Appendix A

Manager Competencies
Commitment to Continuous Learning taking actions to improve personal and professional skills, knowledge and abilities, may require self-directed, self-paced learning or ensuring that you are always at the leading edge of field.  Analyzes own performance, prepares and follows personal development plan, takes short-term actions to improve performance in current job  Keeps current in own field of expertise taking initiative to understand up-to-date information, best practices  vely seeks feedback from others, integrates feedback into personal development Acti plan and modifies thinking and behavior  Pursues long-term development plans by independently analyzing future requirements in personal career goals or industry direction

Conceptual Thinking Ability to identify patterns or connections between situations that are not obviously related, and to identify key or underlying issues in complex situations. It includes using creative, conceptual or inductive reasoning. Uses basic skills and knowledge of past experiences to identify problems. Sees patterns between current situation and past situation; points out patterns, trends or missing information to others. Applies and modifies complex learned concepts or methods to new situations.
Clarifies complex data or situations into a clear presentation; integrates many small pieces of information to make sense of them.

Customer/Client Focus Focus on discovering and meeting customer/client needs. Follows up on customer/client inquiries, requests, and complaints. Maintains clear communication with customers/clients. Takes personal responsibility for correcting customer/client-service problems within area of responsibility. Makes self available to customers/clients particularly during critical time periods Makes concrete attempt to make things better for the customer/client. Addresses underlying customer/client need, seeks information and matches needs to services
Identifies solutions that have long-term benefits for the customer/client.

Expected behaviors

Target behaviors

Behaviors beyond target

Appendix A

Developing Others fostering the long-term learning or development of others  Expresses positive expectations of others regarding future abilities or potential to learn  Gives detailed instructions to explain how to do task, gives on-the-job demonstrations and helpful suggestions  Gives reasons for tasks and uses methods such as questioning to confirm others have understood directions  Gives specific feedback, positive and corrective, and assesses competence of others so as to delegate full responsibility when they are ready  Gives constructive behavioral and performance feedback rather than criticizing personal traits  Does longer-term coaching or training of others, arranging appropriate assignments and experiences to foster learning, and build skills  Designs new programs to meet training needs of staff Initiative / Proactivity Take independent action or proactively create opportunities to resolve or prevent problems in keeping with role. Shows persistence in overcoming obstacles when things do not go smoothly. Addresses present problems rather than ignoring them. Acts proactively in the short term (one to three months ahead) Acts proactively with an eye on the current semester/year (four to twelve months ahead) Anticipates and acts with future in mind (one to two years ahead). Leadership Taking a role as leader of a team or other group. Leadership is often, but not always, shown from a position of formal authority. Manages meetings- sets agendas and objectives, controls time, gives assignments. Keeps those affected by decisions informed and provides reasons for decisions. Uses formal authority and power in a fair manner; treats everyone fairly. Promotes team effectiveness - enhances team morale and productivity; publicly credits others. Preserves the team and its reputation in the organization. Positions self as leader models desired behavior; secures team members buy-in regarding team mission, goals, and policies.
Communicates a compelling vision

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Appendix A

Strategic Business Sense The ability to understand the business implications of decisions and the ability to strive to improve organizational performance. It requires an awareness of business issues, processes and outcomes as they impact the organization and the customer.  Understands basic business fundamentals how own job fits in relation to the bottomline  Understands tactical business fundamentals and incorporates them into decision making  aware of general economic conditions and competitive impact on organization and Is customers  Thinks in strategic terms when evaluating own strategic actions against organization strategic goals  Proactive in planning actions to align with organizations strategic goals and to meet external events Teamwork and Cooperation Working co-operatively with others, being part of a team, working together, as opposed to working separately or competitively.  Co-operates by participating with others in doing own share of work.  Keeps others informed of relevant or useful information.  Expresses positive expectations of team members.  Encourages group members to contribute.  Values and solicits ideas and opinions from others.  Assists others in the accomplishment of team goals.  Acts to promote positive climate, good morale, and cooperation within the team. Brings team conflict out into the open and encourages or facilitates a beneficial
resolution

Expected behaviors

Target behaviors

Behaviors beyond target

Appendix A

Manager Competencies - Technical Expertise

Performance Planning, Feedback & Evaluation Enabling and developing direct reports through effective use of the Performance Management and Employee Development processes. Demonstrates competency in such activities as goal setting, training and development, career planning, performance coaching and performance evaluation. Novice: Limited understanding; is given clear and specific instructions to get job done. Working Knowledge: Understands enough to independently handle most tasks in this area most of the time but is supplied with direction for work objectives. Experienced Knowledge: Technically experienced and fully competent; can exercise independent judgment regarding all technical issues; understands how area of knowledge relates to broader issues. Expert Knowledge: Specialist knowledge of the area; is relied on for guidance.
Teaching Knowledge: Understands which aspects of this knowledge area need to be transferred to others in order to achieve organizational goals; plays a role in transferring skills and knowledge to others.

Project Management The ability to plan and organize resources to deliver required objectives in a defined situation. Novice: Limited understanding; is given clear and specific instructions to get job done. Working Knowledge: Understands enough to independently handle most tasks in this area most of the time but is supplied with direction for work objectives. Experienced Knowledge: Technically experienced and fully competent; can exercise independent judgment regarding all technical issues; understands how area of knowledge relates to broader issues. Expert Knowledge: Specialist knowledge of the area; is relied on for guidance.
Teaching Knowledge: Understands which aspects of this knowledge area need to be transferred to others in order to achieve organizational goals; plays a role in transferring skills and knowledge to others.

Expected behaviors

Target behaviors

Behaviors beyond target