51
INITIATING ACTION
Using own initiative, energy and drive to create and respond to opportunities or situations in order to make things happen
B E H AV I O U R S
• Is action-orientated and uses own initiative • Is quick on-the-mark • Acts as a catalyst • Influences situations and people
• Gets things going and makes things happen
• Takes action to deliver against objectives • Seizes opportunities • Takes control and decisive action
• Is responsive by nature • Pursues goals • Takes responsibility
• Responds to the situation • Gives direction
• Is results-driven • Shapes and transforms situations
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Is group-dependent • Demonstrates little creativity • Proposes short to medium-term action • Attempts to improve and enhance • Takes the lead in setting new business
• Reacts to the initiative of others • Little experimentation with new or plans current reality directions
• Requires direction from others
improved ideas • Does not identify immediate solutions • Challenges the status-quo • Continuously improves current
• Needs instruction and guidelines
• Hesitates and needs time to settle into • Speaks about change, yet maintains to problems • Takes situation in hand situation
status quo • Takes on challenges in own area of • Displays ability to grasp opportunities • Influences people and situations
new situations • Is quick off-the-mark to shape and • Makes active effort to influence events
• Follows conventional way of doing expertise
• Is slow to deliver against objectives transform situations • Grasps opportunities
• Makes a poor impact things • Commits to a course of action after • Identifies and explores opportunities • Displays original thinking
• Demonstrates rigid thinking regarding • Deals with all situations in the same careful consideration • Has creative ideas • Is pro-active and original
new or improved ideas manner • Displays willingness to respond to • Converts ideas into action • Is self-motivated
• Displays limited to no demonstration • Overlooks certain opportunities challenges and opportunities • Develops long-term action plans • Takes independent action
of competency • Develops action plans • Identifies what needs to be done
• Pushes own solutions and ignores • Is less confident when operating
• Is unwilling to take risks others outside of comfort zone • Establishes improvement plans and takes action
• Tends to be too controlling and • Does more than required • Demonstrates a high level
• Struggles to act independently within • Needs time to settle into new • Is results-driven
therefore not willing to take the the group situations before acting with of productivity
confidence • Demonstrates above average
initiative • Tends to go along with others’ competence • Does not accept things passively
• Becomes impatient or impulsive • Becomes action-orientated when • Adopts a creative and original
initiatives dealing with familiar issues
• Adopts a reactive approach • Prefers others to initiate ideas, yet approach
• Anticipates problems and acts
may initiate one or two ideas when accordingly
certain
• Needs support to convert ideas into • Is responsive
action • Demonstrates average competence
• Offers basic proposals and action • Demonstrates a calculated approach
plans
• Demonstrates below-average
competence
50
INITIATING ACTION
Using own initiative, energy and drive to create and respond to opportunities or situations in order to make things happen
B E H AV I O U R S
• Is action-orientated and uses own initiative • Is results-driven • Acts as a catalyst • Influences situations and people
• Takes action to deliver against objectives • Is quick on-the-mark • Seizes opportunities • Takes control and decisive action
• Is responsive by nature • Gets things going and makes things happen • Pursues goals • Takes responsibility
• Responds to the situation • Gives direction
• Shapes and transforms situations
INTERVIEW QUESTIONS
• Describe a time when you have been part of a team in which differences of opinions developed about how the work was assigned or completed. What was your role? What actions did you take?
What was the outcome? What did you learn from the experience?
• Describe a time when you performed a task outside your perceived responsibilities. What was the task? Why did you perceive it to be outside your responsibilities? What was the outcome?
• Describe a situation when you demonstrated initiative and took action without waiting for direction. What did you do and that was the outcome?
• Give me an example of projects at work you generated on your own. What prompted you to start these projects? What were the outcomes?
• Give me a specific example of a time when you sold your supervisor/manager on an idea or concept. How did you proceed? What was the result?
• Tell me about a time when your initiative caused a change to occur in your team/department or into he organisation as a whole. Why was the change necessary? What was the impact of this initiative?
• Describe a time where you took the initiative to act rather than waiting to be told what to do. Why did you decide to act? What happened and was the impact of this decision?
• Tell me about a specific incident on your last/current job where you went ‘beyond the call of duty’ to get something done. Why did you take this initiative and what was the outcome?
• Give me an example of when you showed initiative and took the lead on a project or assignment. What was the outcome?
• Describe a situation in which you recognised a potential problem as an opportunity. What action did you take? What was the outcome?
• Describe a situation where final amendments to the function sheet was not timeously distributed to all event stakeholders resulting in the set-up requirements for entertainment, catering, décor etc. not being in line
with the customer’s requirements. What did you do to manage the issue prior to the client’s arrival, what contingency measures did you implement to ensure this would not happen again and what was the result?
• Tell me about an important project or assignment you had to complete where little direction were given. What did you do and what was the result?
• Tell me about an improvement you independently made in your work processes. What prompted you to identify these improvements? How has it helped you and or others? What was the result?
• Give me an example where you provided assistance or volunteered from additional projects or assignments without being asked. What prompted you to do this and how was it perceived.
How did you manage the extra responsibility and what was the outcome?
51
CREATING AND IMPROVING
Continuously translating new concepts and knowledge into new and/or improved products, services or processes, that generate organisation-wide
improvement and add customer value
B E H AV I O U R S
• Seeks opportunities to develop novel solutions to work-related problems • Improves the quality and cost efficiency of service and products delivered to customers
• Strives for continuous improvement in all aspects of business performance • Encourages and tries different and novel ways to deal with problems and opportunities
• Generates innovative solutions
• Demonstrates application of new concepts and knowledge to improve products, services and • Encourages innovation and continuous improvement across the organisation
processes
• Creates a culture that fosters innovation
• Develops, implements, measures and improves work methods
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Does not invest time or energy in • Is reliant on others to determine • Stresses importance of improving or • Uses specialist knowledge and • Champions the integration of new
improvement initiatives resources to deliver and ensure enhancing services, staff productivity, understanding of business-related technologies into the organisation
improvements the organisation, operational efficiency processes to improve strategy
• Follows conventional methods • Encourages and supports new
• Lacks full understanding why it is and governance • Contributes to capacity-building by
• Needs pre-determined parameters necessary to take different courses • Shows continuous improvement in all evaluating current and best practices organisational structures and changes
• Does not measure or track of action in different situations in procedures
aspects of business performance • Evaluates and implements solutions • Identifies and resolves critical and
performance to enhance performance • Does not challenge expectations
• Does not initiate ideas that others • Determines where personal for improvement complex improvement issues
levels improvement can occur • Develops and recommends • Leverages knowledge and experience
• Does not measure, improve or might disagree with
• Identifies areas and ways in which improvements to design and implement organisation-
upgrade work methods, procedures • Does not consider or suggest
work methods can be improved • Appropriately redevelops and wide improvement solutions
and systems improvements to processes
• Does not evaluate why mistakes • Encourages innovation and redefines tools and techniques • Applies depth of technical knowledge
• Does not focus on decreasing costs continuous improvement in own • Demonstrates ability to develop, to deliver customer products and
to improve quality and cost efficiency are made
• Demonstrates ineffective work area implement, measure and improve services across multiple facets of the
of services and products delivered • Encourages and tries different ways to work methods organisation
to customers measurement of task successes and • Matches appropriate methods to
deal with problems and opportunities
is therefore unable to improve needs for improvement
• Generates innovative solutions • Improves the quality and cost-
efficiency of services and products
delivered to customers
• Focuses on the value-add or realised
benefits per performance measures,
targets and goals
52
CREATING AND IMPROVING
Continuously translating new concepts and knowledge into new and/or improved products, services or processes, that generate organisation-wide
improvement and add customer value
B E H AV I O U R S
• Seeks opportunities to develop novel solutions to work-related problems • Improves the quality and cost efficiency of service and products delivered to customers
• Strives for continuous improvement in all aspects of business performance • Encourages and tries different and novel ways to deal with problems and opportunities
• Demonstrates application of new concepts and knowledge to improve products, services and • Generates innovative solutions
• Encourages innovation and continuous improvement across the organisation
processes
• Creates a culture that fosters innovation
• Develops, implements, measures and improves work methods
INTERVIEW QUESTIONS
• Describe a time when you came up with a creative solution (idea/project/process/report) to a problem in your past work. What about it was different than what has always been done? What was the outcome?
• Tell me about a suggestion you made to improve the way job processes/operations worked. Why was it necessary to improve these processes in your opinion? Who did you consult or ask for support to implement
the idea? What was the result?
• Please describe a situation where you came up with a creative solution to a problem. Why do you consider it to be a creative solution? What was the outcome?
• Give an example of a time where you saved money or resources, made work easier, or your workplace safer. Was it a one-time situation, or was an ongoing opportunity for efficiencies? How did you share
and implement the idea? What was the outcome?
• Describe a time you thought “outside the box” at work. Explain what suggestion you made to improve job processes/operations. What worked or did not work and what were the results?
• Tell us about a project or situation where you felt that the conventional approach would not be suitable. How did you derive and manage a new approach? Which challenges did you face and how did you address
them?
• Give me an example of a time where you were particularly creative in presenting information by use of graphics, models, displays etc. How was this type of information presented previously and what made your
approach creative? In giving your example, focus on how your methods produced results.
• Tell me of a time where you trusted your team to find a new approach to an old problem. How did you manage the process? How did you evaluate the effectiveness of the proposed ideas? What was the outcome?
• Tell us of a time when you had to convince a senior colleague that change was necessary. What made you think that your new approach would be better suited? How did you go about this and what was the result?
• Give an example when you changed your working practice to be more efficient. How did you know an improvement was necessary? What steps did you take? Was it successful? How did you measure the success?
• Tell me about an occasion when you developed and implemented a new approach to organisational practices or processes. What research did you undertake to inform your approach? What options did you identify?
To what extent were you able to bring about change?
• Describe a situation where you were able to introduce improvements/change initiatives in your organisation with the aim of driving effectiveness and operational efficiency. What were the proposed initiatives and
what were some typical obstacles or barriers you encountered in implementing these? What was the outcome?
53
INFLUENCING AND ASSERTING
Demonstrating confidence and courage to disagree and question assumptions, challenging ideas and established views, and shaping opinions to facilitate action
B E H AV I O U R S
• Is confident and assertive • Has opinions and holds sway over the opinions of others
• Is self-assured and projects inner confidence • Gains clear agreement and commitment from others
• Asserts and influences through various modes of communication • Promotes ideas on behalf of self or others
• Persuades others in an assertive and constructive manner • Convinces and positively influences others
• Makes a strong personal impression on others
• Engages and lands messages with different groups and people in an impactful way
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Tends to withdraw from interactions • Tends to become withdrawn in the • Involves key stakeholders (e.g. • Solicits involvement of others to build • Develops and uses subtle strategies
• Tends to conform to group opinions presence of more assertive customers, peers, supervisor) in ownership and buy-in to persuade others, particularly in
• Tends to go with the flow, rather than personalities action and process development plans sensitive or high-pressure situations
• Understands the interest and
challenging others • Tends to conform under pressure to ensure final approach reflects • Influences and works effectively with
• Is uncomfortable sharing ideas • Is selectively assertive insights and holds their commitment importance of individuals organisations from different cultures
• Is less inclined to express own points • Tends to be reserved in interactive • Debates a point with conviction • Enjoys influencing others
• Communicates views and opinions in • Applies influence-skills to gain support
of view environments • Conveys own position well despite
• Has difficulty conveying own position • Is assertive in familiar surroundings engaging an audience with high a persuasive and convincing manner even for the most controversial issues
• Adapts personal style to suit different degrees of opposition • Lobbies to build behind-the-scenes • Communicates effectively and
to others, particularly when faced with
people and situations • Understands and relates to others support for ideas and plans assertively in high-risk situations
opposition
• Uses factual information to support from different cultural backgrounds, • Creates win-win solutions to resolve complex and sensitive
• Does not stand up for own ideas own point of view including peers and customers in an
• Does not express self openly and • Approaches sensitive issues issues
• Convinces others of own position open, friendly and professional way in a non-threatening way • Maintains self successfully in
honestly, but hides behind a mask of when an issue is of minimal • Uses a combination of logic, personal
humour importance • Prefers not to waste time in situations of conflict
• Tends to be aggressive or defensive passion, conviction and interpersonal arguments, and gets on with things • Negotiates
• Pushes others to accept own terms • Builds consensus
• Becomes confrontational when without regard for their needs or skills to influence others • Says what needs to be said and does
opposed • Is rather precise and controlled by • Positions point of view with necessary
perspectives not hesitate to challenge viewpoints or persuasion
• Becomes disruptive and immature • Uses inappropriate words and actions nature which inhibits ability to disagree with others
when attention is focused away comfortably convince others • Helps ensure the other side
from self given the sensitivity of the issue and • Respects confidentially of information • May be forceful when communicating understands the full impact of their
• Projects confidence in situations decisions
• Lacks self-confidence the reaction of the other party • Is confident and assertive
• Is naturally introverted • Helps the other side see the potential
• Shows lack of self-confidence in alternative solutions
• Adopts a consultative approach
54
INFLUENCING AND ASSERTING
Demonstrating confidence and courage to disagree and question assumptions, challenging ideas and established views, and shaping opinions to facilitate action
B E H AV I O U R S
• Is confident and assertive • Has opinions and holds sway over the opinions of others
• Is self-assured and projects inner confidence • Gains clear agreement and commitment from others
• Asserts and influences through various modes of communication • Promotes ideas on behalf of self or others
• Persuades others in an assertive and constructive manner • Convinces and positively influences others
• Engages and lands messages with different groups and people in an impactful way
• Makes a strong personal impression on others
INTERVIEW QUESTIONS
• Describe a time when you communicated something unpleasant or difficult to say to your manager or work team. How did you assert yourself? What was the outcome?
• Give an example of when you had to understand another employee and / or team's position in order to influence their actions in a positive direction. How did you go about it and what was the outcome?
• Describe a situation in which you were not able to influence the actions of others in a positive direction. Why and what did you do about it? What was the outcome?
• Tell me of a time when you were able to influence a co-worker, team member, or management to implement your suggestions. Were you successful and why or why not?
• Tell me about a time when you needed someone else's support but were not able to get it. What were the factors that contributed to this and how did you handle it? What was the final outcome?
• Tell me about a situation when you had to influence someone to achieve a task or assignment you were responsible for. What did you do and what was the result?
• Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. Why did you have to persuade that person to your point of view? How did you go about it
and what was the outcome?
• Describe an instance when you had to think on your feet to assert yourself in a difficult situation where you were challenged by someone else. Why was the situation difficult? What did you do? What was the result?
• Tell me about a time when you anticipated a problem and were able to use your influence or persuasiveness to change the direction of the situation. Why was it necessary to change direction? What method did you
use to influence or persuade others and what was the outcome?
• Some of the best business ideas come from an individual’s ability to challenge others’ ways of thinking in a mature way. Tell me about a time when you were successful in challenging others’ ideas.
What was your approach and what was the result?
• Tell me about a time when you were able to express your opinions maturely in spite of disagreements or objections. How did you handle the objections?
What did you do to ensure that your opinion was heard and valued? What was the outcome?
• Describe a time when you had to influence a number of different people/groups coming from different perspectives to support you in what you wanted or needed to do. What did you do and what was the result?
• Describe a time when you had to achieve agreement regarding an important decision that had to be made. What process did you use? Were you able to achieve that consensus and why or why not?
• Tell me of a time where you had to convince or persuade others to your point of view where there were clear differences of opinion or where you had to position a solution and the impact it will have on the business
processes and organisation? What did you do to ensure buy-in and or agreement? What was the final outcome?
• Sometimes it is important to disagree with others, particularly your boss or team members, in order to keep a mistake from being made. Tell me about a time when you were willing to disagree with
another person in order to build a positive outcome. What did you do and what was the result?
55
TAKING OWNERSHIP
Taking charge of and controlling self, others, situations and events to ensure that objectives are met on time whilst
being accountable and responsible for the outcome thereof
B E H AV I O U R S
• Controls team work to ensure objectives are met on time • Closely monitors and tracks tasks and deliverables
• Demonstrates hands-on management and control of an environment • Shows internal locus of control
• Owns a problem until its resolution • Is structured, organised and diligent
• Sets and communicates clear expectations • Is accountable for own work
• Is responsible and reliable
• Places value in the quality of deliverables • Adheres to principles and values
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Shows an external locus of control • Demonstrates external locus of control • Shows an internal locus of control • Demonstrates internal locus of control • Takes accountability to achieve
• Does not keep stakeholders informed • Prefers others to be in control • Secures individual and team • Swiftly responds to changing strategic priorities
• Takes time to take ownership of any
regarding progress throughout the ownership of objectives requirements • Drives long-term objectives of the
shortfall and to draw lessons to
process of execution or delivery improve performance • Clarifies priorities, roles, and • Energises and drives others to organisation despite short-term
• Remains focused on delivery while • Takes time to regain focus to achieve responsibilities achieve set objectives difficulties
• Drives a performance culture across
others keep a close eye on the work outcomes after experiencing setbacks • Ensures role and talent fit • Maintains a strong focus on priorities
• Works towards realistic goals the department or organisation to
• Delivers inconsistently • Has a process of ongoing activities • Clearly communicates expectations • Is motivated by stretched targets achieve results through others
• Does not seem to be committed to the and standards • Continuously assists others to improve • Resolutely holds others accountable
• Does not have a clear plan to track
job • Promotes a culture of accountability performance for outcomes
and monitor output or deliverables
• Does not take ownership for quality of • Does not regularly monitor quality for service delivery • Holds others accountable to deliver
own work • Does not fine-tune approach to • Takes accountability for team high standards and effective
• Makes excuses why tasks or achieve results performance especially in case of performance
objectives are not completed in time • Does not consistently review failure • Takes pride in what is delivered
• Does not review performance priorities • Maintains effective performance in • Rewards successful performance
performance priorities • Incentivises desired behaviours
and fine-tune to achieve results difficult and challenging
• Upholds plans and procedures
• Abdicates responsibility circumstances, and encourages
others to do the same
• Reviews, challenges, and adjusts
performance levels to ensure quality
outcomes are delivered on time
• Provides feedback to support
performance improvement
56
TAKING OWNERSHIP
Taking charge of and controlling self, others, situations and events to ensure that objectives are met on time whilst being accountable
and responsible for the outcome thereof
B E H AV I O U R S
• Controls team work to ensure objectives are met on time • Closely monitors and tracks tasks and deliverables
• Demonstrates hands-on management and control of an environment
• Owns a problem until its resolution • Shows internal locus of control
• Sets and communicates clear expectations • Is structured, organised and diligent
• Places value in the quality of deliverables • Is accountable for own work
• Is responsible and reliable
• Adheres to principles and values
INTERVIEW QUESTIONS
• Describe a time when you have been part of a team in which differences of opinions developed about how the work was assigned or completed. What was your role? What actions did you take?
What was the outcome? What did you learn from the experience?
• Tell me about a time that you were not satisfied with your work performance. What did you do about it?
• Describe a situation when your work did not meet your co-worker or supervisor’s expectations. What happened? What action did you take and what was the final outcome?
• Tell me about a time when you had to deliver on a commitment that was difficult for you. Why was this difficult? What did you do to motivate yourself? What was the result?
• Have you experienced a situation that seemed to be slipping out of control? (If so) what have you done to correct it?
• Tell me about a recent job situation that required great precision to complete a task. How did you handle the situation? What was the outcome?
• Tell me about a task that was tedious or boring to you but had to be done. How did you approach and tackle the task? What was the end result?
• Tell me about a time when you had to conform to a policy or procedure you did not agree with. Why was this an issue for you and what did you do about it? What was the outcome?
• Tell me of a time when you disagreed with a customer, supervisor, or co-worker. What did you do to resolve the conflict? What was the outcome?
• Give me an example of significant changes you have had to make to your work style in order to maximise effectiveness. What was the most challenging or difficult and why?
• Give me an example of a time where you noted that information communicated to stakeholders, service providers or suppliers were not accurate or sufficient to ensure success of an event or production?
What was the issue and what did you do about it? What was the outcome?
• Give me an example when there was a problem in your area but you were not the person responsible to respond to the problem. What action did you take and what was the outcome?
• Tell me of a time when someone was not satisfied with your results. What caused this, how did you handle it and what was the outcome?
• Tell me about a time when you worked to build a sense of commitment and ownership in a group. How did you do this? What did you do to manage performance thereafter and what was the result?
• Give me an example where you had an important deliverable but felt that your role or responsibilities were not clearly defined? What did you do and what was the result? Tell me about a time when you took
responsibility for an error and were held personally accountable. What happened? How did you handle it and what was the outcome?
• Describe a time when you took personal accountability for a conflict and initiated contact with the individual(s) involved to explain your actions. What was the reason for the conflict? How did you deal with this issue
and what was the outcome?
57
ORGANISING AND COORDINATING RESOURCES
Arranging, synchronising and integrating activities through the systematic process of structuring, scheduling, programing and budgeting; to ensure that plans are realised
through utilising resources, people and processes appropriately
B E H AV I O U R S
• Controls team work to ensure objectives are met • Sets and communicates clear expectations • Shows internal locus of control • Is responsible and reliable
• Adheres to principles and values
on time • Places value in the quality of deliverables • Is structured, organised and diligent
• Is accountable for own work
• Demonstrates hands-on management and • Closely monitors and tracks tasks and
control of an environment deliverables
• Owns a problem until its resolution
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Needs assistance to manage time • Depends on rules, policies and • Demonstrates basic time management • Demonstrates effective time • Demonstrates positive management
• Focuses on meeting short-term standard operating procedures • Sets some deadlines management over self and time
• Sets short-term and medium-term
objectives and deliverables • Requires predefined structure within • Achieves goals in a timely manner, • Sets specific, realistic, challenging and
plans and goals
• Does not make effective use of which to operate • Prefers regular planning despite obstacles encountered measurable goals over the short-,
available resources to meet work • Does not manage time well • Moves from operational to tactical • Carefully prepares for events medium- and long-term
objectives • Spends little time organising, planning, • Translates objectives into specific • Develops and uses systems to
planning window
• Does not use work schedules to delegating and coordinating people • Prioritises and sets milestones plans, and clarifies expectations organise and keep track of
monitor progress against required and resources • Has a feel for priorities • Plans effectively to maximise outputs deliverables, people and other
deliverables • Demonstrates limited planning, follow- resources
• Develops basic schedules for self and others
• Does not make use of schedules or ups or tracking of events • Demonstrates effective planning to
• Contributes to work plans • Closely monitors and ensures
budgets • Develops short-term and reactive • Plans in broad strokes, leaving detail maximise outputs for self and others
• Indulges in preferred activities plans implementation of milestones and • Co-ordinates information resources
to others deadlines
• Does not prioritise effectively • Deals with problems as they happen • Follows basic performance • Focuses on key priorities to manage
• Has no time for detailed planning (fire-fighting) • Is quick to spot operational constraints multiple tasks and projects
• Conducts poor or limited planning management principles or bottlenecks
• Limits involvement of others in • Coordinates or integrates activities
• Does not involve others in planning • Coordinates resources effectively • Anticipates problems and develops
process planning process • Provides basic resources and tries and deliverables to tap into various
• Does not align own activities to project contingency plans resources
• Demonstrates gaps in plans to remove obstacles for others • Schedules, budgets for, and develops
• Experiences bottlenecks in own or team accountabilities • Is goal-directed, but not always • Schedules, programs and uses
• Takes on more work than can handle programmes budgets
area of work coordinated • Organises, prioritises and schedules
(over commits) • Manages processes pro-actively
• Is disorganised • Is action-orientated tasks
• Adopts an operational and reactive
approach • Co-ordinates work efforts to achieve
success
• Spends time coordinating people and
tasks
• Measures progress and monitors
performance
• Identifies and allocates resources
appropriately
58
ORGANISING AND COORDINATING RESOURCES
Arranging, synchronising and integrating activities through the systematic process of structuring, scheduling, programing and budgeting; to ensure that plans
are realised through utilising resources, people and processes appropriately
B E H AV I O U R S
• Controls team work to ensure objectives are met • Places value in the quality of deliverables • Shows internal locus of control • Is responsible and reliable
• Adheres to principles and values
on time • Closely monitors and tracks tasks and • Is structured, organised and diligent
• Is accountable for own work
• Demonstrates hands-on management and deliverables
control of an environment
• Owns a problem until its resolution
• Sets and communicates clear expectations
INTERVIEW QUESTIONS
• Describe a time when you have been part of a team in which differences of opinions developed about how the work was assigned or completed. What was your role? What actions did you take?
What was the outcome?
• Tell me about a time when you were faced with conflicting priorities. How did you determine the top priority? What action did you take and what was the result?
• Give me a recent example of a time when your schedule was disrupted by unforeseen circumstances and could not complete what you wanted to do. What did you do and what was the result?
• Tell me of a time when you adjusted your work schedule because you couldn't get all the necessary parts, materials, or equipment for a project. How did this happen? What did you do and what was the end result?
• Tell me about a time when you needed to delegate parts of a large assignment. How did you decide whom to distribute certain parts to? What problems occurred? What was the outcome?
• Effective organisation skills has become a necessary factor in personal productivity. Give me an example of the organisation skills you have learned and applied at work. What resulted from the use of these skills?
• Prioritising project/activities/responsibilities can be challenging. Tell me about the last time you could've done a better job of prioritising a project/activity/responsibility. What happened?
• Please describe a situation where there were several orders placed by guests that you had to place into the system where there were problems with (e.g. out of stock items, deviations to the original menu item etc.).
Be specific about the nature and number of the issues, how you handled the customers, what recommendations you made etc. What was the outcome?
• Tell me about a time where you had to form partnerships with others to secure resources needed to achieve your work goals. How did you approach this? What was the result?
• Tell me about a time you had to handle multiple responsibilities and had more to do than you could complete in the time allocated. How did you organise the work you needed to do? What was the result?
• Give me an example of a time when your schedule was suddenly interrupted and your plan for the day was completely changed. What was your reaction? How did you manage this and what was the outcome?
• Tell me about a project that you planned that had the potential of running over budget and time. How did your organise and schedule the the project deliverables and time lines? What action did you take to carefully
manage your resources and what was the outcome?
• Tell me of a time where you were responsible to schedule work deliverables of multiple employees but found it a particularly challenging task? Why was this difficult to do? What plan of action did
you implement to address this and what was the result?
• Tell me about a time when you were involved in the planning of an event where there were several last minute amendments to the event requirements which may impact the ability to ensure
execution in line with the client expectations. What plan of action did you implement and what was the outcome?
• Tell me about a time when you had to deal with a particular resource management issue regarding people, materials, assets or budgets. Why was this an issue? What did you do and what was the outcome?
59
PROVIDING DIRECTION
Interpreting the strategy to create a clear plan of action and providing tangible direction, guidance and a roadmap for others
B E H AV I O U R S
• Provides leadership formulated plan • Interprets and translates the strategic plan into and shared future
• Provides purpose that is visible in • Communicates the strategy for the organisation operational objectives • Creates context and clear expectations
decisions and actions to support its vision
• Sets clear goals and objectives
• Provides direction and guidance
• Provides direction to people in a clearly • Creates action strategies
• Aligns activities with the organisations desired
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Prefers to work in a structured • Is uncomfortable in a leadership or • Is comfortable in a leadership • Sets clear vision and integrates • Adopts a global perspective
environment where parameters are managerial role or managerial role strategy for desired state and holistic view
clearly defined by others
• Does not communicate vision to • Does not spend much time • Refers to vision, goals and objectives • Has clear vision and focus
• Has no clearly defined purpose and
expectations others communicating vision when communicating expectations • Integrates vision strategically
• Does not create a bigger picture for • Translates ideas into meaningful • Provides direction • Consistently steers a long-term
• Has no clear reason for taking • Aligns most activities to vision or
others concepts to determine direction approach
decisions desired goals
• Requires others to provide guidance • Cannot simplify strategies for self and • Has an inconsistent sense of direction • Develops a clear picture of ideal • Generates future scenarios
others and purpose • Creates strategic frame of reference
and direction outcome
• Does not formulate or communicate • Provides direction to others for self and others
• Does not communicate necessary • Creates clear milestones
clear plans • Integrates new ideas into strategy and • Has a visible and clear sense
information to others to ensure optimal • Sets clear timelines with deliverables
performance • Does not effectively link information or action • Compares various alternatives before of direction
events • Communicates intention and • Aligns actions to desired future state
• Does not empower others implementing actionable steps
• Does not regularly communicate • Lacks ability to create a simple expectations to others • Translates external criteria into • Ensures buy-in from stakeholders
message • Aligns some activities • Promotes transparency
change requirements • Focuses on keeping the here-and-now appropriate actions • Provides value-guidelines
• Requires direction from others
• Shares information reactively trouble free • Motivates and inspires people towards • Is inspirational
• Does not delegate in line with • Is task-focused • Adopts a practical and action- future results and outcomes
• Adopts a symptomatic approach
authority, and borders on abdication orientated approach
• Is more comfortable in the here
and now
• Adopts a short-term, operational
perspective
60
PROVIDING DIRECTION
Interpreting the strategy to create a clear plan of action and providing tangible direction, guidance and a roadmap for others
B E H AV I O U R S
• Provides leadership formulated plan • Interprets and translates the strategic plan into shared future
operational objectives • Creates context and clear expectations
• Provides purpose that is visible in decisions and • Communicates the strategy for the organisation
actions to support its vision • Sets clear goals and objectives
• Provides direction and guidance • Creates action strategies
• Provides direction to people in a clearly • Aligns activities with the organisations desired and
INTERVIEW QUESTIONS
• Describe a goal-setting session you had with a direct report. How did you tie the goals back to the department and organisation's strategy and goals?
• Describe a time when you helped a group of employees understand why the organisation was going in a particular direction. What did you do and what was the outcome?
• Sometimes it's difficult to know how much direction to provide when delegating. Tell me about a time when you didn't provide enough instruction or guidance for an assignment or task you delegated.
How and when did you find out that things weren't going well? What did you do about it and what was the outcome?
• Can you think of an example of when you have had problems getting your subordinates to accept your ideas or department goals? What approach did you use? How effective was it?
• Tell me of a time that you had to set goals for your department. What did you do to ensure that your employees would understand, buy-in and also be able to successfully deliver on these goals?
What was the result?
• Give an example of a time where you had to explain complex objectives to others who were required to execute these. How did you prepare and what examples did you use that helped
them understand the objectives quickly? What was the result?
• An organisation goes through change and growth which impacts the strategic objectives. Tell me of a time where you had to communicate adjustments to plans, deliverables and processes
taking account of the changing objectives? how did you approach this and what was the outcome?
• Give an example where it became apparent that there were roles and responsibilities which overlapped in your team or with another team. How did you handle it? What was the outcome?
• Please give me an example where you were managing a project where you had to communicate new or change in goals and objectives to the project team. How did you communicate and integrate the new goals?
How did you review these to ensure that they were in line with the project's goals and objectives? How was it received and what was the ultimate outcome?
• Describe a situation when you had to quickly change direction to capitalize on a growth opportunity. What did you do sell your idea of the need to change in direction?
How did you ensure that this idea aligned to the strategic objectives of the organisation? What was the outcome?
61
DELEGATING AND EMPOWERING
Allocating tasks to another individual by assigning authority and responsibility in line with their level of competence and motivation,
to enable them to confidently execute specific activities and decisions
B E H AV I O U R S
• Delegates with the aim of enhancing performance • Puts stretch targets in place to develop the capability of others
• Effective delegation
• Enhances organisational workflow
• Empowers others in the decision-making process • Creates opportunities for multi-tasking or job rotation
• Encourages others to accept accountability
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Requires assistance to finalise work • Prefers to be in control • Fosters a sense of mutual respect and • Sets clear strategies to achieve goals • Uses all resources for optimal results
plans • Is not willing to let go of activities willingness to help from staff • Sets clear, challenging and relevant • Empowers the team
• Is a self-sufficient individual • Delegates and empowers others
• Requires others to provide appropriate • Assumes accountability for work goals in relation to purpose
• Does not set clear or sufficient • Encourages others to take the lead
guidance and support for delegated guidelines delegated • Communicates clear expectations and learn new skills
tasks • Uses existing company policies and • Utilises others’ talents and energy to
• Is unwilling to delegate • Is willing to delegate tasks • Considers individual potential and
procedures to delegate achieve results
• Delegates work inappropriately or • Delegates responsibility and provides future prospects in delegating work
without appropriate guidance work direction for basic, routine tasks • Provides clear guidelines and • Appropriately challenges people • Prioritises work and delegates where
expectations in delegating tasks • Delegates with task-maturity in mind
• Does not ensure the delegated • Delegates action but not responsibility • Promptly identifies tasks and appropriate
• Delegates work to staff to ensure they
individual delegated has the skills and • Does not assume accountability for responsibilities that can and should be • Delegates assignments to appropriate
complete their responsibilities
competencies to get the job done work delegated to others delegated teams and individuals and ensures
• Inappropriately delegates tasks and • Sometimes delegates to the wrong • Delegates the required authority to • Delegates authority to match they have the proper power and
carry-out assigned responsibilities
authority people responsibility authority to carry them out
• Delegates work without setting follow- • Delegates too many activities too • Delegates responsibility for a series of • Delegates responsibility to individuals • Delegates authority and responsibility
tasks on a single multi-faceted work
up dates often that may border on abdication of assignment of limited complexity and makes them accountable for with the capacity to do a task in one’s
• Does not keep track of assigned tasks responsibility, especially in unfamiliar • Delegates appropriate tasks and successful execution own way
• Does not monitor milestones environments supports colleagues to deliver better • Delegates and empowers staff to take • Delegates tasks
• Is less willing to delegate under results decisions • Delegates assigned tasks in alignment
pressure • Delegates some tasks when feasible, • Holds staff accountable for agreed with operational goals
• Over-supervises activities taking into account appropriate upon commitments • Sets performance expectations
• Provides too much input, direction and opportunities for learning and • Recognises team accomplishments • Supervises work of others
review of delegated work development of staff • Recognises and appreciates individual
• Can delegate under pressure
contributions
• Follows-up on delegated work
• Ensures staff comply with procedures
62
DELEGATING AND EMPOWERING
Allocating tasks to another individual by assigning authority and responsibility in line with their level of competence and motivation,
to enable them to confidently execute specific activities and decisions
B E H AV I O U R S
• Delegates with the aim of enhancing performance • Puts stretch targets in place to develop the capability of others
• Effective delegation • Enhances organisational workflow
• Empowers others in the decision-making process • Creates opportunities for multi-tasking or job rotation
• Encourages others to accept accountability
INTERVIEW QUESTIONS
• Give me a specific example of how you have empowered your staff to make independent decisions. What did you do and what was the result?
• Tell me of a time you had to work with a team member who was less experienced or knowledgeable than the others. What effect did it have on you and the team? What did you do? What was the outcome?
• Tell me about a time you delegated responsibility to an individual or team and they were not carried out. What did you do about it and what was the outcome?
• Tell me about a task that you had to delegate to someone else where accuracy of results were critical. How did you approach the task to ensure the accuracy of the result? What was the outcome?
• Give an example of a project or task that you felt compelled to complete on your own because it was easier or less time-consuming than explaining what needed to be done. What stopped you from delegating?
What was the outcome?
• Give an example of a situation where you reluctantly delegated to a colleague. How did you manage the process or task delivery? What was the outcome?
• Give an example where you delegated a task to the wrong person? How did you make that decision at the time, what happened and what did you learn from it?
• Tell me about a time when you recognised the knowledge or skills of a subordinate in a situation such that you delegated the leadership of the team to them. Why did you delegate the job to a subordinate?
How did you assign the job or responsibility and what was the outcome?
• Sometimes it's difficult to know how much direction to provide when delegating. Tell me about a time when you didn't provide enough instruction or guidance for an assignment or task you delegated.
How and when did you find out that things weren't going well? What did you do about it and what was the outcome?
• Selecting the appropriate person to delegate a task to can be difficult. Tell me about a time when you delegated an important project/task/assignment to a person who performed ineffectively.
What procedures did you used to stay informed about a task you delegated? What did you do about it and what was the final outcome?
• Tell me about the last major project/task/assignment you delegated. How did you decide to whom you would delegate? What were the guidelines you applied in providing instruction to the person you delegated to?
• When delegating an important project/task/assignment, it's important to convey trust and confidence in the person's ability to do the job. Give me an example of how you communicated your trust and
confidence in a recent delegation. What was the outcome?
• Tell me about a situation in which someone was reluctant to accept responsibility for a delegated assignment/project/task. How did you handle that situation? What was the outcome?
• Tell me about a time when you needed to delegate parts of a large assignment. Describe for me a time when you provided your direct report(s) with the freedom to determine their work process,
within the parameters of the task/project, even though you may have completed the work another way. How did you manage this and what was the result?
63
FOCUSING ON GOALS AND PERSISTENCE
Paying unwavering attention to the achievement of goals, despite short-term challenges
B E H AV I O U R S
• Perseveres • Aligns behaviour with objectives to be met
• Shows tenacity • Is goal-directed
• Keeps an eye on the ball • Achieves goals and objectives
• Gets things done • Ensures productivity and output
• Works with others to achieve a common objective • Promotes organisational needs whilst focusing on long-term goals
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Works to accomplish short-term goals • Focuses on few short-term outcomes • Sets achievable goals for self and • Is goal-directed, action-orientated, and • Demonstrates commitment to delivery
• Does not focus on end goals • Has no defined outcomes others results-driven of organisation business goals
• Does not persevere • Generates limited output
• Helps set achievable stretch-goals for • Considers whether short-term goals • Helps others understand strategic
• Does not enjoy working under • Attempts to focus on tasks despite
pressure distractions self and others will support long-term objectives goals of the organisation and how
• Drives a sense of urgency to solve • Understands and applies performance their work relates to these
• Is unstructured and unfocused • Has no clear expectations and • Bears long-term goals in mind
problems and achieve results management principles
• Expresses frustration doing structured standards • Develops and establishes broad scale,
work • Only deals with familiar information • Takes on-going, repeated action to • Continuously seeks ways to increase long-term objectives, goals and
overcome obstacles toward goal performance levels projects
• Wastes time on unimportant matters and issues achievement
• Sets and responds to priorities • Establishes a course of action to
• Is unproductive and not mindful of • Practices caution in unfamiliar • Exerts effort over time to achieve
• Mobilises and drives resources accomplish long-term goals and
wasted time situations goals shares with others own view of
• Takes time to deliver results • Requires structure and predictability • Accomplishes work goals towards task accomplishment
• Maintains positive momentum and desirable future state of the
• Demonstrates inefficient planning and • Needs support from others to • Knows what is required organization
execution generate action • Is systematic focus • Sets and works to meet goals that are
• Demonstrates discipline • Pro-actively identifies and reduces
• Tries to do the job well, or right • Uses facts and information from a definite stretch, but not unrealistic or
• Is thoughtful, accurate and constraints impossible
• Expresses a desire to do better networks to influence and achieve own reliable in executing tasks
• Pursues enjoyable activities goals • Shows commitment • Holds people accountable for
• Holds people accountable for commitments
• Gets easily distracted • Spends insufficient time to set goals
• Adopts a reactive approach and plan how to overcome obstacles commitments • Shows tenacity and resilience in
• Sets high standards
• Demonstrates little self-discipline • Gets things done pursuit of objectives
• Is conscientious and demanding
• Randomly applies energy and effort • Does not sit back and wait for things • Is eager to implement improvement
to happen
plans
• Demonstrates high output levels • Stays focused on problems until an
• Combines optimal output with effective solution is found
excellent quality
64
FOCUSING ON GOALS AND PERSISTENCE
Paying unwavering attention to the achievement of goals, despite short-term challenges
B E H AV I O U R S
• Perseveres • Aligns behaviour with objectives to be met
• Shows tenacity • Is goal-directed
• Achieves goals and objectives
• Keeps an eye on the ball • Ensures productivity and output
• Gets things done
• Promotes organisational needs whilst focusing on long-term goals
• Works with others to achieve a common objective
INTERVIEW QUESTIONS
• Give an example of when your persistence had the biggest payoff. What did you do and what was the result?
• Give me an example of an important goal you set, and tell me about how you reached it. What did you do and what was the result?
• Tell me about a time when you were able to maintain your motivation even when significant obstacles were in your way. To what extent did you go to ensure that you achieve your goals? What was the result?
• Getting the job done may necessitate unusual persistence or dedication to results, especially when faced with obstacles or distractions. Tell me about a time in which you were able to be very persistent in order
to reach goals. What was your approach and what was the result?
• Tell me of a time when you were able to maintain your focus when encountering a crisis? How did you handle it and what was the result?
• Tell me about a time when a "tough skin" helped you handle criticism and rejection and you persevered until you achieved your goals. What did you do to keep your eye on the ball and what was the result?
• We all face times when personal issues pull us away from work responsibilities. Tell me about a time when your dependability or attendance was challenged. How did you handle it and/or remain accountable
or involved in work? What was the overall outcome?
• Describe a time when your commitment to a proposed action helped you to persevere. Why was it difficult to maintain your focus and energy? What was the outcome?
• Getting the job done may necessitate unusual persistence or dedication to results, especially when faced with obstacles or distractions. Tell me about a time in which you were able to be very persistent in order
to reach goals. What did you do and what was the outcome?
• Being successful takes more than luck. Hard work is necessary in order to achieve your goals or objectives. Tell me about a time when you had to work very hard to reach your goals. Why was this difficult to do?
What did you do that enabled you to achieve success and what was the outcome?
• Tell me about a time when you were able to provide your own motivation to produce even though you were working alone. What were the circumstances of the situation and how did you manage to motivate
yourself in order to achieve the objectives?
65
MANAGING CHANGE
Championing and driving change initiatives in the work environment
B E H AV I O U R S
• Seeks new challenges, learning opportunities, • Leads change initiatives • Acts in ways that builds people’s addressing problems and opportunities
and feedback • Maintains effectiveness in a new commitment to change initiatives • Displays flexibility in thought and behaviour
• Articulates a new way of doing things and changing environment • Facilitates buy-in • Responds in a positive and flexible manner
• Identifies change requirements • Manages and resolves resistance to change • Encourages others to seek opportunities to change and uncertainty
• Takes ownership of change initiatives for different and innovative approaches to
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Is unable to see need for a • Understands and supports need • Advocates change and coaches • Develops strategies to • Leads organisational culture agenda
process to manage change for change employees through personal manage change with broad perspectives and long-term
transitions during change programmes timelines
• Is unable to see positive • Clarifies advantages of change • Creates and fosters an environment
• Delivers requisite clear • Sponsors organisational
consequences and opportunities • Explains how change impacts on communications to employees before, that promotes and encourages change transformation
from change current practices during and after change programmes • Readily tries new appropriate
• Is unable to see opportunities for • Sponsors complex and
• Invites discussion on views about • Seeks to understand change in work approaches for new or changed
change tasks, situations, and environment and strategic change
• Gets agitated and stressed when change the logic or basis for change situations • Ensures support and buy-in from all
• Responds positively to change • Partners with other stakeholders to
asked to respond differently • Actively seeks data about change stakeholders for change
but is not a change agent identify opportunities for significant
• Gets very de-motivated and negative requirements • Champions change in the
• Reaches out to support others • Focuses on beneficial change organisational benefit
in periods of change organisation, department, and teams
• Does not engage in change and during change • Treats change and new situations as • Sponsors planning and implements • Ensures change initiatives are aligned
• Implements process for change opportunities for learning and growth major change programmes across
hopes it will go away with the organisational or
in a small area • Models requisite change, translating interdependent teams at all levels departmental vision and objectives
• Demonstrates composure and • Quickly modifies behaviour to deal • Manages, leads, enables and
case for change
positive outlook • Participates in change programmes effectively with changes in work supports process of change
• Manages, leads, enables and
• Develops change plans to include environment
milestones and timelines • Translates case-change for teams supports transition of those impacted
by change, who will be required to do
• Adapts to changing business and • Accurately assesses potential barriers their work differently in future
and resources necessary for change
supports team initiatives • Sets change-goals
• Manages change within independent
• Anticipates resistance to change
teams at mid-tier organisational levels • Prepares arguments to address
• Demonstrates positive, optimistic resistance
outlook to overcome obstacles and
embrace organisational change 66
• Interacts with project team, takes
direction and provides feedback
before, during and after change
programmes
MANAGING CHANGE
Championing and driving change initiatives in the work environment
B E H AV I O U R S
• Seeks new challenges, learning opportunities, • Maintains effectiveness in a new and changing • Acts in ways that builds people’s commitment to addressing problems and opportunities
and feedback environment change initiatives • Displays flexibility in thought and behaviour
• Articulates a new way of doing things • Manages and resolves resistance to change
• Facilitates buy-in • Responds in a positive and flexible manner to
• Identifies change requirements
• Takes ownership of change initiatives • Encourages others to seek opportunities for change and uncertainty
• Leads change initiatives different and innovative approaches to
INTERVIEW QUESTIONS
• At work, we must all compromise to make things happen. Tell me about a time when you felt it necessary to compromise your own immediate priorities in order to be flexible and tolerant of another person’s
priorities. What affect did this have on you?
• People often feel threatened by change. Tell me about a specific situation and some actions that you took to smooth the process of change for others. Which actions were successful, and which were not?
• What techniques have you used to reduce the effect of change on your direct reports? Describe the most effective technique you've used and the situation in which you used it.
• Give an example where you had to develop a transition strategy to help people see change as incremental and appropriate? What process did you follow? How was it received? What was the overall outcome?
• Describe a time when you helped a group of employees understand why a specific change (in process, procedure, policy, etc.) was necessary. What was the change? Why was it necessary?
What did you do and what was the result?
• When has it been necessary for you to tolerate an ambiguous situation at work? Give me details of the duration and intensity of the circumstance. What effect did this have on you? What was the outcome?
• Tell me of a time where you were part of a team that had to introduce change in your department or organisation. What were some of the steps you took in preparing for change? How did you manage
the transition and what was the outcome?
• Give me an example of a time where you had to champion an unpopular change? What was the situation and how did you handle it? How was it received and what was the result?
• Tell me of a situation where you introduced change and was met with resistance. How did you overcome it and what was the final outcome?
• Give me an example of a time when you helped a staff member accept change and make the necessary adjustments to move forward. What were the change/transition skills that you used? What was the result?
• Give an example where you were responsible for changes in your job. What were some of the steps you took in planning for change? What was the reason for the change and what was the result?
• Tell me about a time when you were responsible for hiring and orientating a new employee. What did you do to help them adjust?
• Tell me about a time that you led a major change initiative within an organisation. What was the situation that warranted the change? How did you implement the changes? What was the result? How did you
evaluate the contribution the change made to the business bottom-line?
• Tell me about a time when your department was going through long-term changes or working on a long-term project. What did you do to keep your staff focused during the change process?
• Describe an occasion when you have had to develop strategies to implement major organisational change. What were you aiming to achieve? What was your approach to planning? How did you consult and involve
relevant people? What were the results? If you were doing it again, what would you do differently?
• Please tell me about a time when you led a significant change in your organisation and how you helped others to deal with the change. What was your approach and what was the outcome?
• Tell me about a time when you had to change your priorities because of a change in circumstances or plans. How did you handle it and what was the result?
• Describe a time when you have had to change a process or methodology. How did you go about it? What was the outcome?
67
MANAGING PROJECTS
Planning, initiating, executing and monitoring project deliverables to meet objectives within a specific time frame and according to budget
B E H AV I O U R S
• Takes charge of and controls people, • Structures tasks into a plan with timelines • Manages and controls project budgets • Tracks project deliverables
situations and events and team allocations • Manages projects by creating Work Breakdown in measureable terms
• Actively plans, structures and coordinates team • Integrates various functions/work streams Schedules (WSB), activity schedules, • Upholds plans and procedures
• Prioritises, plans and organises activities • Manages stakeholders, issues and risks time scales and timelines • Delivers timeously
to ensure urgent issues are resolved and • Closely monitors and ensures implementation
longer-term value is added
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Does not take adequate time or • Is not able to plan effectively • Uses time management techniques to • Possesses exceptional planning skills • Manages a large project
consideration to plan an approach • Demonstrates basic project monitor self- and team-member to • Manages a project team of full-time • Establishes project management,
prior to project execution ensure project deadlines are met
management skills staff with specialists risk and control processes
• Does not use basic time management • Prepares plans for projects or major
principles • Manages routine, non-complex assignments (including tasks, • Helps ensure others in project • Applies advanced techniques of Goal
multiple small, or single large projects, resources, and time frames) planning are able to develop feasible Directed Project Management and
• Does not use monitoring mechanisms with life-cycle up to 12 months work plans Critical Path Analysis to overall project
• Organises team; develops work plan
to ensure timeous delivery of results • Focuses on day-to-day project • Allocates tasks in accordance with • Provides direction to other team • Manages multiple sites / departments
• Does not use activity schedules, time deliverables members on how to successfully • Integrates products and services from
stated objectives such as time scales, manage multiple priorities
scales and timelines to deliver projects • Does not focus on key priorities and different service providers, into a
staff development needs and • Effectively creates and executes
on time delegate to others complex or large project
customer expectations project timelines based on priorities,
• Does not track progress toward the • Does not attend to multiple tasks and • Provides clear direction when resource availability, and other project • Manages contractual aspects to
project goal, and allows the team to details ensure all work is performed in
assigning project tasks to team requirements
fall behind schedule • Does not adequately track progress members • Assigns responsibilities, sets priorities, accordance with contract
• Does not establish intermediate goals toward project goals, and allows team • Accurately anticipates resource • Taps into variety of resources to
to fall behind schedule delegates tasks, contributes needed
throughout the project (milestones) requirements (time, budget, and achieve results
• Does not balance work-quality with personnel) on moderately complex resources, and co-ordinates work
• Inconsistently communicates deadlines and budget efforts to produce deliverables • Manages a range of skill mixes
information regarding project projects and disciplines
• Is not able to accurately identify and • Coordinates sharing of project • Manages financial performance of
milestones, resource requirements, manage risk and build contingencies project (e.g. monitoring hours vs • Energizes and creates commitment
timelines, and measures of success into the project plan resources with team members, as expenditure, contribution vs amount among team members regarding
• Demonstrates insufficient exposure project milestones, resource
• Does not establish broad stakeholder necessary billed, variation orders, accounts
to plan and manage projects involvement and communicate project • Provides regular progress-feedback payable, contractual obligations etc.) requirements, timelines and success
• Does not describe project objectives status and key milestones effectively • Monitors progress against work-plan, • Monitors and reports progress measures
• Manages and motivates project staff
in measurable terms • Requires assistance to prepare project and timeously reports variations effectively
plans, specifications, outlines, or • Maintains project management • Measures progress and monitors to remain enthusiastic and produce
• Requires clearly defined objectives progress reports quality project outputs, despite project
to be in place documentation (status reports, issues performance and results; keeps work constraints and setbacks
• Needs support and guidelines tracking, timesheets, payments) on track • Develops contingency plans during
• Maintains project records (working • Develops contract and technical project planning phase and anticipates
from others most likely risks to project work plan
papers, audit trails, and evidence approach to project, work description
• Quickly implements contingency plans 68
of sign-off) and project or sub-project scope
MANAGING PROJECTS
Planning, initiating, executing and monitoring project deliverables to meet objectives within a specific time frame and according to budget
B E H AV I O U R S
• Takes charge of and controls people, situations • Structures tasks into a plan with timelines • Manages and controls project budgets • Tracks project deliverables
and events and team allocations • Manages projects by creating Work Breakdown in measureable terms
• Actively plans, structures and coordinates team • Integrates various functions/work streams Schedules (WSB), activity schedules, time • Upholds plans and procedures
• Prioritises, plans and organises activities • Manages stakeholders, issues and risks scales and timelines • Delivers timeously
to ensure urgent issues are resolved and • Closely monitors and ensures implementation
longer-term value is added
INTERVIEW QUESTIONS
• Describe a situation where multiple challenges arose resulting in last minute changes and challenges during the planning phase of one of the projects you worked on. Be specific about the nature and number
of the challenges, how you overcame the obstacles you faced as well as how you determined your priorities. What was the final outcome?
• Describe an occasion when you have had to deliver a complex project on time and to budget. What were the objectives? What key stages did you work through? How did you get people on board?
What were the difficulties you had to overcome? What were the results?
• Give an example of a project or idea you have accomplished in spite of considerable opposition or organisational constraint. Tell me about the project controls you established to manage and track project
performance and progress. What was the outcome?
• Describe an occasion when there was conflict of views with a client over project specification and the standards of actual work completed, and how you dealt with the issue. What were the risks to the project?
How did you handle the client? How were matters resolved?
• Tell me of a time where you had to manage a project across departmental lines. What were some of the difficulties or challenges you faced given that some team members did not report into you?
How did you manage people on this project? What was the outcome?
• Give me an example of a project you personally planned, implemented, measured, and evaluated. How do you determine realistic schedules for the project? Explain your methods for resource allocation.
What problems did you face along the way? What did you do to resolve them and what was the overall outcome?
• Describe a time when you had to plan and manage a complex project through the full project lifetime. How did you determine the goals and objectives that were critical for the project plan?
What were some of the major steps you took to get the project underway? What was the outcome?
• Tell me of a project that did not go well (e.g. limited resources, over budget, over time etc.). What happened? What did you do to manage the situation or get back on track and what was the result?
69
DRIVING RESULTS
Working with and motivating others to proactively and consistently meet and exceed predetermined objectives by using resources effectively
B E H AV I O U R S
• Sets and pursues aggressive goals • Ensures productivity and output • Is determined to succeed in all circumstances • Energises self and others to produce or perform
• Drives performance excellence to realise • Meets deadlines • Actively influences events and makes the • Assumes responsibility for performance and
business objectives • Demonstrates strong commitment right things happen with intent to implement correctness of interventions
• Pushes self and team to meet key to organisational success best practice • Recognises opportunities and acts efficiently
organisational objectives • Is disciplined, reliable, thorough at the appropriate moment
and conscientious
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Is not ambitious and prefers • Focuses on few short-term outcomes • Drives roadmap to build and enable • Adopts an aspirational and confident • Develops roadmap to build and lead
realistic goals and sets short-term goals a high-performance culture tone of what can be achieved high-performance culture
• Lacks focus and direction • Is action-orientated (at times is • Drives improved results • Pushes self, hard in everything • Defines drive-for-results vision
• Procrastinates, gets despondent reactive) • Demonstrates willingness to challenge • Is hungry to take on and succeed at • Strives to be inspiring
and pessimistic • Applies energy and effort randomly self and others to achieve stretched challenges • Radiates a passion for purpose –
• Requires supportive leadership to
• Is unenergetic and unfocused • Promotes effort and commitment • Holds self, peers, and subordinates walks, talks and behaves with
generate action
• Loses energy or interest before • Requires structure and predictability • Holds self and others accountable for accountable to realise results, setting purpose, showing results and
difficult problems can be solved • Only deals with familiar information delivery stretch-challenge objectives excellence
• Seeks significant challenges outside • Builds motivation throughout
• Feels indifferent to achieve targets and issues and is cautious in • Understands what motivates others
current job scope • Celebrates progress
and goals unfamiliar situations without monetary incentives
• Monitors day-to-day performance and • Understands and applies performance • Demonstrates commitment to delivery
• Does not stick to goals and • Establishes clear, specific management principles of organisation and business goals
commitments takes corrective action when needed performance goals, expectations, and
• Adapts or realigns working methods • Monitors performance, results and • Identifies ‘vital few’ goals and allocates
• Completes tasks late or with poor • Double checks and calibrates scope of priorities trends time and resources to achieve such,
quality, due to lack of planning or • Sets achievable goals for self and despite competing priorities
balancing of commitments responsibilities of self and others • Inspires subordinates to deliver
• Has no clear expectations, standards others • Clarifies and tracks key measures with
• Is not concerned with quality and assigned work highly visible unifying metrics
performance standards or defined outcomes • Leverages resources from own and • Encourages others to go above and
• Provides limited direction to team other business areas to achieve goals • Shows tenacity and resilience in
• Sets non-measurable objectives beyond expectations pursuit of objectives
• Tends to use more resources than members • Identifies values, behaviours and • Drives a high-performance culture
goals not aligned with organisational • Continuously seeks ways to increase • Recognises misaligned goals of others
needed to complete tasks, which • Mobilises limited resources vision, and takes steps to shift focus
• Generates limited outputs performance levels • Navigates quickly and effectively to
results in cost exceeding budget • Does not manage consequences of • Demonstrates thoughtfulness, • Works across vertical and horizontal resolve problems and obstacles, even
• Prefers others to generate action accuracy and reliability in execution when complex and unique
• Shows limited perseverance non-achievement of tasks organisational boundaries to drive-for-
• Shows little self-discipline, lacks circumstances occur
• Attains no closure on activities • Takes immediate action to address results • Frequently uses fewer than expected
• Demonstrates limited output motivation and shows low morale problems • Takes appropriate consequence-
resources and still delivers high-quality
• Monitors and provides feedback on based action to drive bottom line
work on time, resulting in cost savings
individual and team performance • Mobilises and drives resources and improved efficiencies
• Provides recommendations to to accomplishment tasks
70
individuals and teams on ways to • Recognises and tackles problems
meet defined objectives of morale
DRIVING RESULTS
Working with and motivating others to proactively and consistently meet and exceed predetermined objectives by using resources effectively
B E H AV I O U R S
• Sets and pursues aggressive goals • Ensures productivity and output • Is determined to succeed in all circumstances • Energises self and others to produce or perform
• Drives performance excellence to realise • Meets deadlines • Actively influences events and makes the right • Assumes responsibility for performance and
business objectives • Demonstrates strong commitment to things happen with intent to implement best correctness of interventions
• Pushes self and team to meet key organisational organizational success practice • Recognises opportunities and acts efficiently,
objectives • Is disciplined, reliable, thorough and at the appropriate moment
conscientious
INTERVIEW QUESTIONS
• Describe your best example of taking initiative on something that needed to be done, even though it wasn’t really your responsibility. Why did you take it upon yourself to do it and what was the result?
• Tell me of a time where you had a challenging employee who was not performing. What did you do to handle it? What was the outcome?
• In a supervisory or group leader role, tell me about a time when you had to discipline or counsel an employee or group member who was not performing optimally? What was the nature of the discipline?
What steps did you take and what was the final outcome?
• Please tell me about your most successful attempt to encourage others to take action and get the job done. What led you to take these actions? Exactly how did you encourage others to take action or
responsibility? What was the result of your efforts?
• Tell me about your current position (or most recent position) where you were helped the organisation accomplish its goals and mission. How did you do this and what was the outcome?
• Describe a time when against all odds, you were able to get your project or task team to complete the deliverables within the defined parameters. What challenges did you face? What did you do to overcome these?
• Tell me about a time when you have “made things happen” for yourself or your team? What was your motivation? What approach and method did you use and what was the result?
• What was the last project that you worked on that did not work out the way you wanted? Why did it not go as planned? What did you do and what was the result?
• Describe a situation in which you were most effective in achieving a very aggressive goal. How did you approach this goal and what was the result?
• Tell me about the most significant project/assignment you successfully completed, even though it was very difficult. Why did you find it difficult? How did you end up managing this and what was the outcome?
• Tell me about your biggest failure. Why did it happen? What would you have done differently?
• Share the most difficult and complex situation in which you set clear, lofty goals for yourself (and others, if applicable) and then pursued those goals with enthusiasm and energy. Why was it particularly difficult and
how were you able to achieve the goals?
• Think back to a complex and challenging time in which you anticipated obstacles and were prepared with a contingency plan so as not to impede the drive to the goal and, if applicable, kept others involved on track
also. Why did you anticipate that there were potential obstacles to consider? How did you ensure that you mitigated the risks and keep on track? What was the outcome?
• Give me an example of how you have used your leadership skills to manage and improve team performance.
• Describe some projects or ideas that you successfully implemented primarily because of your efforts. What were some obstacles you encountered? What method did you use to ensure successful delivery?
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CREATING CUSTOMER EXPERIENCES
Providing enjoyable and memorable experiences to every customer by delivering on the customer value proposition
B E H AV I O U R S
• Delights and wows customers • Ensures excellent customer service and strong • Knows our customer included in generating ideas and initiatives
• Puts the customer on the forefront stakeholder relations across all organisational • Generates innovative ideas to improve • Builds and sustains relationships and a broad
customer satisfaction network of contacts that foster the flow of work
• Is aware and provides an experience in line with layers, to drive market differentiation and
• Builds and sustains customer relationships in pursuit of customer experiences
customer needs and preferences sustainable organisational growth • Uses effective interpersonal skills • Delivers on the brand promise
• Ensures everyone’s commitment to providing • Manages according to the CLEAR principles • Helps people feel valued, appreciated, and
industry-leading customer experience
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Does not understand need for • Understands that customer service • Puts the customer first • Acts as an advisor to deal with • Strategically directs service delivery
personal effort in providing quality comes first and is non-negotiable • Provides prompt, efficient and stakeholder problems • Creates fit-for-purpose customer and
service to customers
• Provides basic customer service personalised service to customers • Takes business or personal risks to stakeholder Engagement Model, and
• Lacks service-orientation to the way-
of-work and interaction with others • Reaches out to customers to assess • Acts professionally and confidently serve customers’ long-term interests Experience Strategy
their needs with customers and stakeholders on and concerns • Uses Engagement Model and
• Is unresponsive to customers' all levels, including the difficult ones • Supports and co-sponsors company-
• Makes each customer or stakeholder Experience Strategy to enable higher
expectations and commitments or • Delivers solutions and on promises to wide initiatives to improve customer
promises to them interaction a positive one customers and stakeholders service referral rates and satisfaction levels
• Is unresponsive to internal • Is polite in all dealings with customers • Is fundamentally attuned and • Uses Engagement Model and
• Provides a prompt service to • Develops strong service delivery
stakeholders and commitments or responsive to all requisite trends that Experience Strategy to improve
customers relationships
promises to them may impact on customer service customer acquisition, loyalty retention,
• Requires close, extensive guidance to • Is eager to ensure customer • Maintains a service focus • Considers brand reputation
satisfaction • Assists in the development of and reduce churn
deal with customers • Lives the brand • Uses Engagement Model and
• Refers service problems and issues to • Builds and maintains effective organisation-wide action plans to • Goes the extra mile
relationships with internal and external address service need areas • Provides excellent service all the time Experience Strategy to create
others customers • Considers both short- and long-term competitive advantage and strengthen
• Ensures/offers superior quality service differentiation in the market place
• Attends to routine inquiries, demands, • Refers client problems to higher interests of the customer in making • Creates a memorable experience
and requests at own pace authority when own authority to service decisions • Develops, implements, and promotes
• Ensures and embeds customer organisation-wide strategies, methods
• Lacks tact, diplomacy or courtesy address a problem is exhausted • Identifies opportunities to improve service excellence and customer-
• Has low energy • Addresses routine inquiries, demands, customer service centricity in all organisational systems, and techniques to offer, improve and
• Is pessimistic and unenthusiastic maintain product and service quality
and requests, but exercises moderate, • Identifies areas adding service value processes and procedures • Ensures, commits to, and focuses on
• Adopts a reactive approach • Ensures all staff understand
independent judgment to address non- • Identifies customer trends to anticipate driving customer service excellence as
routine, sensitive service problems customer needs importance, incentive and ability to a strategic priority
and issues • Is vigilant responsive to market,
• Conducts analysis and prepares provide consistent, high quality
customer and stakeholder services industry, social, and legislative trends 72
reports related to identified service • Customises solutions or specific impacting on customer and
problem areas, and provides short- stakeholder needs
range solutions initiatives for diverse customer and
stakeholder audience • Evaluates short- and long-term service
• Elicits feedback to monitor customer • Establishes systems to collect delivery needs in light of trends
satisfaction
service feedback • Identifies stakeholder needs for
• Prioritises client needs on the basis
products and services
of feedback reports
CREATING CUSTOMER EXPERIENCES
Providing enjoyable and memorable experiences to every customer by delivering on the customer value proposition
B E H AV I O U R S
• Delights and wows customers • Ensures excellent customer service and strong • Knows our customer included in generating ideas and initiatives
• Puts the customer on the forefront stakeholder relations across all organisational • Generates innovative ideas to improve • Builds and sustains relationships and a broad
customer satisfaction network of contacts that foster the flow of work
• Is aware and provides an experience in line with layers, to drive market differentiation and
• Builds and sustains customer relationships in pursuit of customer experiences
customer needs and preferences sustainable organisational growth • Uses effective interpersonal skills • Delivers on the brand promise
• Ensures everyone’s commitment to providing • Manages according to the CLEAR principles • Helps people feel valued, appreciated, and
industry-leading customer experience
INTERVIEW QUESTIONS
• Please give an example where you had to deal with a customer whose request was extremely out of proportion with available services (unreasonable). How did you manage the customer's expectations?
What was the outcome?
• Tell me about a time when your success depended on your prior working relationship with a customer. Describe the situation and the outcome.
• Tell me about a time in your previous job when you accommodated the client or customer even though it was more work for you or went against your instincts. What was the result?
• Describe a situation that required you to work with a difficult or hostile client to provide a very high quality service. How did you handle the situation?
• Tell me about a time when you were not effective in meeting the customer's needs. Why did you fall short and what steps did you take to correct the situation?
• Describe a work situation in which customers/clients changed their minds at the last minute. How did you handle it and what was the outcome?
• It is important to ensure that customer’s issues are promptly dealt with and guest targets are achieved. Give an example of a time when you had to deal with a dissatisfied customer that would have provided
negative feedback on their customer experience. What did you do to try and resolve the matter and what was the outcome?
• From your past experience, how have you handled a situation where your customer requested services that were not within your job description? What did you tell the customer and how was the situation resolved?
• Give me an example of when you had to form a relationship with a customer you really disliked in order to get the job done. How do you go about establishing rapport with a customer? What have you done to gain
their confidence? How effective was that and what was the overall outcome?
• Describe a time when you exceeded a customer’s expectations. How did you know you had exceeded? What did your actions achieve?
• Give a specific example of a time when you had to address an angry customer. What was the problem and what was the outcome? How did you diffuse the situation?
• Tell me of a time when your research and analysis of consumer needs were central in shaping product/service development? How did you evaluate data? What insight did you gain? What were your conclusions?
• Give me an example where new products or services were introduced. How did you obtain and keep up-to-date information impacting on customer expectations and experiences? How do you use this information
to meet your customers’ needs? What was the outcome?
• Tell me about a time when what was best for the customer was not best for the organisation. How did you handle the situation and what was the result?
• Tell me about a time when you or your team improved a customer relationship after a negative experience. How did you recognise what improvements were needed? What did you do to salvage the relationship?
What was the outcome?
• Describe a time when a customer was asking for a product or service that you did not believe was the best match for their needs. How did you handle it and what was the outcome?
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DEMONSTRATING INTEGRITY
Maintaining high standards of personal and professional ethics, credibility, and consistency by following through on commitments and maintaining direct and truthful
communications, interaction and work output
B E H AV I O U R S
• Is professional at work • Shows moral integrity • Acts in line with organisational values
• Follows through on commitments
• Is trustworthy • Behaves ethically and justly • Behaves honourably even when nobody is
watching
• Is reliable
• Maintains direct and truthful communications
• Is honest and transparent • Maintains confidentiality
• Demonstrates sound moral and ethical principles
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Demonstrates unethical conduct • Is trustworthy in some circumstances • Behaves in an honest, fair, and ethical • Leads by example and maintains high • Acts as a role model for courageous
• Does not value integrity • Is not impartial manner standards of professionalism and leadership
• Does not seem fair and just • Can be reasonable and fair impartiality
• Establishes open and honest • Creates a culture that encourages
• Is dishonest • Stands by decisions if supported by • Challenges powerful and influential
• Cannot be trusted others communication people, and holds them accountable open, honest, and ethical behaviour
• Shows inconsistency in words and • Offers honest and frank advice to make the right decisions • Promotes a climate of openness and
• Fails to maintain confidentiality at all • Remains fair and objective
actions • Acts with integrity honesty
• Shares information loosely with others times • Addresses concerns in confidential • Acts ethically
• Is not open and honest in all actions • Shares some information loosely with and respectful ways • Discusses potential ethical problems • Holds people accountable for their
actions
and communications others • Is guided by organisational values and wrong-doing with employees and
• Does not support ethical actions that
• Refuses to be constrained by rules • Does not always follow the rules • Does not share information loosely responds appropriately
and regulations • Has courage and conviction to make may negatively impact self or
• Needs encouragement from others to with others
• Sees rules and regulations consistently follow organisational • Follows rules and regulations and stand by the right decisions, even stakeholders
as a guideline at significant personal cost • Does not accept inappropriate
values, rules and regulations • Acts to avoid perceived or real • Admits own mistakes and takes
• Does not follow through on • Is guided by others in conflicting conflicts of interest personal requests for favours, political
responsibility for own actions to instill pressure, or promise of gain
commitments situations • Enforces rules, policies and a climate of trust • Demonstrates strong integrity and
• Is not accountable for own actions procedures • Stands firm when dealing with sound judgment in handling and
• Investigates issues and takes unreasonable requests and demands interpreting highly sensitive
appropriate corrective action information
• Has courage and conviction to make • Demonstrates strong integrity and
and stand by the right decisions sound judgment in the use of
• Honours commitments made to others resources
• Resolves conflicts of interest
to ensure integrity
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DEMONSTRATING INTEGRITY
Maintaining high standards of personal and professional ethics, credibility, and consistency by following through on commitments and maintaining direct and truthful
communications, interaction and work output
B E H AV I O U R S
• Is professional at work • Shows moral integrity • Acts in line with organisational values
• Follows through on commitments
• Is trustworthy • Behaves ethically and justly • Behaves honourably even when nobody is
watching
• Is reliable
• Maintains direct and truthful communications
• Is honest and transparent • Maintains confidentiality
• Demonstrates sound moral and ethical principles
INTERVIEW QUESTIONS
• Think of a situation where you distrusted a co-worker/supervisor, resulting in tension between you. What steps did you take to improve the relationship and what was the result?
• Give an example of where one of your team members divulged confidential or sensitive information. How did you handle it and what was the outcome?
• Tell me about a time when you were faced with a difficult situation and decided to be honest and forthcoming. Why was it difficult for you? What was the outcome?
• Tell me about a time when someone asked you something that you believed was unethical or illegal or against your principles. How did you handle the situation? What was the outcome?
• Tell me about a time you witnessed a fellow employee do something that you didn't think was appropriate. What did you do and what was the result?
• Give me an example where you were asked to give someone information or do something that you knew was not correct or accurate. What did you do to ensure that you were able to maintain
your reputation for credibility and integrity? What was the result?
• How do you deal with others who refuse to accept responsibility for issues in their area, but always blame something/someone else? What effect has this had on you or your team’s work?
What did you do about it and what was the result?
• When have you had to lie to achieve your aims? Why did you do so? How do you feel you could have achieved the same aim in a different way? What was the outcome?
• Tell me about a specific time when you had to handle a tough problem which challenged fairness or ethical issues. How did you manage the situation and what was the outcome?
• If you can, tell about a time when your trustworthiness was challenged and how you reacted/responded.
• We don't always work with people who are ethical or honest. Give an example of a time when you saw another employee to something that you thought was inappropriate. What did you do? What was the result?
• Give an example of where you were required to bend or break the rules. Why did you consider this to be your only option? What were the consequences and overall result?
• Describe for me a time when you have come across questionable business practices. How did you handle the situation and what was the outcome?
• Please give us an example of where an employee, vendor or supplier had a conflict of interest? How did you handle this and what was the result?
• Describe a situation in which you felt it might be justifiable to break company policy or alter a standard procedure. What did you do and what was the result?
• Tell me of a time you ran in to an ethical dilemma at a work. Please describe the situation and how you dealt with it. What was the outcome?
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ASSURING QUALITY
Conscientiously using standards and other monitoring or control mechanisms to ensure the quality of work output
B E H AV I O U R S
• Is concerned with quality and precision • Is thorough • Completes tasks accurately • Maintains quality standards
• Is concerned about the reputation of the • Follows procedures • Is meticulous in finding errors • Is focused on meeting and exceeding
organisation • Does things properly the first-time round • Takes action to correct mistakes expectations
• Takes pride in own work • Demonstrates accuracy, precision and • Ensures data integrity
• Has an eye for detail exactness
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Frequently cuts corners • Under-emphasises importance of • Tries to meet key stakeholders’ • Is concerned about organisation • Leads quality and process
• Does not accurately check processes proper planning and execution of work requirements and expectations reputation improvement efforts
and tasks • Is more interested in quantity than • Sets high standards and procedures • Is concerned about quality of products • Understands importance of achieving
• Makes and does not see critical errors quality to ensure high quality work and services high quality results
• Shows disinterest in correcting errors • Is not attentive to detail • Believes in importance of good quality • Takes action to improve efficiency • Develops systems to continuously
• Does not learn from mistakes • Leaves detail, responsibility and
standards, but does not insist on of processes and quality of outputs monitor quality of work output and
• Does not agree with quality standards control to others
of company • Demonstrates inconsistent effort and deadlines and feedback • Frequently reviews current output and processes
• Expresses concern about practices identifies potential improvements • Has an internal locus of control
• Work does not comply with quality or delivery of work • Applies self-discipline
that may compromise quality of work • Identifies efforts to improve quality and
performance standards • Does not finish work according to • Sets extremely high standards
and service process
• Is unconcerned with quality of work expectations for self and others
• Is not concerned with improvements • Monitors activities at a basic level, but • Establishes measurements to • Develops systems to monitor quality • Does not tolerate mistakes
evaluate quality of work outputs and of work outputs and processes
• Does not look for ways to improve on does not manage consequences • Is a precise and controlled individual
work effectively processes • Monitors work output of self to ensure and transfers these qualities to the
• Applies selective standards for • Gets personally involved to ensure freedom from errors, omissions or work environment
• Presents untimely, incomplete or defects
preferred activities consistency of information • Monitors own work output to ensure
inaccurate information • Evaluates work against quality freedom from error, omission or defect
• Does not maintain accurate records • Strictly follows company policies and standards
procedures • Monitors work output of others to
and files • Appropriately notifies others of quality ensure freedom from error, omission
• Does not take responsibility for • Controls and tracks execution of work issues or defect
• Offers suggestions for improvement
delivery • Completes tasks accurately • Maintains focus and quality under • Initiates action to correct quality
problems
• Is disorganised and absent-minded distracting working conditions and high
• Is unreliable workload • Follows through to ensure
• Delivers excellent quality work
achievement of quality and
productivity standards
76
ASSURING QUALITY
Conscientiously using standards and other monitoring or control mechanisms to ensure the quality of work output
B E H AV I O U R S
• Is concerned with quality and precision • Is thorough • Completes tasks accurately • Maintains quality standards
• Is concerned about the reputation of the • Follows procedures • Is meticulous in finding errors • Is focused on meeting and exceeding
organisation • Does things properly the first-time round • Takes action to correct mistakes expectations
• Takes pride in own work • Demonstrates accuracy, precision • Ensures data integrity
• Has an eye for detail and exactness
INTERVIEW QUESTIONS
• Give me an example of a time you discovered an error that had been overlooked by a colleague. What did you do to address the issue? What was the outcome?
• We are seeking employees who focus on detail. Give an example of a task that required attention to detail. What means have you used to keep from making mistakes. What do you do to monitor the quality of your
work in your current job? How do you decide when something is “good enough” or when it needs to be as close as possible to perfection?
• How do you decide when something is “good enough” or when it needs to be as close as possible to perfection?
• Tell me about a time when you worked for an organisation that did or did not have a strong emphasis on producing high-quality goods or services. How satisfied were you with the degree of significance
given to quality. What did you do about it and what was the outcome?
• When working on a repetitive task, it's easy to lose concentration and miss important details that could cause problems later. Give me an example of a time when this happened to you. What did you do to ensure
that quality results are achieved? What was the outcome?
• Describe a process you carried out that required paying close attention or adhering to prescribed instructions. How did your attentiveness pay off?
• Can you give me an example of a time when you found quality defects in work outputs (yours and or others'). How did you discover the defects? What did you do about it and what was the result?
• We've all had occasions when something important escaped our attention at work. Can you give me an example of when this happened to you? What happened, what did you do and what was the result?
• Sometimes if we're lucky, we can identify a small error or problem and correct it before it becomes a major headache. Give an example of when this happened to you? How did you pick up the error and what did
you do about it?
• Tell me about a recent report or proposal you compiled. Describe the process or guidelines you followed in developing it to ensure that quality work was delivered.
• Describe a time when you identified an error/problem that had escaped others' attention in could impact the level of customer service offered. What did you do about it? What was the outcome?
• When working on a project or task over an extended period of time, it can be difficult to maintain awareness of errors, omissions, or defects. Tell me about a time when you worked on a large project/task and
one of these problems slipped through the cracks. What happened? What did you do to address this and what was the result?
• Give an example of how quality focus for the customer changed the way you perform your work? What changes did you implement and what was the outcome?
• Tell me about a time when you were asked to review and edit the written work of another person which was not up to standard. What suggestions did you make? How was it received? What was the outcome?
• Tell me about a time when you had to send out an important letter/document quickly and you didn't take time to verify the accuracy of the information. What happened? What steps did you implement
to ensure that quality control measures are in place going forward and what was the result?
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FOLLOWING PROCEDURES
Conforming and adhering to rules and closely following instructions and standard operating procedures
B E H AV I O U R S
• Follows the rules • Follows up • Considers and minimises risk; sticks to • Shows an understanding of the service
• Follows instructions • Follows through processes and product standards
• Follows standard operating procedures • Procedural and systematic • Continuously evaluates and improves • Promotes and demonstrates compliance
• Follows predetermined principles and practices standards and procedures • Is careful and reliable
in order to promote consistent value • Maintains set levels of performance
and meets expectations
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Understands origin and reasoning • Complies with known rules and • Understands how legislative, • Questions established processes and • Establishes appropriate procedures to
behind key policies, practices and procedures regulatory, compliance, policies and procedures to find a better way keep informed of issues and results in
procedures procedures impact in work areas areas of shared responsibility
• Demonstrates basic understanding of • Displays creativity and deviates from
• Does not know the fundamental • Stays abreast of and applies • Establishes criteria and work
concepts, practices and procedures of elements that makes up each process appropriate relevant policies, traditional methods to develop new procedures to achieve high levels of
own area of expertise or procedure practices, and procedures procedures quality, productivity, or service
• Follows parts of key business • Establishes procedures to monitor
• Is not aware of key business • Accurately and carefully follows • Develops and implements procedures
processes processes established procedures to complete results of delegations, assignments or to mitigate identified risks or exposure
• Does not consistently follow work tasks projects to risk
• Demonstrates variances from normal • Introduces or explains new
regulations and procedures • Effectively applies fundamental • Applies policies, practices and
procedures procedures
• Is inconsistent in application of concepts, practices, and procedures in procedures to improve processes and
• Is ignorant of the organisation’s formal knowledge and skill area • Implements best practices performance
and informal systems, policies and processes and operating procedures • Re-evaluates current procedures and
• Seeks to understand policies and • Effectively uses existing procedures, • Holds self and others accountable for
procedures processes, and tools to identify and suggests improvements to ensure delivery of high standard outcomes
• Does not follow procedures or procedures in related work area solve routine problems effective, streamlined process and adherence to policies and
• Completes work according to defined • Specifically explains correct
protocols • Identifies opportunity for synergy and procedures
procedures and standards integration of processes and procedures or desired performance • Monitors compliance to procedures
• Does not comply with relevant • Manages others to ensure they
processes and operating procedures • Inappropriately applies learned procedures and regulatory requirements
concepts, procedures, or rules of • Suggests changes to procedures comply with existing processes and • Manages, remediates and enforces
• Uses rules and procedures as an • Sets up business processes to deliver operating procedures to achieve
excuse for non-delivery thumb to respond to situations results compliance procedures
• Needs others to check all details in successful outcomes
• Ignores procedures and standards • Ensures change to existing processes • Effectively applies a broad range of • Takes action in case of any deviation
each step of a procedure has been practices and procedures in area of
• Is non-compliant and procedures is carried out expertise
completed
systematically and logically • Uses appropriate resources in
• Sets realistic targets for process accordance with procedures
improvement
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FOLLOWING PROCEDURES
Conforming and adhering to rules and closely following instructions and standard operating procedures
B E H AV I O U R S
• Follows the rules • Follows up • Considers and minimises risk; sticks to • Shows an understanding of the service and
• Follows instructions • Follows through processes product standards
• Follows standard operating procedures • Procedural and systematic
• Continuously evaluates and improves standards• Promotes and demonstrates compliance
• Follows predetermined principles and practices
in order to promote consistent value and procedures • Is careful and reliable
• Maintains set levels of performance and meets
expectations
INTERVIEW QUESTIONS
• Tell me about a time when you had to say “no” to a customer because it was against company policy.
• Tell me about a time when a colleague acted in contrast to one or more of your company’s policies. How did you approach the situation? What was the outcome?
• Tell me about a time when you were faced with an unexpected policy change. How did it affect you? What did you do and what was the result?
• Sometimes it's difficult to keep track of changing policies/procedures. Tell me about a time when you were unaware of a policy or procedure change. What happened? Why didn't you know about it?
What was the overall outcome?
• Sometimes we have to work under new policies or procedures we don't agree with. Tell me about the last time you disagreed with a new policy or procedure instituted by management. Why was this introduced?
How did you respond? What was the result?
• Tell me about a time when you went against company policy. Why did you do it and how did you handle it? What was the outcome?
• Describe a scenario where you noticed that fellow employees were not conducting their tasks in line with standard operating procedures. Why is this a concern? What did you do about it and what was the outcome?
• Describe a situation in which you felt it might be justifiable to break company policy or alter a standard procedure. What did you do and what was the result?
• New processes and procedures can be disruptive. Give an example where significant changes were introduced to a work process or procedure. How did you manage this and what were the results?
• Give me an example of a time when there was a decision to be made and a policy or procedures were not in place which you could consult? What did you end up doing and what was the outcome?
• Give me an example of a time where a new policy was going to be implemented organisation-wide which you did not agree with. How did you address the issue? What was the result?
• Can you give me an example of a time when you recently made an effective adjustment to a changing policy or procedure. What did you do? Why was it effective?
• Tell me about a time you were managing a team of professionals that were dealing with a lot of challenges and had to deliver against tight deadlines. How did you ensure compliance with policies and procedures
when they were starting to cut corners or bend the rules to get work deliverables out quicker? What was the result?
• Tell me about a time when there had been a breach of statutory compliance and how you managed the situation. What was the issue and what were the negative outcomes for the organisation?
How did you handle the internal investigation? What remedial measures did you put in place? How did you monitor compliance thereafter?
79
MANAGING DEADLINES
Planning and coordinating the accomplishment of tasks by carefully managing time constraints
B E H AV I O U R S
• Manages time effectively • Can work under pressure
• Does not procrastinate • Demonstrates an ability to prioritise
• Is driven by a sense of urgency • Effectively allocates work
• Uses time management techniques • Is well-organised
• Meets deadlines
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Does not use time management • Uses basic time management • Uses time management techniques • Demonstrates good time management • Uses time management techniques to
techniques techniques to complete work tasks • Manages milestones and time- skills to meet short- and medium-term monitor self and team-members to
within specific deadlines objectives ensure project deadlines are met
• Ineffectively allocates own time to schedules effectively
• Devotes insufficient time to complete • Identifies timeframes, deadlines and • Manages the work plan, sets timelines
complete work tasks, review documents, and prepare • Effectively allocates own time to contingency plans and milestones, and involves
• Does not focus on delivery within for meetings complete work stakeholders to deliver on time
• Develops timetables and milestone
specified time frame • Manages time to accomplish what • Prioritises well • Uses time effectively and prevents
needs to get done charts for projects irrelevant issues or distractions from
• Does not ensure on-time delivery • Adjusts priorities where and when • Communicates time frames, interfering with work completion
of quality work • Remains focused on delivery within appropriate
milestones and expected results • Reviews, challenges, and adjusts
• Wastes time and efforts of others specified timeframe • Plans time and takes account of
• Coordinates own time and priorities performance levels to ensure quality
• Wastes time on unproductive tasks organisational priorities and work roles outcomes are delivered on time
needs of customers and others
• Leaves things to last minute of other colleagues to achieve results • Prioritises effectively • Works towards meeting timelines
• Frequently works overtime • Manages delivery-time to ensure • Uses time and resources productively
• Prioritises between more critical and
• Fails to meet deadlines most satisfactory product and service less critical activities and tasks to complete assigned tasks
of the time delivery
• Evaluates actual deliverables and • Manages time and workload to • Monitors completion progress in
• Inconsistently communicates accordance with prescribed timelines
milestones against planned balance achievement of tasks
information to team members deliverables and milestones • Plans with a realistic sense of the time to ensure timely project completion
regarding project milestones, resource • Expresses a desire to do better
• Analyses actual outcomes in relation and resource demands
requirements, timelines, and to anticipated outcomes • Plans own work schedule and
measures of success
• Is unable to prioritise • Gets more done in less time monitors it for optimal progress
• Is disorganised than others
• Gets distracted, and is unfocused
80
MANAGING DEADLINES
Planning and coordinating the accomplishment of tasks by carefully managing time constraints
B E H AV I O U R S
• Manages time effectively • Can work under pressure
• Does not procrastinate • Demonstrates an ability to prioritise
• Is driven by a sense of urgency
• Uses time management techniques • Effectively allocates work
• Meets deadlines • Is well-organised
INTERVIEW QUESTIONS
• Give me a specific example of a time when you did not meet a deadline. How did you handle it and what was the outcome?
• Tell me about a time when your work schedule was constantly interrupted by others. How did you handle it and what was the result?
• Can you give me an example where you have worked under time constraints? Why were there time constraints? How did you manage it and what was the result?
• Tell me about a time when you struggled to meet a deadline? Why was it difficult for you to meet the deadline? What did you do to manage the situation and what was the outcome?
• Give us an example of a time where you had multiple deliverables in a short space of time and had to carefully plan and organise your day. How did you plan and organise your work and how has this helped
you to produce quality work while still meeting established deadlines? What was the result?
• Give me an example of where multiple stakeholders had to be managed closely during the planning of an event and where the customer was becoming concerned that you would not be able to deliver on time.
What did you do to address the issue and what was the result?
• Tell me about your work experience in managing multiple job priorities with varied deadlines. When and how do you determine priority and deadline changes? How did you attend to changing priorities and
what was the outcome?
• Please give me an example of a time when you experienced a considerable amount of pressure on a job? How did the situation come about? How did you react and manage the situation?
What made you decide to handle it that way? What effect, if any, did this have on your other responsibilities and what was the overall outcome?
• Describe a time you identified a barrier to your (and or others’) productivity and ability to meet deadlines. What you did about it and what was the result?
• Give an example where you had a lot of work to do or multiple priorities. How did you determine what amount of time is reasonable for a task and how did you prioritise your work deliverables?
What did you do to get it all done in time and what was the result?
• Describe a situation when someone else was late with a deliverable that prevented you from accomplishing your tasks? What did you do about it and what was the result?
• How do you determine what amount of time is reasonable for a task?
• Give me an example of a time where you had a heavy workload. What did you do to keep yourself from feeling overwhelmed when various deliverables were equally important?
How did you manage the workload and what was the outcome?
• Tell me about a time when you adjusted your work schedule because you couldn't get all the necessary parts, materials, or equipment for a project. How did this happen? What did you do and what was the result?
• Describe a time where you had to deal with simultaneous projects on the last minute and multiple challenges impacting on your ability to meet a deadline. What did you do to address the urgencies as well effectively
execute on the scheduled deliverables?
81
MANAGING RISK
Assessing the level of risk and taking appropriate action to protect the organisation's brand and its reputation
B E H AV I O U R S
• Is risk-aware • Mitigates and reduces risks • Identifies and controls threats compliance
• Ensures sound corporate governance
• Ensures implementation of effective risk • Controls, minimises or eliminates unacceptable • Takes calculated risks
• Assesses feasibility and compliance
management system to limit organisational risks risks
• Ensures compliance
• Manages a risk register • Identifies and manages areas of non-
• Monitors risk
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Does not consider the customer when • Understands the need for risk • Consults with experts to identify • Advises business on implementation, • Establishes and leads culture of risk
taking action management complex or service specific risks execution and analysis of corporate management and provides executive
risk policies oversight in policies, practices and
• Takes action without considering • Understands basic corporate policies • Identifies potential risk and provides
• Keeps a risk log, containing the risk reporting
alternative solutions and procedures relevant to risk insights and plan of actions to address description, risk containment and • Leads and provides strategic oversight
• Takes action without consideration or • Identifies basic risks such risks persons involved
• Conducts basic preliminary risk • Identifies risks, provides early warning on implementation and execution of
understanding of risks • Anticipates risks and incorporates
analysis signals, and modifies work plan mitigation plan into overall work plan corporate risk policies for the
• Does not consider risk in decision • Researches alternatives to address accordingly organisation
making • Minimises risks • Assesses key operational risks and • Believes audit resources must be
identified risk issues
• Does not recognise when risky action • Analyses and appropriately weighs the risk-based mitigation allocated according to relevant risks
• Consults with others to identify risk
may negatively impact on brand pros, cons, opportunities and risks • Resolves issues arising from risk • Sets direction to improve risk-
before committing to action before deciding on course of action assessment identification analysis towards
reputation • Takes action in consultation with
• Ignores risk implications when • Contains effects of risk and likelihood • Negotiates, implements and provides appropriate mitigation strategies,
superiors that it will happen on-going first-line support to programs, projects and activities
attempting something new • Takes action with potential negative alternative or non-standard risk • Ensures risk assessment information
• Avoids action when outcomes are • Takes calculated or informed risks
consequences for self or own area of management solutions where is collected for the organisation
unclear • Implements appropriate and adequate appropriate • Collates information about business
responsibility governance, risk management, and
• Avoids action when there may be • Takes action when outcome is unclear • Makes and implements decisions in risks and applies an approved method
negative outcomes or consequences internal control processes ambiguous or risky situations or where to prioritise risk
• Makes decisions when outcome is • Appropriately solicits input of those information is incomplete and outcome • Uses sound judgement to make risky
• Is unable to justify action when unclear
challenged who will be affected by the decision is unknown decisions in highly complex situations
• Makes decisions with potential • Takes calculated risks in pursuing new
• Evaluates situations objectively
negative consequences • Avoids making assumptions about the and cutting-edge ideas
facts of a situation or the motivation of • Decides by weighing up cost-benefit
and risk implications
others
82
MANAGING RISK
Assessing the level of risk and taking appropriate action to protect the organisation's brand and its reputation
B E H AV I O U R S
• Is risk-aware • Mitigates and reduces risks • Identifies and controls threats compliance
• Ensures sound corporate governance
• Ensures implementation of effective risk • Controls, minimises or eliminates unacceptable • Takes calculated risks
• Assesses feasibility and compliance
management system to limit organisational risks risks
• Ensures compliance
• Manages a risk register • Identifies and manages areas of non-
• Monitors risk
INTERVIEW QUESTIONS
• We all have had time when friends or co-workers have advised us to avoid risk. Describe a time when you ignored this advice. What happened?
• Describe a time when you supported someone else's idea that had a low probability of success. Why did you support the idea? What was the overall outcome?
• Tell me of a time you believed that service level agreements with a supplier had to be renegotiated. What were the risks and what mitigation measures did you enacted? What was the result?
• Tell me about a time when you took action despite knowing that the odds for success were slim. What was your rationale for taking the action? What was the result
• We all learn through our mistakes. Tell me about a time when you confronted a co-worker or supervisor because you knew they were making a mistake. What was the issue and how did it turn out?
• Give me an example where there were non-conformance issues, changes in pricing, changes in procedures or standards and performance of external service providers which were not in line with the SLA.
How did you address this with the relevant stakeholders and what did you do to resolve the matter? What was the outcome?
• Tell me how you introduced and managed a major internal audit programme across the business to evaluate compliance and establish remedial action plans. What process did you set for audit execution and reporting?
Where did the audit programme fit into any corporate targets and what was the overall outcome?
• Recall a time you perceived friction/resistance from a co-worker, supervisor, or customer and immediately addressed it to enhance your working relationship. What happened? How is your relationship today?
• Tell me about a time when you felt compelled to express an unpopular viewpoint to maintain your integrity. What did you say and how did you say it? What was the result?
• Tell me about a time you had to identify key risks within a department/business unit or organisation. What approach did you adopt to identify and prioritise the risks to the organisation? What processes did you develop
for business continuity planning and risk management? How did you approach the development of contingency planning and appropriate management controls and what was the outcome?
• Give me an example of a time where an important client’s event and conferencing requirements were not correctly identified by a colleague during the pre-event meeting which you also attended.
This would have resulted in reputational damage to yourself and the brand. What did you do to resolve the situation and was the outcome?
• Recall when you worked in an environment that encouraged you to take risks to pursue business opportunities. Which risks did you take? How did you determine if it was a viable option? What was the impact?
• Describe the biggest professional risk you've taken. What information did you consider before taking action? What did you do and what was the result?
• It’s not easy taking risks, especially when you don't have peer or co-worker support. Recall a risk you avoided taking as you didn't have support. How did you go about getting support? What was the outcome?
• Describe a time when you conducted a risk analysis in terms of the impact on short term profit margins versus long term sustainability as well as a conducted a competitor analysis and found the data or metrics to be out
of date or irrelevant? What action did you take to complete the analysis and what recommendations did you make to boost revenues against forecasted targets?
• Tell me about a time where there was an incident where procurement was not done according to the approved budget or the price was not in line with the SLA. What steps did you take to resolve the issue and what did
you do to ensure that the procurement policy and procedures were followed in the future?
• Describe a time when you conducted a risk assessment and found the control environment is not adequate and effective? What were the reasons for this? What did you do to address this? What was the outcome?
• Tell me of a time you had to examine a problem to determine which solutions posed the most and least risk? What factors influenced you decisions? What was your recommendation? What was the outcome?
• Tell us about risks you have taken in your professional or personal life. How did you make your decision? What were the consequences (seen or unforeseen)? How did you manage it? What was the outcome?
• Describe a specific example of when you anticipated problems in the area you were working on and how you were able to provide a solution to manage the risk. What was the nature of the risk to the business?
What did you do about it and what was the result?
• Describe a time when you chose a low-/no risk option over one with higher risk. Why did you rule out the option with a higher risk? What was the outcome?
• Describe one of your current or recently completed projects, setting out the risks involved. How did you make decisions? How do you know that you made the correct decisions and what was the overall outcome?
83
MEASURING RESULTS
Tracking, monitoring, evaluating and interpreting results against business objectives and measuring the return on investment thereof
B E H AV I O U R S
• Monitors progress against milestones and • Tracks and manages performance of vendors in • Reports on current status and ideal state • Measures ROI
objectives relation to agreed SLA • Defines indicators for change • Provides direction based on current status
• Uses benchmarking to identify, assess and against expectations
• Understands and utilises business intelligence • Collects, analyses and reports performance-
evaluate gaps in performance
• Tracks performance effectiveness and efficiency based information • Develops KPI's against strategic objectives
of programmes and deliverables
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Requires others to establish and • Understands it is relevant to use • Conducts post-contract and delivery • Provides guidance or coaching to • Promotes performance-based culture
accept accountability for set objectives performance data for further analysis evaluation to measure return on team members to better meet needs • Enhances performance management
to improve results Investment or performance of the team and its customers
• Demonstrates limited contribution to throughout the organisation
• Conducts basic analysis of • Continuously monitors progress • Assesses how contract outputs
achievement of team and business management information and links to towards goal achievement, and acts contribute to desired program • Establishes and drives required
unit objectives operational performance decisively when progress stalls outcome strategies and standards to deliver
• Focuses time, energy, and other against business plans
• Gathers contract performance data to • Keeps track of outcomes • Reviews post-contract evaluation
resources on activities that are not support post-contract evaluation • Measures outcomes against higher report to determine next step • Evaluates and ensures capability to
aligned with individual or team process (implement recommendations) deliver against strategic targets
objectives standards of performance
• Reviews performance data to • Looks for new ways to improve • Continuously raises the bar to higher
• Shows no interest to overcome • Provides feedback and ensures
determine if contract deliverables or performance and deliver value levels of excellence and success
obstacles or improve performance outputs are met actions to improve delivery of • Promotes expectation of exceptional
• Sets unrealistic goals and does not outcomes • Sets and promotes standards for best
• Prepares draft evaluation of performance as the norm practice and outstanding service
achieve results deliverable and outcome reports • Determines achievement level of • Implements results-based planning
• Does not take ownership of assigned output to assess opportunities for delivery
• Understands link between better value in future and monitoring systems and tools • Willingly takes on complex and difficult
work through to completion
achievement of results and financial • Drives targets and reviews functional within the office assignments and ensures successful
• Applies ineffective and inefficient impact on bottom-lines performance against targets • Reviews and evaluates measures that
methods achievement of expected results
• Works around typical problems and • Ensures accountability among the reflect performance • Institutionalises results-based planning
• Prioritises process above results obstacles to get results team to set stretch-targets • Quickly addresses declines and
• Is unable to report on progress and monitoring system and tool-kit
• Does not use data to support return of • Clarifies expectations to achieve • Assesses strength of output increases in performance (strategy map, performance
scorecard, results-based
investment initiatives success expectations to ensure future • Leverages additional capability in
• Accepts mediocrity in own and others • Demonstrates commitment to performance resources to deliver results management, Plan-Do-Check-Act,
• Looks for and identifies better, faster, etc.) across the organisation
work successful achievement of challenging • Recognises when goals are • Anticipates potential obstacles and
less expensive, or more efficient ways
• Under-performs goals to achieve results misaligned with organisational takes steps to avoid or minimise
• Reviews work plans or projects and • Takes on-going, repeated action to objectives barriers
• Facilitates progress to desired results
monitors performance overcome obstacles to goal
achievement
• Establishes some performance goals,
expectations, and priorities
84
MEASURING RESULTS
Tracking, monitoring, evaluating and interpreting results against business objectives and measuring the return on investment thereof
B E H AV I O U R S
• Monitors progress against milestones and • Tracks and manages performance of vendors in • Reports on current status and ideal state • Measures ROI
objectives relation to agreed SLA • Defines indicators for change • Provides direction based on current status
• Uses benchmarking to identify, assess and against expectations
• Understands and utilises business intelligence • Collects, analyses and reports performance-
evaluate gaps in performance
• Tracks performance effectiveness and efficiency based information • Develops KPI's against strategic objectives
of programmes and deliverables
INTERVIEW QUESTIONS
• Tell us about the performance of your team over the past 3 years. How has team performance compared to previous years? What were the key contributory factors to performance in each year?
What did you do to improve the performance and what was the outcome?
• Tell me about your current position (or most recent position) and how you helped the organisation accomplish its goals. How were you able to track and monitor the results? What was the result?
• Describe your greatest achievement in your role to date. What was the impact it had on the business and how did you measure the success and the overall results?
• Tell me about a time when you introduced performance management into an organisation or made a significant change to the existing performance management processes. What were your significant contributions
to the results in terms of strategies, tactics and people?
• One challenge many businesses face is being able to track ROI to specific deliverables since the path to conversion isn’t linear. How did you approach this challenge in the past? How were you able to demonstrate
ROI and what was the result?
• Tell me about a recent initiative you implemented that provided a real return on investment. What factor did you consider to be the single most significant contribution to impacting the bottom-line?
Why do you consider it to be so significant? What was the overall impact of the initiative?
• Describe through examples drawn from your experience how you measure and take account of the impact of your decisions on external parties.
• What innovative KPI’s have you put in place within an organisation to assess business performance from a financial angle, over and above the traditional targets around cash-flow, income, expenditure and profit?
What targets did you put in place and why? How did you gain buy-in to these across the organisation? What value do you think they added to overall business performance?
• Please tell me about an occasion when you questioned the competitive capability of your business in a particular market. What had flagged up the issue? What solutions did you propose?
How were you able to track the performance to support your view? What was the outcome?
85
MANAGING CUSTOMER AND STAKEHOLDER RELATIONSHIPS
Creating and maintaining positive relationships with all stakeholders and customers through appropriate management of the expectations and agreed objectives
B E H AV I O U R S
• Continuously engages with customers and other • Is responsive to customer and stakeholder • Shows tact and diplomacy • Strives to meet and exceed expectations
stakeholders needs • Possesses effective persuasion and negotiation • Resolves issues and queries timeously
• Identifies stakeholder and customer needs • Works to do what is best for all stakeholders skills • Resolves conflict
• Is aware and willing to respond to external and • Adopts a professional approach • Creates and maintains a continuous feedback • Effectively deals with disputes
internal customer needs, requirements and loop
expectations
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Does not understand relationship • Demonstrates basic understanding of • Is a people-orientated individual who • Establishes relationships with external • Builds strategic alliances with
between organisation and key interests and profiles of key appreciates importance of building stakeholders to set future strategic stakeholders
stakeholders and lacks working stakeholders of the organisation long-term relations, internally and direction
• Maintains and develops effective
knowledge in this area • Understands stakeholder positions externally • Interprets dynamics of various
• Moves forward to implement ideas and bargaining power • Makes customers and stakeholders stakeholders networks of technical and business
contacts that provide crucial
without involving appropriate • Identifies some stakeholders whose feel valued and understood • Works with stakeholders to develop intelligence around the market,
stakeholders support will ensure ideas or project • Sees stakeholder relationship-building and drive potential efficiency emergent opportunities, trends and
• Works in isolation without support, approval and implementation as key to secure success of initiatives improvements best practices
• Negotiates and participates in • Seeks mutually beneficial solutions • Uses long-term collaborative and
buy-in or consultation with other key • Strives to deliver at high standards to
stakeholder negotiations with some • Negotiates in tough situations with strategic relationships with customers
stakeholders external and internal stakeholders
support both external and internal to improve service delivery
• Does not handle customers or deliver • Knows what customers rights are and • Wins concessions without damaging stakeholders • Develops strategies to build support
services with urgency stakeholder relationships
what expectations they are entitled to • Proactively engages with stakeholders for decisions and overcoming
• Is non-responsive to customer and regarding customer service • Develops and sustains productive for continuous improvement in service obstacles
stakeholder issues • Focuses on operational tasks rather working relationships with internal and delivery • Predicts how decisions will affect key
external customers
• Is reactive when dealing with than customer issues • Desires to help and meet needs of stakeholder groups (internal and
• Needs support from others to deal • Works in partnership with customers customers external)
customer or stakeholder issues and other stakeholders
• Does not maintain positive with customer issues • Measures customer satisfaction • Aims to continuously improve and
• Responds to basic customer queries • Takes action to deal with customer against customer requirements adapt products and services to
relationships with customers and other • Does not respond to customer problems changing demands
stakeholders • Provides timely response to
• Needs support from others to deal requests in an informed, • Analyses customer and stakeholder
knowledgeable and polite manner customer’s complaints, feedback and
with customers or other stakeholders • Does not make an effort to build long- profiles and highlights areas to comments
• Is rude or tactless towards customers achieve and improve joint efficiencies • Is courteous and receptive to the
• Is unapproachable to customers term relationships • Promptly and effectively responds to
needs of others
• Acts as if customers are burdens customer and stakeholder
• Abdicates responsibility for customer requirements
and other stakeholder issues
• Is not driven by quality standards
86
MANAGING CUSTOMER AND STAKEHOLDER RELATIONSHIPS
Creating and maintaining positive relationships with all stakeholders and customers through appropriate management of the expectations and agreed objectives
B E H AV I O U R S
• Continuously engages with customers and other • Is responsive to customer and stakeholder • Shows tact and diplomacy • Strives to meet and exceed expectations
stakeholders needs • Possesses effective persuasion and negotiation • Resolves issues and queries timeously
• Identifies stakeholder and customer needs • Works to do what is best for all stakeholders skills • Resolves conflict
• Is aware and willing to respond to external and • Adopts a professional approach • Creates and maintains a continuous feedback • Effectively deals with disputes
internal customer needs, requirements and loop
expectations
INTERVIEW QUESTIONS
• Tell me about a time when you asked for feedback on your customer service skills in dealing with a very difficult customer from your manager or co-worker and then used that response to improve your working
relationship with your customers. What was the outcome?
• Tell me about a time when you worked to better understand the specific needs of a client group/customer. What was the impact on customer relationships overall?
• Tell me about a time when you had to disappoint a customer. Why were you unable to meet those requirements and expectations? What did you do to manage the relationship and what was the overall outcome?
• Give me an example of when you have been required to explain a complex idea/concept or changes in processes to a client which the client was not satisfied with. How did you manage the situation?
What was the outcome?
• Tell me of a time you deliberately chose to establish a positive, productive relationship with a colleague or customer. Why was this a decision you had to make? How did you approach it and what was the outcome?
• Describe a professional relationship you have established, and tell me about a situation where you have used it to deal with a work-related task or problem. What approach did you take and what was the outcome?
• Tell me about a time when you or your team improved a customer relationship. How did you recognize what improvements were needed? What was the outcome?
• Give me an example where you had to monitor financial performance of various procurement related issues and where you identified risks which you had to communicate to business and functional managers in order
to address the areas of concern where you were met with resistance/the news was not received well. What did you do to ensure that remedial action was taken and how did you manage the conflict that arose?
What was the final outcome?
• Describe how you handled a difficult customer situation to achieve a satisfactory outcome for the customer and the business. How did you evaluate the outcome for both parties and what was the result?
• Tell us about a time when you believed that the business approach to customer service could be improved? What did you see as an improvement and why? How did you look to get internal buy-in to your idea?
What steps did you take to implement this new approach? What difference did the new approach make?
• Give me an example of when you have initiated the development of working relationships with external partners to develop strategies to enhance your service delivery. What strategies did you develop?
How did your organisation benefit? How did you monitor the impact of these strategies on service delivery?
• Tell me how you established the means of measuring customer satisfaction for an organisation? How was that performance viewed by the business? What actions were taken going forward?
What improvement was there in customer churn?
• Give an example where you underestimated the impact of your decisions on stakeholders external to your organisation. What happened? What did you do to address the issue and what was the outcome?
• Tell me what approach you have taken to enhance customer relationship management within your business. What worked or did not work? What did you do about it and what was the outcome?
• Tell me of a time where you developed and implemented customer acquisition and retention strategies and had to manage difficult relationships during a time of change. What were the strategies
you implemented and why were these relationships particularly difficult to manage? What did you do to facilitate an amicable outcome and what was the results?
87
90
CONNECTING
Initiating, establishing, and maintaining relationships inside and outside the organisation in a warm and authentic manner
B E H AV I O U R S
• Reaches out and effectively connects with others• Puts people at ease • Shows empathy and compassion • Initiates and builds professional networks
• Is engaging • Is hospitable • Shows understanding and consideration in • Maintains and fosters relationships within,
relating with others across and external to the organisational
• Connects with warmth
• Values and trusts people boundaries
• Establishes rapport easily • Builds close relationships of trust and respect
• Relates well to people at all levels
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Is independent-minded and prefers • Relies on others to recognise people • Networks to accomplish goals • Shares data from participation in joint • Participates in professional forums
not to develop reciprocal levels of who should be part of the network • Develops and effectively uses internal projects • Forges new ties to build professional,
support
• Forms alliances with others that have and external networks • Recognises people who should be strategic networks within and beyond
• Withdraws from interaction
• Does not build productive working same skills • Demonstrates ability to connect with part of one’s network and the the organisation
• Builds small networks based on others contributions they offer • Establishes, develops and maintains
relationships with others • Builds and maintains alliances,
knowledge, credibility, mutual and • Develops and nurtures key contacts key stakeholder networks
• Does not network or consult with customer, colleague and interest
others before making decisions reciprocal value as a source of information group networks • Creates extensive networks within
• Does not utilise informal opportunities • Understands how self is perceived by • Forms alliances with others having own profession and related fields
• Does not develop contacts, build and
to network and build relationships others different yet complimentary skills • Builds relationships to increase
maintain networks of professional
• Can work on own, without need to • Adjusts own behaviour to fit the • Develops productive working organisational image
relations relationships
• Develops shallow relationships that have too much contact or interaction situation • Networks for personal development
with others • Engages and understands • Easily strikes up conversation with • Liaises with contacts
lack personal attention and focus strangers
• Is unaware of how self is perceived by • Tends to be introverted, prefers own • Shows interactive sensitivity • Facilitates discussions
company and occupies self with own • Relates to others with understanding • Easily reaches out to others • Proactively reaches out and effectively
others thoughts
and consideration • Establishes highly productive mutual connects to others
• Comes across as cold and aloof • Finds it difficult to strike up relationships with key individuals
• Takes time to warm up to others conversation with strangers and • Accurately interprets moods, feelings • Puts people at ease
and reactions of others • Shows empathy and compassion
• Takes time to establish rapport maintain conversations with others • Values and trusts people
• Inappropriately uses excluding • Finds it difficult to start new • Builds rapport and frequently initiates • Builds close relationships of trust and
informal or casual contacts at work,
behaviours and language relationships with associates or customers respect
• Maintains relationships in the • Builds relationships and partnerships
long-term
89
CONNECTING
Initiating, establishing, and maintaining relationships inside and outside the organisation in a warm and authentic manner
B E H AV I O U R S
• Reaches out and effectively connects with others• Puts people at ease • Shows empathy and compassion • Initiates and builds professional networks
• Is engaging • Is hospitable • Shows understanding and consideration in • Maintains and fosters relationships within,
relating with others across and external to the organisational
• Connects with warmth
• Values and trusts people boundaries
• Establishes rapport easily • Builds close relationships of trust and respect
• Relates well to people at all levels
INTERVIEW QUESTIONS
• Identify three of the most important things you do to maintain effective interpersonal relationships and why?
• Describe a situation where you were unable to build a relationship with someone. What caused the strain and what did you do about it?
• Give me an example where a customer relationship has deteriorated. Why did it deteriorate? How did you approach rebuilding such a relationship? What was the outcome?
• Tell me of a time you quickly developed a relationship with a new colleague or client. What did you do to build rapport? How were you able to maintain the relationship over time? What was the result of your efforts?
• Give me an example of a time when you went about building good working relationships within a new team. Why do you think it is necessary to have good working relationships? How did you go about building these
relationships and what happened in the end?
• Describe a situation in which you had to develop and maintain a working relationship with someone with whom you didn’t like to work. How did you do that? What was the outcome?
• When you last found yourself with a new group of people to work with, how did you get to know them? What worked; what did not work in building the relationship with different members? What was the end result?
• Give an example of connecting with people you did not know. What differing approaches did you employ in talking with different types of people? How do you evaluate the effectiveness of these approaches?
• Tell me about a time when you dealt with a new customer who were sensitive to how another reacted in an emotional or tense situation. What did you do to put the customer at ease? What was the outcome?
• Tell me about a time when you volunteered your help to someone in need who you did not know. How did they react? How did it turn out?
• Tell me about a time when you relied on a contact in your network to help you with a work-related task or problem. How were you able to get support from this contact? How did you maintain the relationship and
what was the result?
• Describe a time when you were successful in dealing with another person because you built a trusting and harmonious relationship. Describe your approach and why you believed it payed off?
• Describe an experience where you have had to negotiate with someone in a work-related assignment or task you did not have a comfort level with. What did you do and what was the outcome?
• Give an example when you must build a collaborative partnership with an individual or another department that helped your area become more productive. How did you go about establishing the partnership and
how did your area benefit?
• Tell me how the network of colleagues you have established has been beneficial to your success. What made you connect with these people? How did you build the relationship? What value did they add and what
was the final outcome?
• Give an example of a task or project that you had to rely on support from someone in another department or group. What approaches worked best for you in establishing work related alliance/relationships with
employees in another department or group and why have they worked? What was the outcome?
90
VALUING DIVERSITY AND INCLUSIVENESS
Creating an inclusive environment where differences are recognised, respected and valued to strategically increase the effectiveness of the organisation
B E H AV I O U R S
• Welcomes diversity and inclusiveness in the • Embraces differences • Shows empathy relating to the impact on their individual differences
workplace • Does not show prejudice diverse groups • Adopts an inclusive-communication approach
• Understands own values and culture and • Responds in an unbiased manner
• Is aware and proactively responds to diversity • Targets communication to include all diverse
genuinely respects others’ • Is open to different perspectives
• Adapts to cultural and gender differences issues groups
• Builds collaborative and mutually beneficial
working relationships with people, regardless of
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Does not promote inclusiveness in the • Works with a range of employees with • Respects and welcomes diversity • Respects, understands, values and • Champions and advocates value of
workplace different opinions, personalities, and • Drives or promotes inclusivity in the seeks out individual differences to diversity and inclusion
skills or abilities than self achieve results
• Does not always consider or embrace workplace • Relentlessly promotes an
• Considers importance of diverse • Is accountable to achieve results that
individual differences viewpoints • Supports fair treatment and equal embody principles of diversity, organisational culture characterised by
• Is not open to diverse opinions or opportunity for all inclusivity and respect for differences increased understanding of individual
• Demonstrates willingness to explore differences and perspectives to enable
ideas • Helps others increase their awareness in people
cultural differences • Develops, uses measures and workforce inclusivity and a culture of
• Finds it hard to adapt to cultural and • Adapts behaviour based on how and acceptance of individual respect
gender differences differences rewards self and others • Interacts personally and genuinely
different people work • Removes internal barriers
• Tends to stereotype • Articulates and incorporates value of with people from diverse backgrounds,
• Modifies communication and • Demonstrates non-judgmental
• Demonstrates limited understanding of diversity and inclusion into business and learns from their contributions and
behaviour based on understanding acceptance and genuine embrace of operations ideas
people from other cultures and individual differences different perspectives, behaviours and
backgrounds • Advocates value of diversity to others • Strives to eliminate barriers to achieve
ways of working • Drives policies, practices and values diversity
• Demonstrates biased or subjective • Incorporates different perspectives to
attitude that support awareness of and • Establishes work environment free of
broaden own thinking and
• Does not show empathy or acceptance of diversity discrimination
understanding • Takes actions to increase diversity in • Develops policies, practices and
understanding to others • Fosters an environment of inclusion,
• Prefers to work with others with similar the workplace values that support awareness of and
where diverse thoughts are freely • Promotes consensus within and acceptance of diversity
backgrounds shared, respected and integrated into
the way of work across diverse groups, interests and
• Communicates value of diversity and opinions
inclusive perspectives to others, and • Understands and effectively manages
encourages the same
dynamics in diverse groups
• Challenges stereotypes to enable
others to leverage and appreciate • Creates an environment in which
benefits of diversity people can be themselves
91
VALUING DIVERSITY AND INCLUSIVENESS
Creating an inclusive environment where differences are recognised, respected and valued to strategically increase the effectiveness of the organisation
B E H AV I O U R S
• Welcomes diversity and inclusiveness in the • Embraces differences • Shows empathy relating to the impact on their individual differences
workplace • Does not show prejudice diverse groups • Adopts an inclusive-communication approach
• Understands own values and culture and • Responds in an unbiased manner
• Is aware and proactively responds to diversity • Targets communication to include all diverse
genuinely respects others’ • Is open to different perspectives
• Adapts to cultural and gender differences issues groups
• Builds collaborative and mutually beneficial
working relationships with people, regardless of
INTERVIEW QUESTIONS
• Please provide an example that shows your skill in interacting with people who have different values than you. What do you do and what was the result?
• Describe a series of interactions you had in which you adapted your behaviour around the other people’s styles. Why did you have to adapt? What was the outcome?
• Tell me about a time when you had to adapt to a wide variety of people by accepting/understanding their perspective. How were you able to do this? What was the result?
• Can you recall a time when a person's cultural background affected your approach to a work situation? How have you handled the situation? What was the outcome?
• Tell me about a situation in which you had to separate the person from the issue when working to resolve differences? What did you do to manage the situation? What was the outcome?
• Give examples of when your values and beliefs impacted your relationships with your co-workers. Did you re-evaluate your own beliefs or opinions around issues of difference? How were you able to find common
ground and what was the result?
• Describe a time when you had to treat individuals in your work group differently. Why was this necessary? What were the outcomes?
• Give some examples of what you have done to increase diversity awareness and remove diversity barriers in your team or organisation. What could you have done differently, why? What was the overall outcome?
• Tell me about a time that you had to consider cultural differences in a decision you had to make or an initiative you wanted to implement. Why was it necessary to do this? What did you do? Should you have done
something differently and why? What was the overall impact?
• Give me a specific example of how you have helped create an environment where differences are valued, encouraged and supported. What was your approach to ensure that diversity was appreciated and
encouraged? What was the overall outcome?
• Describe a discussion you initiated with an individual to learn about any diversity barriers they may have experienced in your organization. How did you approach this? What was the result?
• Give some examples of what you have done to increase diversity awareness in your team or organisation. What were the reasons why you thought that the levels of awareness was not sufficient? What initiative did
you introduce to address this? What was the outcome?
• Give an example of where you had to introduce some changes to the work environment to foster an inclusive work environment. What were the benefits for both the people and the work environment? How was it
received? What was the end result?
• Give an example of where you had to manage a diverse team of professionals to deliver a shared objective. What are some of your best practices for creating and managing a diverse work group? How have you
applied them on this specific piece of work? What was the end result?
• Give me an example of how you have accepted and relied on diversity in your workplace to accomplish a task or work objective? What does the term diversity mean to you as it applies to the workplace? What was
the end result?
• Give an example of a situation or project where a positive outcome depended on the work of people from a wide range of backgrounds and ideas. How were you able to integrate the diverse views or ideas? What
was the end result?
• Tell us about a time when you included someone in your team or a project because you felt they would bring something different to the team. What did you do to get them on board? What value add did you
experience through this? What was the end result?
92
INTERACTING
Engaging easily and openly with others on an interpersonal level
B E H AV I O U R S
• Interacts and networks with people • Uses humour appropriately to enhance • Communicates fluently • Embraces diversity
• Interacts with people on all levels relationships with others • Manages conflict
• Networks with people • Attends and listens to people
• Engages with intent • Is attentive to other's needs
• Is lively and projects enthusiasm
• Understands the motivation in others
1 • Shows consideration towards others
Unsatisfactory / Limited PROFICIENCY LEVELS
2 34 5
Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Is unaware of how self is perceived by • Listens wells and correctly interprets • Understands how self is perceived by • Makes self accessible to others • Is confident and assertive
others verbal and non-verbal messages of others • Is lively and projects enthusiasm • May be seen as charismatic
others • Interacts with confidence and • Possesses style and charm that
• Does not empathise with or • Adapts listening behaviours to ensure
• Listens closely to the message being assertiveness disarms hostility and sets others at
understand others delivered before responding appropriate respect to others and to • Engages in conversation with others ease
• Interaction is unresponsive or untimely the situation • Listens to others and objectively
• Overuses a ‘telling’ style • Is attentive but not always responsive • Accurately interprets moods, feelings to show sincere concern
considers others’ ideas and opinions,
• Lacks enthusiasm or sincerity • Does not leverage networking and reactions of others; and adjusts • Carefully chooses words when talking even when in conflict with own
• Uses excluding behaviours opportunities own behaviour to fit the situation to others to avoid misunderstanding or • Rises above bias while interacting with
• Is seen as discourteous or offensive • Is aware of cultural differences in confusion
• Finds it easier to interact in informal people
• Uses threatening, inappropriate or social and business norms; and • Uses diplomacy and tact when
situations • Builds and leverages networks
unacceptable language or modifies own behaviour accordingly interacting with others • Builds mutually beneficial and lasting
communication methods • Communicates as and when required • Is pleasant and friendly when dealing • Understands other people have
• Establishes rapport with others relationships
• Uses anger, threats or withdraws co- with internal and external clients different points of view • Builds and maintains effective
operation to get own way • Establishes and maintains • Initiates effective discussions • Ask clarifying questions to see things
relationships with peers • Tactfully interacts with colleagues interpersonal or productive working
• Finds it hard to communicate thoughts from other peoples’ perspective
• Is pleasant and friendly • Makes favourable impressions relationships
or ideas interacting with prospects or clients in • Shares thoughts, feelings, and • Foresees, plans for, and removes
• Does not listen or respond • Interacts effectively with variety of rationale so that others understand
people in the workplace a way that builds effective obstacles to effective interpersonal
appropriately relationships personal positions relationships
• Does not pick up on subtle nuances in • Shows confidence in familiar and • Interacts with people in a friendly, • Thinks about previous conversations • Effectively diffuses highly political
informal situations or when interacting
the environment with peers open, honest, and accepting manner and other interpersonal interactions to situations
• Avoids conflict • Initiates interaction when necessary learn from past mistakes and
• Is impatient and becomes easily successes
frustrated when interacting with others
93
INTERACTING
Engaging easily and openly with others on an interpersonal level
B E H AV I O U R S
• Interacts and networks with people • Uses humour appropriately to enhance • Communicates fluently • Embraces diversity
relationships with others • Manages conflict
• Interacts with people on all levels • Attends and listens to people
• Networks with people • Is attentive to other's needs
• Engages with intent • Understands the motivation in others
• Is lively and projects enthusiasm • Shows consideration towards others
INTERVIEW QUESTIONS
• Describe a situation where you had to request help or assistance on a project or assignment. How did you approach others and what was the result?
• Tell of a time when your active listening skills really paid off for you - maybe a time when other people missed the key idea being expressed. What was the reason for the misunderstanding? What was your
approach and what was the result?
• Working with customers can be challenging at times. Describe one of the most stressful interactions you've had with an internal/external customer. How did you react and what was the result?
• Interacting with others can be challenging at times. Describe the greatest difficulty you faced trying to get along with peers, team members, or others at work. How did you handle them, and what was the result?
• Describe a work situation that required you to really listen and display compassion to a co-worker/employee who was telling you about a personal/sensitive situation. What did you do that made the other person feel
heard and understood? What was the overall result?
• Describe a situation where you found yourself avoiding another person because they were difficult. How did this impact your ability to get your work done? What did you do about it and what was the result?
• Tell me about a time when you attempted to turn a strained relationship to a good one. How did you go about it and what was the outcome?
• Tell me about a time when you made a special effort to treat another person in a way which showed your respect for the other’s feelings.
• Describe the most important interaction or situation you have ever had with a customer. What did you do and what was the outcome?
• Think of the most difficult person you have had to deal with and give an example.. Describe the last time you dealt with him/her? How did you handle the situation? What was the outcome?
• Give an example where you had to host an event and had to interact with people on a professional level. What do you do to make yourself more comfortable in interacting with others? What was the outcome?
• Describe a time when you used your networking abilities to obtain information or assistance that you might or might not have otherwise obtained because you had formed a good working relationship. What was your
approach? What was the result?
• Describe a series of interactions you had in which you adapted your behaviour around the other people’s styles. Why did you adapt the way you interact with these people? What was the outcome?
• Give an example when you must build a collaborative partnership with an individual or another department that helped your area become more productive. How did you go about establishing the partnership and
how did your area benefit? What was the outcome?
• Describe a situation where you and another person disagreed. How did you get to that point? What did you do to assert yourself? Were you successful or unsuccessful in resolving the differences and why? How did
it effect your relationships?
• Give an example of where you had to interact with multiple stakeholders (client, co-workers and others) on the same work deliverable. Why is it important to build relationships with all of these stakeholders? How did
you go about doing this? What different styles in relating did you apply to each group? What was the outcome?
94
C O L L A B O R AT I N G
Actively participating in a joint-activity with others, and contributing to facilitating the accomplishment of work goals
B E H AV I O U R S
• Is a good team-player • Involves others in decision-making • Supports, respects, and collaborates with other • Works cross-functionally
• Contributes to the team and across functions • Encourages team contributions in decision team members in the decision-making process • Integrates different perspectives
• Works as a collective making and delivery
• Creates opportunities for collaboration • Shares views and shows interest in the work of
• Facilitates participation
• Values individual input • Creates a culture of collaboration others
• Breaks down silos
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Tends to isolate self from others while • Is open to work outside of comfort • Is flexible and willing to step out of • Collaborates with others to achieve • Inspires others to take on challenges
working toward team goals and zone to support team and goals comfort zone to support team and larger organisational objectives outside their comfort zone
objectives goals
• Contributes willingly to accomplish • Initiates collaboration with others and • Collaborates across boundaries to
• Is unwilling to work outside of comfort • Builds collaborative relationships to
zone own and team goals solve problems and achieve common spontaneously assists others in work build strategic relationships and
• Demonstrates positive attitude goals delivery achieve common goals
• Does not support co-workers • Proactively works with team members • Effectively consults and collaborates
towards team members • Consistently works with others to
• Is unwilling to comply with team accomplish goals and tasks to improve team collaboration and with all stakeholders to achieve results
decisions • Shares experiences, knowledge, and functioning on a continuous basis • Fosters a work culture that values
best practices with team members • Participates in team activities that • Empowers others to maximise their
• Does not follow agreed team protocols teamwork and effective cooperation
• Assumes responsibility for own work promote effective peer and work contributions to achieve goals
• Puts own needs above team’s needs • Collaborates with management teams
activities relationships • Shows initiative in going beyond direct
• Dominates team discussions or limits • Incorporates others’ suggestions into responsibility to achieve team goals to position the organisation to seize
ability of others to contribute • Has some difficulty cooperating with opportunities, minimise threats and
others to achieve assigned goals planning and decision-making • Energises people to work together to
• Does not cooperate with others to • Demonstrates shared responsibility accomplish team goals risks, and effectively meet future
achieve assigned goals • Accepts compromises to progress demands
toward achievement of group goals and focus to ensure objectives and • Builds support and enthusiasm • Inspires cooperation among team
• Does not share, or withholds
• On occasion displays inconsistent goals are successfully met • Builds loyalty among other team members by bridging gaps among
necessary data and knowledge from • Keeps commitments to the team members diverse groups and units
the team behaviours and actions against team
requirements • Treats all team members with respect • Promotes, supports and influences a • Consistently leads colleagues to
• Undermines or sabotages team work and accepts individual differences culture of respect and civility among inspire cooperation and teamwork in
• Sometimes treats other team • Follows through on commitments to team members support of organisational goals
the team • Helps others solve problems and
members with hostility or indifference • Actively seeks to eliminate cliques and • Creates an open and transparent
• Inconsistently shares information and achieve team objectives assists in problem-solving so all team team environment that fosters
• Is disrespectful or disruptive as a • Supports and acts in accordance with members can be included in work information-sharing and knowledge
team-member knowledge with the team
• Shows courtesy, respect and final group decisions even if such processes • Proactively addresses and skillfully
• Inconsistently participates in team leads team in conflict resolution
individual consideration decisions do not reflect entirely one’s
activities own opinion
• Works well with some, but not others • Is unproductive in conflict-situations or • Finds areas of agreement when
• Is not generally regarded as a team- difference of opinions
working with conflicting individuals or
player groups
95
C O L L A B O R AT I N G
Actively participating in a joint-activity with others, and contributing to facilitating the accomplishment of work goals
B E H AV I O U R S
• Is a good team-player • Involves others in decision-making • Supports, respects, and collaborates with other • Works cross-functionally
• Contributes to the team and across functions • Encourages team contributions in decision team members in the decision-making process • Integrates different perspectives
• Works as a collective making and delivery
• Creates opportunities for collaboration • Shares views and shows interest
• Facilitates participation
• Values individual input • Creates a culture of collaboration in the work of others
• Breaks down silos
INTERVIEW QUESTIONS
• Can you give me a recent example of how you displayed loyalty or commitment to your current work group? Why was this act important to you? What was at stake?
• Describe a time when you had to support a colleague in meeting their task deliverables e.g. taking orders, cleaning their sections or delivering food and beverages to their customers. Why was it necessary to help
them, what did you do and what was the outcome?
• Describe a time when you took a directive rather than a collaborative approach with someone. What was the situation that made this approach necessary? What was the result? Would you use this same approach
again and why?
• Describe a time when you put your needs aside to help a co-worker understand or deliver on a task. How did you assist them? What was the result?
• Tell me about a time when you were on a successful team. Explain your role in the team. What made it successful? How did you encourage other team members to co-operate? What was your biggest contribution
and the overall results?
• Tell me about a time when you were working as part of a team and felt that you could achieve better or faster results on your own. How did you handle it? What was the outcome?
• Tell me about a time when someone else neglected or failed to deliver on their work commitments which had a negative impact on your productivity or deliverables. How did you react? What did you do about it and
what was the outcome?
• Collaborative work relationships often ease tension and facilitate productive relationships. Can you give me a recent example where you intentionally enhanced a relationship to get a job done? How did you go
about this and what was the outcome?
• Tell me about a time when you improved a process by creating a cross-functional team. What did you do and how did it turn out?
• Tell me about a time when you were a part of a team that worked very well together. What did you do to foster the success of that team?
• Describe a time when you were part of a team but were not clear about your role. What did you do about it and what was the outcome?
• Describe a time when a project did not go well due to a lack of teamwork. To what did you attribute the lack of teamwork? What action did you take and what was the outcome?
• Give examples of what you have done to model collaboration and teamwork. What made it difficult to collaborate? What did you do to change that and what was the outcome?
• Describe a time when you helped a team member who joined the team later or in mid-stream. How did you bring this team member up to speed with the rest of the group? What was the outcome?
• Give me an example of when you have identified an opportunity to enhance a service/ practice by collaborating with another team. How did you identify that this was an opportunity? What was your role in
developing an effective partnership? How did the team benefit from this collaboration?
• Give me an example of where you had to gain cooperation from individuals who weren’t in your department. How did you approach them? Where you successful at getting their help? Why or why not? What was
the impact?
• Describe a project where you needed to involve input from other departments. How did you identify that need and how did you ensure buy-in from the appropriate leaders and managers?
• Describe a time when you failed to engage at the right level in your organisation. Why did this happen and how did you manage the situation? What was the outcome?
• Tell me about a time when you needed additional information from other people or references to make an informed decision. What did you do? How did your additional research impact the outcome?
96
C O N S U LT I N G
Actively seeking advice from others and sharing information to solve problems, reach conclusions or make decisions
B E H AV I O U R S
• Integrates information from multiple sources views of others • Respects diversity • Acknowledges criticism
• Willingly shares information • Obtains information and ideas from others to
• Involves others in decision-making maintain and strengthen relationships
• Seeks input from others • Is receptive to feedback and advice
• Shows consideration towards the ideas and • Acknowledges feedback as constructive
PROFICIENCY LEVELS
1 2 34 5
Unsatisfactory / Limited Basic / Needs Improvement Proficient / Meets Expectations Advanced / Exceeds Expectations Expert / Exceptional
• Prefers to work independently • Works well in team within own area of • Consults appropriate experts for • Is sought out by others to advise on • Performs in an advisor, consultant,
• Works in isolation without support, expertise options or recommendations resolving difficult problems or trainer role
buy-in or consultation with other key • Does not always do what is required • Consults stakeholders to clarify • Is sought out by others for advice and • Is recognised and sought out for
stakeholders of a team member requirements solutions on how to best interpret and advice as a leading authority in the
• Does not consult stakeholders to • Is a receptive listener who consults • Supports team members use information knowledge skill area
• Co-operates with team members to • Consults with others affected by • Provides advice and direction to
clarify requirements and seeks input from others
resolve problems and achieve goals proposed action prior to making a others on how to recognise and take
• Does not enjoy co-operative work with • Forms alliances with others who have • Encourages participation and listens to decision appropriate action on problems and
others to assist own team or project to same skills • Consults with expert resources as opportunities
achieve required outputs others’ ideas
• Does not develop effective working required • Offers advice and provides support
• Is not willing to share information with • Participates in development of team
relationships with people • Consults with subject matter experts even if there is no immediate or
others goals and plans to ensure completeness of obvious return
• Always seeks advice before taking • Takes action in consultation with • Acknowledges skills, experience,
superiors specifications • Consults with various interest groups
action knowledge, creativity and contribution • Consults with stakeholders about • Creates a resource-network
• Seeks advice on actions before • Consults with colleagues to make of others • Consolidates diverse opinions
informed decisions • Continuously updates knowledge by plans as necessary
responding • Actively supports and contributes to
• Consults others during various phases reviewing materials and consulting • Offers constructive advice efforts of team members
• Takes criticism personally internal or external experts • Makes valuable contributions
• Does not respect individual differences of problem-solving process • Encourages other team members to
• Is not always eager to share and • Makes contributions that are valued by • Recognises potential contribution participate, and facilitates when
• Displays limited interest in input of team members others offer appropriate
others provide team members with
information when requested • Is consciously aware of differences • Encourages expression of ideas and • Is flexible and works with a wide
• Provides advice and feedback to variety of different people on different
and conflict-related issues opinions tasks
support others to make sound and • Is a valued team-member
timely decisions • Maintains or enhances self-esteem of • Exchanges information and obtains
support
others in all communications with
team members
97
C O N S U LT I N G
Actively seeking advice from others and sharing information to solve problems, reach conclusions or make decisions
B E H AV I O U R S
• Integrates information from multiple sources views of others • Respects diversity • Acknowledges criticism
• Willingly shares information • Obtains information and ideas from others to
• Involves others in decision-making maintain and strengthen relationships
• Seeks input from others • Is receptive to feedback and advice
• Shows consideration towards the ideas and • Acknowledges feedback as constructive
INTERVIEW QUESTIONS
• Give me an example of how you go about informing or consulting with your superiors when there has been a problem in your area that they need to know about. What was your plan of action and the outcome?
• Describe a time where you encouraged team members to share their opinions, thoughts and ideas to build on your own. Why did you do this and what was the result?
• Describe a time when you were working on a complex problem and had to ask advice from friends or co-workers to avoid risk. What happened, what did you do about it and what was the result?
• Give an example of where you were asked to provide advise to someone who found it difficult to reach a decision on an important matter. How did you approach the situation? What was the outcome?
• Please tell me of a situation where you had to seek advice and direction from others on how to recognise and take appropriate action on problems or opportunities. Why were you uncomfortable to act without
consultation? What action did you take and what was the result?
• Give me an example where someone offered advice or support which you did not take. What happened? Would you have done it any differently if you could do it again?
• Please give me an example where success on an initiative or deliverable would not be possible if you did not first consult with various interest groups which would have been impacted by the initiative or deliverable.
How did you approach this and what was the outcome?
• Give an example where you had to consults appropriate technical experts for options or recommendations on a difficult project or task you were busy with and found it difficult to explain what you needed from them.
How did you manage to create understanding. What was the advice or recommendation? How did that impact the work you did and what was the outcome?
• Tell me of a time where you were given a complex task or project to deliver which you did not quite understand. What did you do to clarify the requirements and expectations? What was the result?
• Please give an example where a team member required co-operation from you to resolve a problem in order to achieve their goals. What was the nature of the support, advice or recommendation you gave. What
was the result?
• Give an example were you asked for an opinion of a friend or a colleague on multiple sources of information which you found to be conflicting or difficult to understand. What did you to ensure that you were able to
understand and integrate the information to accomplish your task. What was the result?
• Give an example were you saw a co-worker struggling with a task because of a lack of information or understanding. What did you do about it and what was the result?
• Tell me about a time where you had to use new suppliers or contractors in order to meet the exact requirements for a specific event. How did you go about to establish the relationships, ensure understanding of the
client's expectations to ensure successful delivery for the event? What was the final outcome?
• Give an example where you believed that it was necessary to involve others in solving a problem or reaching a decision. Why did you not do it on your own? Who did you approach and what input did you need from
them? How did you do this and what was the outcome?
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SI competency framework and dictiornary for HR
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