Lominger Standard 67 Competencies and Related Descriptions - PDF Free Download

Lominger Standard 67 Competencies and Related Descriptions

Size: px
Start display at page:

Download "Lominger Standard 67 Competencies and Related Descriptions"

Transcription

1 Lominger Standard 67 Competencies and Related Descriptions 1) Action Oriented Enjoys working hard; is action oriented and full of energy for the things he/she sees as challenging; not fearful of acting with a minimum of planning; seizes more opportunities than others. 2) Dealing With Ambiguity Can effectively cope with change; can shift gears comfortably; can decide and act without having the total picture; isn t upset when things are up in the air; doesn t have to finish things before moving on; can comfortably handle risk and uncertainty. 3) Approachability Is easy to approach and talk to; spends the extra effort to put others at ease; can be warm, pleasant, and gracious; is sensitive to and patient with the interpersonal anxieties of others; builds rapport well; is a good listener; is an early knower, getting informal and incomplete information in time to do something about it. 4) Boss Relationships Responds and relates well to bosses; would work harder for a good boss; is open to learning from bosses who are good coaches and who provide latitude; likes to learn from those who have been there before; easy to challenge and develop; is comfortably coachable. 5) Business Acumen Knows how businesses work; knowledgeable in current and possible future policies, practices, trends, and information affecting his/her business and organization; knows the competition; is aware of how strategies and tactics work in the marketplace. 6) Career Ambition Knows what he/she wants from a career and actively works on it; is career knowledgeable; makes things happen for self; markets self for opportunities; doesn t wait for others to open doors. 7) Caring About Direct Reports Is interested in the work and non-work lives of direct reports; asks about their plans, problems, and desires; knows about their concerns and questions; is available for listening to personal problems; monitors workloads and appreciates extra effort. 8) Comfort Around Higher Management Can deal comfortably with more senior managers; can present to more senior managers without undue tension and nervousness; understands how senior managers think and work; can determine the best way to get things done with them by talking their language and responding to their needs; can craft approaches likely to be seen as appropriate and positive.

2 9) Command Skills Relishes leading; takes unpopular stands if necessary; encourages direct and tough debate but isn t afraid to end and move on; is looked to for direction in a crisis; faces adversity head on; energized by tough challenges. 10) Compassion Genuinely cares about people; is concerned about their work and non-work problems; is available and ready to help; is sympathetic to the plight of others not as fortunate; demonstrates real empathy with the joys and pains of others. 11) Composure Is cool under pressure; does not become defensive or irritated when times are tough; is considered mature; can be counted on to hold things together during tough times; can handle stress; is not knocked off balance by the unexpected; doesn t show frustration when resisted or blocked; is a settling influence in a crisis. 12) Conflict Management Steps up to conflicts, seeing them as opportunities; reads situations quickly; good at focused listening; can hammer out tough agreements and settle disputes equitably; can find common ground and get cooperation with minimum noise. 13) Confronting Direct Reports Deals with problem direct reports firmly and in a timely manner; doesn t allow problems to fester; regularly reviews performance and holds timely discussions; can make negative decisions when all other efforts fail; deals effectively with troublemakers. 14) Creativity Comes up with a lot of new and unique ideas; easily makes connections among previously unrelated notions; tends to be seen as original and value-added in brainstorming settings. 15) Customer Focus Is dedicated to meeting the expectations and requirements of internal and external customers; gets first-hand customer information and uses it for improvements in products and services; acts with customers in mind; establishes and maintains effective relationships with customers and gains their trust and respect. 16) Timely Decision Making Makes decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure; able to make a quick decision. 17) Decision Quality Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions. 18) Delegation

3 Clearly and comfortably delegates both routine and important tasks and decisions; broadly shares both responsibility and accountability; tends to trust people to perform; lets direct reports finish their own work. 19) Developing Direct Reports Provides challenging and stretching tasks and assignments; holds frequent development discussions; is aware of each direct report s career goals; constructs compelling development plans and executes them; pushes direct reports to accept developmental moves; will take direct reports who need work; is a people builder. 20) Directing Others Is good at establishing clear directions; sets stretching objectives; distributes the workload appropriately; lays out work in a well-planned and organized manner; maintains two-way dialogue with others on work and results; brings out the best in people; is a clear communicator. 21) Managing Diversity Manages all kinds and classes of people equitably; deals effectively with all races, nationalities, cultures, disabilities, ages and both sexes; hires variety and diversity without regard to class; supports equal and fair treatment and opportunity for all. 22) Ethics and Values Adheres to an appropriate (for the setting) and effective set of core values and beliefs during both good and bad times; acts in line with those values; rewards the right values and disapproves of others; practices what he/she preaches. 23) Fairness to Direct Reports Treats direct reports equitably; acts fairly; has candid discussions; doesn t have hidden agenda; doesn t give preferential treatment. 24) Functional/Technical Skills Has the functional and technical knowledge and skills to do the job at a high level of accomplishment. 25) Hiring and Staffing Has a nose for talent; hires the best people available from inside or outside; is not afraid of selecting strong people; assembles talented staffs. 26) Humor Has a positive and constructive sense of humor; can laugh at him/herself and with others; is appropriately funny and can use humor to ease tension.

4 27) Informing Provides the information people need to know to do their jobs and to feel good about being a member of the team, unit, and/or the organization; provides individuals information so that they can make accurate decisions; is timely with information. 28) Innovation Management Is good a bringing the creative ideas of others to market; has good judgment about which creative ideas and suggestions will work; has a sense about managing the creative process of others; can facilitate effective brainstorming; can project how potential ideas may play out in the marketplace. 29) Integrity and Trust Is widely trusted; is seen as a direct, truthful individual; can present the unvarnished truth in an appropriate and helpful manner; keeps confidences; admits mistakes; doesn t misrepresent him/herself for personal gain. 30) Intellectual Horsepower Is bright and intelligent; deals with concepts and complexity comfortably; described as intellectually sharp, capable, and agile. 31) Interpersonal Savvy Relates well to all kinds of people, up, down, and sideways, inside and outside the organization; builds appropriate rapport; builds constructive and effective relationships; uses diplomacy and tact; can diffuse even high-tension situations comfortably. 32) Learning on the Fly Learns quickly when facing new problems; a relentless and versatile learner; open to change; analyzes both successes and failures for clues to improvement; experiments and will try anything to find solutions; enjoys the challenge of unfamiliar tasks; quickly grasps the essence and the underlying structure of anything. 33) Listening Practices attentive and active listening; has the patience to hear people out; can accurately restate the opinions of others even when he/she disagrees. 34) Managerial Courage Doesn t hold back anything that needs to be said; provides current, direct, complete, and actionable positive and corrective feedback to others; lets people know where they stand; faces up to people problems on any person or situation (not including direct reports) quickly and directly; is not afraid to take negative action when necessary. 35) Managing and Measuring Work Clearly assigns responsibility for tasks and decisions; sets clear objectives and measures; monitors process, progress, and results; designs feedback loops into work.

5 36) Motivating Others Creates a climate in which people want to do their best; can motivate many kinds of direct reports and team or project members; can assess each persons hot button and use it to get the best out of him/her; pushes tasks and decisions down; empowers others; invites input from each person and shares ownership and visibility; makes each individual feel his/her work is important; is someone people like working for and with. 37) Negotiating Can negotiate skillfully in tough situations with both internal and external groups; can settle differences with minimum noise; can win concessions without damaging relationships; can be both direct and forceful as well as diplomatic; gains trust quickly of other parties to the negotiations; has a good sense of timing. 38) Organizational Agility Knowledgeable about how organizations work; knows how to get things done both through formal channels and the informal network; understands the origin and reasoning behind key policies, practices, and procedures; understands the cultures of organizations. 39) Organizing Can marshal resources (people, funding, material, support) to get things done; can orchestrate multiple activities at once to accomplish a goal; uses resources effectively and efficiently arranges information and files in a useful manner. 40) Dealing With Paradox Can act in ways that seem contradictory; is very flexible and adaptable when facing tough calls; can combine seeming opposites like being compassionately tough, stand up for self without trampling others, set strong but flexible standards; can act differently depending upon the situation; is seen as balanced despite the conflicting demands of the situation. 41) Patience Is tolerant with people and processes; listens and checks before acting; tries to understand the people and the data before making judgments and acting; waits for others to catch up before acting; sensitive to due process and proper pacing; follows established process. 42) Peer Relationships Can quickly find common ground and solve problems for the good of all; can represent his/her own interests and yet be fair to other groups; can solve problems with peers with a minimum of noise; is seen as a team player and is cooperative; easily gains trust and support of peers; encourages collaboration; can be candid with peers. 43) Perseverance Pursues everything with energy, drive, and a need to finish; seldom gives up before finishing, especially in the face of resistance or setbacks.

6 44) Personal Disclosure Shares his/her thoughts about personal strengths, weaknesses, and limitations; admits mistakes and shortcomings; is open about personal beliefs and feelings; is easy to get to know for those who interact with him/her regularly. 45) Personal Learning Picks up on the need to change personal, interpersonal, and managerial behavior quickly; watches others for their reactions to his/her attempts to influence and perform, and adjusts; seeks feedback; is sensitive to changing personal demands and requirements and changes accordingly. 46) Perspective Looks toward the broadest possible view of an issue/challenge; has broad-ranging personal and business interests and pursuits; can easily pose future scenarios; can think globally; can discuss multiple aspects and impacts of issues and project them into the future. 47) Planning Accurately scopes out length and difficulty of tasks and projects; sets objectives and goals; breaks down work into the process steps; develops schedules and task/people assignments; anticipates and adjusts for problems and roadblocks; measures performance against goals; evaluates results. 48) Political Savvy Can maneuver through complex political situations effectively and quietly; is sensitive to how people and organizations function; anticipates where the land mines are and plans his/her approach accordingly; views corporate politics as a necessary part of organizational life and works to adjust to that reality; is a maze-bright person. 49) Presentation Skills Is effective in a variety of formal presentation settings: one-on-one, small and large groups, with peers, direct reports, and bosses; is effective both inside and outside the organization, on both cool data and hot and controversial topics; commands attention and can manage group processes during the presentation; can change tactics midstream when something isn t working. 50) Priority Setting Spends his/her time and the time of others on what s important; quickly zeros in on the critical few and puts the trivial many aside; can quickly sense what will help or hinder accomplishing a goal; eliminates roadblocks; creates focus. 51) Problem Solving Uses rigorous logic and methods to solve difficult problems with effective solutions; probes all fruitful sources for answers; can see hidden problems; is excellent at honest analysis; looks beyond the obvious and doesn't stop at the first answers.

7 52) Process Management Good at figuring out the processes necessary to get things done; knows how to organize people and activities; understands how to separate and combine tasks into efficient work flow; knows what to measure and how to measure it; can see opportunities for synergy and integration where others can't; can simplify complex processes; gets more out of fewer resources. 53) Drive For Results Can be counted on to exceed goals successfully; is constantly and consistently one of the top performers; very bottom-line oriented; steadfastly pushes self and others for results. 54) Self-Development Is personally committed to and actively works to continuously improve him/herself; understands that different situations and levels may call for different skills and approaches; works to deploy strengths; works on compensating for weakness and limits. 55) Self-Knowledge Knows personal strengths, weaknesses, opportunities, and limits; seeks feedback; gains insights from mistakes; is open to criticism; isn't defensive; is receptive to talking about shortcomings; looks forward to balanced (+'s and -'s) performance reviews and career decisions. 56) Sizing Up People Is a good judge of talent; after reasonable exposure, can articulate the strengths and limitations of people inside or outside the organization; can accurately project what people are likely to do across a variety of situations. 57) Standing Alone Will stand up and be counted; doesn't shirk personal responsibility; can be counted on when times are tough; willing to be the only champion for an idea or position; is comfortable working alone on a tough assignment. 58) Strategic Agility Sees ahead clearly; can anticipate future consequences and trends accurately; has broad knowledge and perspective; is future oriented; can articulately paint credible pictures and visions of possibilities and likelihoods; can create competitive and breakthrough strategies and plans. 59) Managing Through Systems Can design practices, processes, and procedures which allow managing from a distance; is comfortable letting things manage themselves without intervening; can make things work through others without being there; can impact people and results remotely.

8 60) Building Effective Teams Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and successes; fosters open dialogue; lets people finish and be responsible for their work; defines success in terms of the whole team; creates a feeling of belonging in the team. 61) Technical Learning Picks up on technical things quickly; can learn new skills and knowledge; is good at learning new industry, company, product, or technical knowledge; does well in technical courses and seminars. 62) Time Management Uses his/her time effectively and efficiently; values time; concentrates his/her efforts on the more important priorities; gets more done in less time than others; can attend to a broader range of activities. 63) TQM/Re-Engineering Is dedicated to providing the highest quality products and services which meet the needs and requirements of internal and external customers; is committed to continuous improvement through empowerment and management by data; is willing to re-engineer processes from scratch; is open to suggestions and experimentation; creates a learning environment leading to the most efficient and effective work processes. 64) Understanding Others Understands why groups do what they do; picks up the sense of the group in terms of positions, intentions, and needs; what they value and how to motivate them; can predict what groups will do across different situations. 65) Managing Vision and Purpose Communicates a compelling and inspired vision or sense of core purpose; talks beyond today; talks about possibilities; is optimistic; creates mileposts and symbols to rally support behind the vision; makes the vision shareable by everyone; can inspire and motivate entire units or organizations. 66) Work/Life Balance Maintains a conscious balance between work and personal life so that one doesn't dominate the other; is not one-dimensional; knows how to attend to both; gets what he/she wants from both. 67) Written Communications Is able to write clearly and succinctly in a variety of communication settings and styles; can get messages across that have the desired effect.

Terex Leadership Competency Model

Terex Leadership Competency Model Terex Leadership Competency Model INDIVIDUAL CONTRIBUTOR MANAGER EECUTIVE Creating and Creativity Innovation Business Acumen Strategic Agility Global Business Knowledge Making it Happen Time Action Oriented

More information

360 Degree Leadership Competencies and Questions

360 Degree Leadership Competencies and Questions 360 Degree Leadership Competencies and Questions Educational Impact 2007 1 360 Degree Leadership Assessment Responses Below is a list of the questions that appear in the Educational Impact 360 Degree School

More information

Data Warehouse Developer

Data Warehouse Developer Data Warehouse Developer This position description provides an indicative outline of the purpose and key responsibilities and tasks of the role. Title and Reporting Relationships Position title: Data Warehouse

More information

Service Desk Analyst

Service Desk Analyst Principles Vision Purpose Statement Service Desk Analyst healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations. We will deliver increasing

More information

Executive Director, REPORTS TO: Resources. Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/15

Executive Director, REPORTS TO: Resources. Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/15 JOB DESCRIPTION: MANAGER, HUMAN RESOURCES DEPARTMENT: Talent Management-Human Executive Director, REPORTS TO: Resources Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/15

More information

Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/2015

Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT STATUS: Exempt DATE: 4/16/2015 JOB DESCRIPTION: MANAGER, HUMAN RESOURCE INFORMATION SYSTEMS (HRIS) DEPARTMENT: Talent Management-Human Executive Director, REPORTS TO: Resources Talent Management JOB CLASS: Manager PAY GRADE: 19 EXEMPT

More information

Chief Information Security Officer

Chief Information Security Officer Principles Vision Purpose Statement Chief Information Security Officer healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations. We will

More information

Job Descriptions & Competencies. A Publication of the CA Service Provider Center of Excellence

Job Descriptions & Competencies. A Publication of the CA Service Provider Center of Excellence Job Descriptions & Competencies A Publication of the CA Service Provider Center of Excellence job description sample #1: NOC technician Position: NOC Technician Job Description Monitors trouble printouts,

More information

Name: Tom Triplett Position Title: Instructional Dean Position Responsibility: BITE and Information Technology Career Majors

Name: Tom Triplett Position Title: Instructional Dean Position Responsibility: BITE and Information Technology Career Majors Name: Tom Triplett Position Title: Instructional Dean Position Responsibility: BITE and Information Technology Career Majors TTC Position Description: Instructional Dean Official Organizational Title:

More information

DAIRYNZ POSITION DESCRIPTION

DAIRYNZ POSITION DESCRIPTION DAIRYNZ POSITION DESCRIPTION Title and Reporting Relationships Position Title: Reports to: Location: Career Level: Science Support Manager General Manager Research & Development Newstead People Leader

More information

Technical Applications Consultant version 20 Dec 2011.doc

Technical Applications Consultant version 20 Dec 2011.doc Principles Vision Purpose Statement Technical Applications Consultant (version 20 Dec 2011) healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations.

More information

National Coordinator, Jump Rope for Heart Maximum term, Full time

National Coordinator, Jump Rope for Heart Maximum term, Full time National Coordinator, Jump Rope for Heart Maximum term, Full time Title: National Coordinator, Jump Rope For Heart (JRFH) Team: National Fundraising Team Position type: 3 year maximum term, fulltime Reports

More information

How adding Factors, Clusters, and Stallers and Stoppers leads to better interviewing results

How adding Factors, Clusters, and Stallers and Stoppers leads to better interviewing results Beyond Competency-Based Structured Interviewing: How adding Factors, Clusters, and Stallers and Stoppers leads to better interviewing results By George S. Hallenbeck Jr., Ph.D., co-author with Robert W.

More information

INTERVIEW ARCHITECT Express

INTERVIEW ARCHITECT Express IMPORTANT NOTE FOR USERS OF is a human resources tool designed to assist employers with the interviewing process. is not intended to constitute legal advice. If legal advice is desired, users of the materials

More information

Waikato Regional Council Role Description

Waikato Regional Council Role Description Waikato Regional Council Role Description Job Title: Directorate Reports to: Responsible for: (Total number of staff) Job Purpose: Direct Reports Contracts and Special Project Coordinator Resource Use

More information

Intern Social Media. Organisational Statement. Purpose. Key Accountabilities for this position. International Brand Manager

Intern Social Media. Organisational Statement. Purpose. Key Accountabilities for this position. International Brand Manager Intern Social Media Reports To: International Brand Manager Location: Wellington Direct Reports Nil Duration November 2014 to end of February 2015 Salary TBA Last Reviewed October 2014 Organisational Statement

More information

Board Leader Succession Planning Toolkit

Board Leader Succession Planning Toolkit 1 Board Leader Succession Planning Toolkit The list of steps of the Board Leader Succession Planning Process on this page is adapted from materials developed by the Society for Human Resource Management.

More information

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca

Need Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca Need Information? Go to: www.chr.alberta.ca/apscompetencies Have Questions? Email: apscompetencies@gov.ab.ca Table of Contents Background... 3 Why Behavioural Competencies?... 3 The APS Competency Model...

More information

Waikato Regional Council Role Description

Waikato Regional Council Role Description Waikato Regional Council Role Description Role Title: Directorate: Reports to: Responsible for: (Total number of staff) Role Purpose: Direct Reports: Manager - Facilities Finance Chief Financial Officer

More information

Annual Appraisal Instructions and Rating Descriptions

Annual Appraisal Instructions and Rating Descriptions Annual Appraisal Instructions and Rating Descriptions Rating Descriptions ACU uses a 5-point rating scale to measure performance. Please use the following ratings and definitions to complete sections 1,

More information

Procurement Competency Framework

Procurement Competency Framework Procurement Competency Framework Typical Role Behaviours Level 0 Administrative Officer Support Officer Level 1 Level 2 Level 3 Level 4 Level 5 Purchasing Officer Buyer Procurement Officer Senior Buyer

More information

Competency Self Assessment Tool For HR Roles (AS Employees) In the Public Service of Nova Scotia

Competency Self Assessment Tool For HR Roles (AS Employees) In the Public Service of Nova Scotia Competency Self Assessment Tool For HR Roles (AS Employees) In the Public Service of Nova Scotia Success Through HR Professionals Competencies for HR Roles (AS Employees) Three competencies have been identified

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing

More information

Performance Management Tool 5 Employee Self Evaluation

Performance Management Tool 5 Employee Self Evaluation Performance Management Tool 5 Employee Self Evaluation Annual Performance Review Form Employee Self Evaluation Employee Name: Department: Review Period: Criteria EE ME DR Exceeds Expectations Meets Expectations

More information

The Emotional Competence Framework

The Emotional Competence Framework The Emotional Competence Framework 1 SOURCES: This generic competence framework distills findings from: MOSAIC competencies for professional and administrative occupations (U.S. Office of Personnel Management);

More information

LEADERSHIP DEVELOPMENT FRAMEWORK

LEADERSHIP DEVELOPMENT FRAMEWORK LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,

More information

Engineer/Architect Director

Engineer/Architect Director Office of Human Resources Engineer/Architect Director Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs functional and/or operational professional areas that include developing annual and multi-year

More information

JOB DESCRIPTION DEPARTMENT/ LOCATION:

JOB DESCRIPTION DEPARTMENT/ LOCATION: JOB DESCRIPTION POSITION TITLE: Merchant Seasonal DEPARTMENT/ LOCATION: Sales & Merchandising JOB CODE: 4806 CLASSIFICATION: Exempt SALARY GRADE: 11 APPROVED BY: JOB FAMILY: JF 1 DATE: REPORTING RELATIONSHIPS

More information

Engineer/Architect Executive

Engineer/Architect Executive Office of Human Resources Engineer/Architect Executive Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs functional and/or operational areas that include establishing a multi-year vision and strategic

More information

Performance Description for Employee

Performance Description for Employee Decision Making: Able to analyze situations fully and accurately to reach productive decisions. Consults appropriate parties when necessary and identifies the key concerns and/or issues that need to be

More information

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information

More information

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs)

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs) EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen

More information

Office of Human Resources. Financial Manager

Office of Human Resources. Financial Manager Office of Human Resources Financial Manager Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Manages financial functional and/or operational area(s) that include implementing work plans based on annual goals

More information

Grade: 6 Location: Melbourne Effective Date: December 2015

Grade: 6 Location: Melbourne Effective Date: December 2015 Web Editor Permanent, full time Position: Web Editor Team: Revenue & Brand (Brand, Communications and Digital Services) Position type: Permanent Full Time Reports to: Digital Marketing (National) Company:

More information

Case Manager. Team Manager. Nationwide

Case Manager. Team Manager. Nationwide Position: Case Manager Business Group: Claims Management Reporting to: Team Manager Location: Nationwide Approved: Date: September 2010 About ACC ACC works to reduce the overall incidence and impact of

More information

EMPLOYEE PERFORMANCE EVALUATION

EMPLOYEE PERFORMANCE EVALUATION EMPLOYEE PERFORMANCE EVALUATION NAME POSITION/TITLE HIRE DATE LOCATION/DEPARTMENT EMPLOYMENT STATUS FT PT PD LAST REVIEW DATE IMMEDIATE SUPERVISOR DATE: TYPE OF REVIEW: ANNUAL PROBATIONARY OTHER Instructions

More information

Leadership Development Handbook

Leadership Development Handbook Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help

More information

Analyst - EDI. healthalliance Purpose, Vision and Principles. Purpose Statement

Analyst - EDI. healthalliance Purpose, Vision and Principles. Purpose Statement Principles Vision Purpose Statement Analyst - EDI healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations. We will deliver increasing value

More information

Director of Facilities Management

Director of Facilities Management Office of Human Resources Director of Facilities Management Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs the Facilities Management Division of the Department of General Services including developing

More information

Performance Evaluation Senior Leadership

Performance Evaluation Senior Leadership Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the

More information

JOB DESCRIPTION DEPARTMENT/ LOCATION:

JOB DESCRIPTION DEPARTMENT/ LOCATION: JOB DESCRIPTION POSITION TITLE: Senior Manager, Strategic Pricing DEPARTMENT/ LOCATION: Sales & Merchandising JOB CODE: 4817 CLASSIFICATION: Exempt SALARY GRADE: 12 APPROVED BY: Kevin Curry JOB FAMILY:

More information

Success Profile. Barista. June 2003 SUCCESS PROFILES

Success Profile. Barista. June 2003 SUCCESS PROFILES Success Profile Barista June 2003 SUCCESS PROFILES Success profiles define the key background, characteristics, and abilities required for effective performance in an individual position or a set of similar

More information

COMPETENCY ACC LEVEL PCC LEVEL MCC LEVEL 1. Ethics and Standards

COMPETENCY ACC LEVEL PCC LEVEL MCC LEVEL 1. Ethics and Standards ICF CORE COMPETENCIES RATING LEVELS Adapted from the Minimum Skills Requirements documents for each credential level (Includes will-not-receive-passing-score criteria- gray background) COMPETENCY ACC LEVEL

More information

at London Business School Transforming Your Future Developing Leaders at Lloyd s

at London Business School Transforming Your Future Developing Leaders at Lloyd s at London Business School Transforming Your Future Developing Leaders at Lloyd s Are you ready totake charge? Lloyd s future success depends on the quality of its leaders. The Developing Leaders at Lloyd

More information

DESCRIBING OUR COMPETENCIES. new thinking at work

DESCRIBING OUR COMPETENCIES. new thinking at work DESCRIBING OUR COMPETENCIES new thinking at work OUR COMPETENCIES - AT A GLANCE 2 PERSONAL EFFECTIVENESS Influencing Communicating Self-development Decision-making PROVIDING EXCELLENT CUSTOMER SERVICE

More information

OUR VALUES & COMPETENCY FRAMEWORK

OUR VALUES & COMPETENCY FRAMEWORK OUR VALUES & COMPETENCY FRAMEWORK Introduction Below you will find the PPF s values and details of our key generic competencies and competency levels. You ll find details of the competency levels required

More information

What was the impact for you? For the patient? How did it turn out? How has this helped you in your job? What was the result?

What was the impact for you? For the patient? How did it turn out? How has this helped you in your job? What was the result? EXAMPLE VALUE BASED INTERVIEW QUESTIONS VALUE LEADING QUESTION FOLLOW UP QUESTIONS KEY CRITERIA Compassion Give me an example of a time when you were particularly perceptive regarding a Describe what you

More information

ICF CORE COMPETENCIES RATING LEVELS

ICF CORE COMPETENCIES RATING LEVELS coachfederation.org ICF CORE COMPETENCIES RATING LEVELS Adapted from the Minimum Skills Requirements documents for each credential level Includes will-not-receive-passing-score criteria. COMPETENCY 1.

More information

FINANCIAL ACCOUNTING MANAGER

FINANCIAL ACCOUNTING MANAGER Job Description FINANCIAL ACCOUNTING MANAGER This job description provides an indicative outline of the purpose and accountabilities of the role. Specific performance requirements and expectations will

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

Behavioral Interview Questions

Behavioral Interview Questions Behavioral Interview Questions Carnegie Mellon has identified five core competencies that are required of all employees for success at the university. These are: Customer Service Teamwork Initiative Leadership

More information

OPPORTUNITY PROFILE. Director, Engineering & Technical Services Co-op Refinery Complex Federated Co-op

OPPORTUNITY PROFILE. Director, Engineering & Technical Services Co-op Refinery Complex Federated Co-op OPPORTUNITY PROFILE Director, Engineering & Technical Services Co-op Refinery Complex Federated Co-op THE ORGANIZATION: FEDERATED CO-OPERATIVES LIMITED Federated Co-operatives Limited (FCL) is a multi-faceted

More information

Interview Questions. Guide to Interview Preparation Techniques

Interview Questions. Guide to Interview Preparation Techniques Interview Questions Guide to Interview Preparation Techniques Table of Contents Adaptability 1 Listening.... 34 Ambiguity (Tolerance for). 2 Managerial Courage 35 Analytical Thinking 3 Managing Through

More information

Sample Behavioural Questions by Competency

Sample Behavioural Questions by Competency Competencies that support LEADING PEOPLE Change Leadership Please tell us about a time when you led a significant change in your organization and how you helped others to deal with the change. Tell me

More information

Sample interview question list

Sample interview question list Sample interview question list Category A Introductory questions 1. Tell me about yourself. 2. Why would you like to work for this organisation? 3. So what attracts you to this particular opportunity?

More information

Re-energizing the Practice of Leadership for the Public Good Public Sector Core Leadership Practices Paradoxes of Leadership

Re-energizing the Practice of Leadership for the Public Good Public Sector Core Leadership Practices Paradoxes of Leadership Re-energizing the Practice of Leadership for the Public Good Public Sector Core Leadership Practices Paradoxes of Leadership In July of 2001 a group of representatives from the National Security Agency

More information

360 By Design Library of Competencies and Derailment Factors

360 By Design Library of Competencies and Derailment Factors 360 By Design Library of Competencies and Derailment Factors Version 3 360 By Design At-a-Glance Leading Others Communication p.1 Communicates Communicating effectively Communicating information, ideas

More information

Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY

Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY Sample Report: ESCI: EMOTIONAL & SOCIAL COMPETENCY INVENTORY All Rights Reserved The Hay Group IMPORTANT NOTE: The information provided in the following pages is provided for reference only. The material

More information

BEHAVIORAL INTERVIEW QUESTIONS INVENTORY

BEHAVIORAL INTERVIEW QUESTIONS INVENTORY ACCOUNTABILITY/DEPENDABILITY Provide a specific example that best illustrates your ability to be counted on. Tell us about a time when you took responsibility for an error and were held personally accountable.

More information

Individual Development Planning (IDP)

Individual Development Planning (IDP) Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

Principal Project Manager

Principal Project Manager Office of Human Resources Principal Project Manager Page 1 of 7 GENERAL STATEMENT OF CLASS DUTIES Performs advanced, specialized professional level project management work on complex, multifaceted regional

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information

Coaching and Career Development

Coaching and Career Development Coaching and Career Development Overview Five key ways to coach and support career development. What is coaching? Hold frequent coaching meetings with employees Work on your coaching skills Plan and prepare

More information

Chapter 3: Managing Conflict with Your Boss

Chapter 3: Managing Conflict with Your Boss Chapter 3: Managing Conflict with Your Boss Overview The special case of conflict between a direct report and a boss presents unique challenges. As a manager with responsibilities up and down the organizational

More information

Self Assessment Tool for Principals and Vice-Principals

Self Assessment Tool for Principals and Vice-Principals The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry

More information

DEPARTMENT OF OF HUMAN RESOURCES. Career Planning and Succession Management Resources

DEPARTMENT OF OF HUMAN RESOURCES. Career Planning and Succession Management Resources DEPARTMENT OF OF HUMAN RESOURCES Career Planning and Succession Management Resources CONTENTS: ASSESSMENT TOOLS... 3 Work Personality Index (WPI)... 3 Myers Briggs Type Indicator (MBTI)... 3 Multiple Perspective

More information

Talent Development Coordinator Job Description

Talent Development Coordinator Job Description Talent Development Coordinator Job Description Company: Northwestern Michigan College Salary Grade: 14 Functional Job Title: Talent Development Coordinator Effective Date: 9/23/2013 Functional Job Code:

More information

National Development Lead Catalogue and Master Data

National Development Lead Catalogue and Master Data Principles Vision Purpose Statement National Development Lead Catalogue and Master Data healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health organisations.

More information

This improved version will be available starting February 4, 2013. Feedback Report Prepared for. 4 Feb 2013

This improved version will be available starting February 4, 2013. Feedback Report Prepared for. 4 Feb 2013 This improved version will be available starting February 4, 2013 Feedback Report Prepared for TestPerson Participant Model_5-1 Name 4 Feb 2013 In addition to your self-ratings, this report includes your

More information

Making a positive difference for energy consumers. Competency Framework Band C

Making a positive difference for energy consumers. Competency Framework Band C Making a positive difference for energy consumers Competency Framework 2 Competency framework Indicators of behaviours Strategic Cluster Setting Direction 1. Seeing the Big Picture Seeing the big picture

More information

Marketing & Strategic Relations Manager

Marketing & Strategic Relations Manager Marketing & Strategic Relations Manager Reports To: Regional Communications & Strategic Relations Manager, SSEA Dotted Line Report to: Trade Commissioner, NZTE Location: Ho Chi Minh City Direct Reports:

More information

Stages of Team Development Lessons from the Struggles of Site-Based Management

Stages of Team Development Lessons from the Struggles of Site-Based Management Schooll Communiity Counciill Operatiions (Source: SCC Handbook IIII,, 2008) s of Team Development Lessons from the Struggles of Site-Based Management Learning to share decision making in a professional

More information

WHO GLOBAL COMPETENCY MODEL

WHO GLOBAL COMPETENCY MODEL 1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.

More information

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS Leading Change Definition: This core competency involves the ability to bring about strategic change, both within and outside the organization,

More information

Leadership Competency Framework

Leadership Competency Framework Leadership Competency Framework Leadership Competency Framework 1 The Leadership Competency Framework is an initiative of the People and Culture Thematic Map under the Capability building supports individual

More information

FEATURED COURSES CURRENTLY AVAILABLE

FEATURED COURSES CURRENTLY AVAILABLE FEATURED COURSES CURRENTLY AVAILABLE NEW! A Checklist for Successful Performance Appraisals and Discussions- 4 hours The formal performance appraisal discussion is an integral part of the performance management

More information

Continuous Learning & Development

Continuous Learning & Development Examples of Behavior Statements- Professional Role What does "below", "meets" and "exceeds" expectations really mean? PROFESSIONAL ROLE: Supports OU s strategic objectives, as an individual contributor,

More information

Wiltshire Council s Behaviours framework

Wiltshire Council s Behaviours framework Wiltshire Council s Behaviours framework It s about how we work Trust and respect Simplicity Responsibility Leadership Working together Excellence Why do we need a behaviours framework? Wiltshire Council

More information

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1

Managers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1 Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate

More information

The New West Point Leader Development System (WPLDS) Outcomes Approved by the Academic Board and Superintendent on 16 January 2014

The New West Point Leader Development System (WPLDS) Outcomes Approved by the Academic Board and Superintendent on 16 January 2014 Upon commissioning, West Point graduates are leaders of character committed to the ideals of duty, honor, country and prepared to accomplish the mission. They will: 1. Live honorably and build trust. Graduates

More information

Behaviourally Based Questions

Behaviourally Based Questions Behaviourally Based Questions Index 1 HOW TO WRITE BEHAVIOURALLY BASED QUESTIONS Page 2 2 SAMPLE BEHAVIOURAL QUESTIONS Page 3 3 SAMPLE BEHAVIOURALLY BASED QUESTIONS FROM RIGHT JOB, RIGHT PERSON! CAPABILITY

More information

Emotional Intelligence Self Assessment

Emotional Intelligence Self Assessment Emotional Intelligence Self Assessment Emotional Intelligence When people in the workplace do not act with Emotional Intelligence (EQ) the costs can be great: low morale, bitter conflict and stress all

More information

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit JOB TITLE NAME UNIT REPORTS TO JOB FAMILY Organizational Development Specialist Vacant Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

More information

DTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample

DTRQ9FO8D9N/TGDTRbzN2v4v. Sample Leader Leader Sample DTRQ9FO8D9N/TGDTRbzNvv Sample Leader Leader Sample Feedback Report //0 About This Survey Leader Sample, //0 This multirater survey is designed to provide a basis for your professional development. As an

More information

SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL

SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL SUPERVISORY/MANAGEMENT NEEDS ASSESSMENT TOOL Partnering for Pathways to Success CSA Training & Development For more information, contact Rob Moody,(720) 913-5619 Supervisory/Management Needs Assessment

More information

IC Performance Standards

IC Performance Standards IC Performance Standards Final Version 1 23 April 2009 1 TABLE OF CONTENTS BACKGROUND... 3 OCCUPATIONAL STRUCTURE... 4 PERFORMANCE ELEMENT CONTENT MODELS... 7 Professional and Technician/Administrative

More information

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager GLOBAL FINANCIAL PRIVATE CAPITAL Job Description JOB TITLE: Client Relationship Manager Reports To: Financial Advisor Exempt Prepared by: ADP Resource June 10, 2014 SUMMARY This position is primarily responsible

More information

Sample Personal Profiles for CVs Handout

Sample Personal Profiles for CVs Handout Sample Personal Profiles for CVs Handout To arrange to have your CV/Application form reviewed please contact Caroline Kennedy Careers & Opportunities Officer Email: ckennedy@ncirl.ie Telephone: 4498526

More information

Systems Engineer Compute and Storage Position Description

Systems Engineer Compute and Storage Position Description Principles Vision Purpose Statement Systems Engineer Compute and Storage Position Description healthalliance Purpose, Vision and Principles healthalliance provides shared services to benefit NZ health

More information

TALENT MANAGEMENT Readiness Assessment. Competency Example Writing Workbook

TALENT MANAGEMENT Readiness Assessment. Competency Example Writing Workbook TALENT MANAGEMENT Readiness Assessment Competency Example Writing Workbook May 2010 TIPS FOR WRITING COMPETENCY EXAMPLES 1. Keep in mind as you write your examples that the Leader-Manager competencies

More information

Building Trust in Communications

Building Trust in Communications Building Trust in Communications By Noreen Kelly For more information visit: http://www.trustacrossamerica.com Copyright 2013 Next Decade, Inc. Building Trust in Communications My name is Noreen Kelly.

More information

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors

Level5. Civil Service Competency Framework 2012-2017. Level 5 Deputy Directors Level5 Civil Service Competency Framework 2012-2017 About this framework We are introducing a new competency framework to support the Civil Service Reform Plan and the new performance management system.

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Sally Sample 24 August 2010

Sally Sample 24 August 2010 candidate interview report Sally Sample 24 August 2010 preface The RPMQ is a self-report questionnaire designed to measure characteristics that are important in the occupational setting. These characteristics

More information

Resurrection Metropolitan Community Church Church Administrator Position Description and Purpose

Resurrection Metropolitan Community Church Church Administrator Position Description and Purpose Resurrection Metropolitan Community Church Church Administrator Position Description and Purpose Reports to: Senior Pastor Supervises: Operation Staff and Volunteer Team Leads Part of: Executive Team Revised:

More information

The IIA Global Internal Audit Competency Framework

The IIA Global Internal Audit Competency Framework About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the

More information

INTERVIEW QUESTIONS. Behavioral Questions by Job Competency

INTERVIEW QUESTIONS. Behavioral Questions by Job Competency INTERVIEW QUESTIONS Initial Questions What is your primary reason for leaving your current company, and how could joining the University of New Mexico/this department fill that need? What do you think

More information