve results

Consistently demonstrates and applies knowledge throughout all areas of their own responsibility

Always pursues information for Company gain and creates opportunities for its implementation

Is recognised as an expert in their given field

Implements initiatives that have a positive impact on the Company

Strategically applies personal experience and technical acumen

COMPETENCY:

TEAM WORKING

Performance Levels

Offers minimal support to the team

Limited effort made when contributing to the team

Unwilling to co-operate or share information with others

Is dismissive of ideas suggested by others

Does not contribute to team objectives or goals

Works as a team member

Shares advice and knowledge with fellow team members

Contributes towards the achievement of the team goals and objectives

Works well and shows willing to assist team members in their own departments

Contributes fully as a team member and recognises the importance of teamwork

Works well with own department members and associated department members

Creates time to develop and promotes good working relationships in the department and team

Provides assistance to team members

Actively builds and motivates the team to achieve higher levels of performance

Evaluates and reviews working relationships within own department associated departments

Resolves conflict in the team

Continually identifies and develops skills and abilities of team members

Recognises opportunities to build the team effectively by utilising the teams ideas

COMPETENCY:

THINKING AND DECISION MAKING

Performance Levels

Does not understand the need to think ahead

Does not offer ideas and suggestions

Is reluctant to take action without advice

Does not consider personal, departmental or Company goals

Thinks ahead and makes appropriate decisions in carrying out job role

Uses common sense and takes the initiative

Works towards personal and departmental goals on a day to day basis

Offers ideas and suggestions for improvements

Anticipates business and customer’s needs and takes action accordingly

Uses knowledge and experience in making informed decisions

Has innovative and creative ideas on how to achieve goals

Acts immediately appropriately

Provides direction and promotes continuous improvement

Encourages others to anticipate business and customer’s needs

Imaginative and creative in situations, often leading to innovative solutions

Communicates and maintains awareness of Company goals

Is able to develop and turn ideas into long term strategy in line with Company goals