Competency Model

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People Leadership Mission SensitiveChange Leader Sound JudgmentOrganizational Influence Emotional IntelligenceGlobal Perspective Visionary

Engaging Others CommunicationsCoaching Project ManagementTeam Building Change ChampionProcess Management Negotiating Differences

Interpersonal Interactions Performance ManagementCommunicating with Clarity Change ManagementOperational Know-how Managing ConflictOrganizing Time and Tasks Fostering Teamwork Developing Others

Priority Setting AgilityEmotional Awareness InfluencingCommunication Skills Action OrientedConstituent Focus Self Development

Frontline Supervision(First Level Supervision)

Mid-Level Management(Mid Level Supervision)

Leadership(Officer Group and their direct reports)

Team Contributor(Exempt or Non-Exempt Non-Supervisory )

Competency Model

Team Contributor• Priority Setting• Agility • Emotional Awareness• Influencing• Communication Skills • Action Oriented• Constituent Focus • Self Development

Spends time and the time of others on what’s important, quickly zeros in on the critical few and puts the trivial many aside, can quickly sense what will help or hinder accomplishing a goal, eliminates roadblocks, creates focus.

Unskilled: Has little sense of what’s mission-critical and what’s just nice to do. Doesn’t identify the critical few well for self or others. May believe that everything’s equally important, may overwhelm others with unfocused activities. May do a little bit of everything quickly, may be a poor time manager, may not say no or wants to do everything. Not good at figuring out how to eliminate a roadblock.

Priority Setting

AgilityEffectively copes with change, shifts gears comfortably, decides and acts without having the total picture, isn’t upset when things are up in the air, doesn’t have to finish things before moving on, can comfortably handle risk and uncertainty, deals with concepts and complexity comfortably, is agile. Learns quickly when facing new problems. Has a constant hunger to learn. Experiments and will try anything to find a solution. Enjoys the challenge of unfamiliar tasks. Views challenges as opportunities and is a reassuring and positive presence in times of change.

Unskilled: Not comfortable with change or uncertainty, may not do well on fuzzy problems with no clear solution or outcome. May prefer more data than others, and structure over uncertainty. Less efficient and productive under ambiguity, may have a strong need to finish everything, may like to do things the same way time after time. May be viewed as disorganized , may not think things through carefully, always want everything to be simple. May be inflexible believing that his/her way is the best and virtually only way to do things or solve problems. May be stuck in historical, tried-and-true methods and quick to jump to solutions. Gives up too soon and accepts a marginal solution.

Emotional AwarenessSelf aware – recognizes own strengths, weaknesses and limits. Is able to manage these attributes effectively to maximize impact on ones self and others. Seeks and uses feedback effectively. Gains insights from mistakes.

Unskilled:May be reactionary and display inappropriate emotional responses. May be inappropriately sensitive to criticism. Is easily rattled by surprises and may cause the group to lose composure due to their own behavior. May not be concerned with others. Does not understand their impact on the group.

InfluencingAbility to energize and inspire others, is persuasive and influential, attracts strong endorsement and support from peers andothers, and galvanizes colleagues toward action. Is seen as an inclusive informal leader that values the ideas and input of everyone. Can be identified as someone who is strongly aligned with the culture of the organization. Often these “cultural carriers” sustain continuity through times of change. Is a role model, mentor and someone that offers to participate in projects and other work that is not directly connected with their job duties.

Unskilled: Does not know what motivates others or how to do it. People around he/she don’t do their best work, do not feel included or valued. Not empowering and usually not someone people want to work around, or with. People may not like him/her, may not read others well, may not pick up on their needs or cues, may be judgmental and put people in stereotypic categories, intentionally or unintentionally demotivates people. Is not strongly aligned to the culture of the organization and can be divisive, putting their needs ahead of the needs of the organization. Does not make the effort to help others, mentor or volunteer for work outside their scope of responsibility.

Communication Skills

Is able to write and speak clearly, can get messages across that have the desired effect. Practices attentive and active listening, can accurately restate the opinions of others even when they may disagree. Tries to understand the people and data before making judgements and acting. Easy to approach and talk to, spends the extra effort to put others at ease, builds rapport. Is able to relate to individuals with backgrounds or beliefs that are different from their own.

Unskilled: Not a clear communicator in writing, may be hard to tell what the point is, too wordy or terse. Written communication may have grammatical problems. Doesn’t listen well, cuts people off and finishes their sentences if they hesitate. Interrupts to offer a solution or make a decision, doesn’t learn much from interactions with others. Many times misses the point others are trying to make. Inaccurate in restating the case of others. Intolerant of the slow pace of others, may be seen as self-centered (do it my way and at my speed). May be so action oriented that they resist process and problem complexity. May appear distant and not easy to be around. Doesn’t build rapport, may appear uninterested.

Action OrientedCan be counted on to achieve goals successfully, is a consistent high performer, very bottom-line oriented, steadfastly pushes self and others for results. Enjoys working hard, full of energy for the things he/she sees as challenging. Seizes more opportunities than others.

Unskilled: Doesn’t deliver results consistently, doesn’t get things done on time, wastes time and resources pursuing non-essentials. Something always gets in the way – personal disorganization, failure to set priorities, underestimating time frames, overcoming resistance. Not bold or committed enough to push it through, does the least to get by. Slow to act on an opportunity, may be overly methodical, a perfectionist, or risk averse. May not be motivated, may be bored with the work or burned out.

Constituent FocusSpends the extra effort to put others at ease, builds rapport, is dedicated to meeting the expectations and requirements of internal and external constituent, gets first hand information and uses it for improvements in products and services. Establishes and maintains effective relationships with constituent and gains their trust and respect, no matter what their background, beliefs or orientation might be.

Unskilled: Doesn’t build rapport, may be a “let’s get on with it” type, may be a poor listener or appear uninterested, may not pick up on social cues that others would recognize. Doesn’t think “constituent first” and may think he/she already knows what they need. May focus on internal operations and get blindsided by constituent problems. Uncomfortable with new people contacts, may be unwilling to handle criticism, complaints and special requests. May not make the time for internal or external client contact.

Self DevelopmentPersonally committed to and actively works to continuously improve self. Understands that different situations and levels may call for different skills and approaches. Works to deploy strengths and works on compensating for weakness and limits. Open to learning about different cultures and perspectives.

Unskilled: Doesn’t put in the effort to grow and change, doesn’t do anything to act on constructive feedback, does not adjust approach to different audiences and situations, may be immune to negative feedback appearing arrogant or defensive. May fear failure and the risk of admitting shortcomings. May not believe people really change, therefore it’s not worth the effort. May believe in development but always too busy.

Frontline Supervision Competencies• Interpersonal Interaction• Operational Know-How• Fostering Teamwork• Communicating with Clarity• Organizing Time and Tasks• Developing Others• Performance Management• Change Management• Managing Conflict

Uses social skills, empathy and appropriate communication to develop and maintain relationships with people. Is easily approachable to a variety of people with diverse backgrounds, opinions and experiences. Uses diplomacy and tact. Demonstrates empathy and helping skills.

Unskilled:Doesn’t relate easily to a variety of people, may not build relationships easily, may lack approachability or good listening skills. Does not take the time to build rapport. May be too raw and direct at times. May be excessively work oriented or intense. May not read others well. May freeze or panic in the face of conflict, attack or criticism. May be shy or lack confidence around others.

Interpersonal Interaction

Operational Know-HowPossesses the technical and functional ability to do the job at a high level of accomplishment. Knows and effectively utilizes organizational and departmental procedures, policies and processes to get things done. Applies up-to-date functional knowledge in performance of responsibilities and has sufficient grasp of financial information and quantitative data to inform decisions.

Unskilled:Not up to functional or technical proficiency. Makes technical/functional errors. Judgement and decision making is marginal due to a lack of knowledge. May be stuck in past skills and technologies. May be inexperienced, new to the area, or lack interest in it. May not make the time to learn.

Fostering Teamwork

Encourages teamwork through mission, values, goals and expectations. Creates a feeling of “we” in terms of shared work and success. Inspires commitment to and trust and reliance on others within the work group.

Unskilled:Manages people on a one-to-one basis. Does not create a common mindset or common challenge. Focuses on results with little recognition of individual or team accomplishments. May be very action and control oriented and won’t trust a team to perform.

Communicating with ClaritySpeaks or writes in an organized and grammatically correct fashion. Applies good judgement in determining the amount and type of information to share with various audiences. Uses a variety of good listening and questioning techniques to ensure listeners feel accurately understood.

Unskilled:Not a clear communicator, may be hard to tell what the point is. Doesn’t listen well or ask questions to ensure he/she understands others. Interrupts to offer a solution, doesn’t learn much from interactions with others. Many times misses the point others are trying to make. Inaccurate in restating the case of others.

Organizing Time and TasksEffectively determines the priority of activities to reach daily, weekly and longer term objectives and identifies and arranges the resources (people, material, budget, support) to accomplish the related tasks. Can orchestrate multiple activities simultaneously to accomplish goals. Arranges and maintains information, files and workspace in a manner useful to self and others.

Unskilled:Cannot pull resources together to accomplish complex tasks, may not know how to find and arrange people, materials and budgets. May not be a good delegator and planner and therefore not very motivating to work with. Performance decreases as the number of simultaneous activities increase. May rely too much on self. May scramble at the last minute and have to work long hours to finish. May not be able to see how multiple activities come together.

Developing OthersIdentifies strengths & abilities in others through real-time observation and analysis of results. Determines developmental needs and career interests. Allows and encourages others to have new experiences in order to grow and expand their knowledge.

Unskilled:Not a good people developer, very results driven and tactical therefore no time for long-term development. Plays it safe – can’t bring him/herself to assign really stretching (risky) work . Thinks development is going to a course and doesn’t know how development really matters. Doesn’t support or cooperate with the developmental system in the organization.

Performance ManagementEstablishes clear performance expectations for tasks, behavioral competencies, and accountability. Measures process, progress and results in a consistent manner to ensure everyone is treated the same. Provides reinforcing and re-directive feedback on both an informal and formal basis. Is able to have crucial conversations and make difficult decisions regarding an individual’s performance. Maintains legally defensible documentation to support employment and compensation decisions.

Unskilled:Doesn’t use goals and objectives to manage self or others. Not orderly in assigning or measuring work. Is not clear about who is responsible for what. May be disorganized or just throw tasks at people. May manage time poorly. Does not provide work in progress feedback. Does not set up benchmarks or ways for people to measure themselves.

Change ManagementCan recognize resistance to change. Can comfortably handle risk, uncertainty and change. Knows that the supervisor’s role is to support the change and move it forward. Demonstrates appropriate empathy. Considers personal experiences of the individuals and tries to support their unique concerns.

Unskilled:Does not read people well and therefore can miss signs that there is resistance to change within their work group. Has trouble seeing the big picture and therefore is not comfortable with change. May be slow to move until all questions are answered. Can appear risk adverse. Does not consider how change will impact on individuals in the team and is not sensitive to the personal impact.

Managing ConflictReads situations accurately to identify potential conflict situations and addresses them at the appropriate time and in the early stages. Applies skilled listening techniques to help parties find common ground and/or resolve conflicts. Is impartial when listening to an issue. Able to mediate rather than dictate a solution.

Unskilled:Avoids conflict in situations and with people. May be too accommodating and want everyone to get along. May get upset as a reaction to conflict and takes it personally. May give in and say “yes” too soon. Gets into conflict by accident, and doesn’t see it coming. Will let things fester rather than dealing with them directly. May try to wait long enough for it to go away.

Mid-Level Management Competencies• Engaging Others• Process Management• Team Building• Communications• Coaching • Change Champion• Project Management • Negotiating Differences

Initiates give & take relationships at multiple levels across the organization. Can relate to individuals with diverse backgrounds and creates an environment where all people feel welcomed. Is able to lead a team and achieve results through others. Does not let own biases influence action or outcomes.

Unskilled:Relies on his/herself to achieve results rather than on the team. May not see the value in building relationships with others. Is not viewed as a collaborator within own group and beyond in the larger organization. Perceived as biased or not impartial.

Engaging Others

Process ManagementKnows and effectively utilizes organizational and departmental procedures, policies and processes to get things done. Knows how to organize people and activities. Understands how to separate and combine tasks into efficient work flow. Knows what to measure and how to measure it. Can see opportunities for synergy and integration where others can’t. Can simplify complex processes. Gets more out of fewer resources.

Unskilled:Not good at figuring out effective and efficient ways to get things done. Works in a disorganized fashion. Does not take advantage of opportunities for synergy and efficiency with others. Can’t visualize effective processes in his/her head. Lays out tasks for self and others in a erratic way. Does not work to simplify things. Uses more resources than others to get the same thing done. May lack attention to detail. Not a systemic thinker.

Team BuildingCreates a sense of belonging to a group of individuals who work collaboratively towards a shared goal. Uses knowledge of style differences to enhance team member interdependence and interaction. Recognizes individual contributions in the context of teamwork. Creates a sense of belonging for all regardless of their background.

Unskilled:Manages all people in the same way and does not recognize their different styles. Does not explain the larger picture, why something is being done and cannot create a common mindset or common challenge. Rewards and compliments individuals but not the team. May not hold many team meetings and does not create any other synergies in the team. Does not manage in a way to build team morale or energy. Does not appear interested in building a team or recognizing people for their different styles.

CommunicationsKnows when to say what and how to whom. Speaks in a clear and compelling manner in individual and group settings and skillfully utilizes listening techniques. Is able to quickly adjust communication style to the audience to ensure understanding. Uses a variety of good listening and questioning techniques to ensure the listener feels accurately understood. Has the professional presence and poise to deliver a presentation in front of a large group in a compelling manner.

Unskilled:Not a clear communicator, may be hard to tell what the point is. May not construct a logical argument well and may not adjust to different audiences. Doesn’t listen well or ask questions to ensure he/she understands others. Interrupts to offer a solution, doesn’t learn much from interactions with others. Many times misses the point others are trying to make. Inaccurate in restating the case of others. Does not possess the professional presence to deliver a compelling presentation in front of a large audience.

CoachingAble to help others recognize their own strengths and challenges. Is able to draw out information in order to create awareness that enables an individual to learn and grow. Can determine developmental needs and career interests and establish development plans with individuals to optimize talent & develop abilities. Creates challenging assignments that move the individual beyond current skill & knowledge levels and ensures good probability of success through strengths-based coaching.

Unskilled:Generally tells people what to do rather than helping them discover the opportunities for themselves. Cannot build a development plan that focuses on development of skills and experiences. Lacks the confidence to push someone out of their own comfort zone. Does not have the patience to work through emotional situations. Thinks development is going to a course and doesn’t know how development really matters. Doesn’t support or cooperate with the developmental system in the organization.

Change ChampionUnderstands typical reactions to change and why people resist. Can comfortably handle risk, uncertainty and change. Knows that the supervisor’s role is to proactively communicate the change, explain the reasons and its potential impact on processes and people. Demonstrates appropriate empathy, considers personal experiences of the individuals and tries to tailor communications to support their unique concerns.

Unskilled:Does not have an understanding of why people resist change. Is not able to anticipate the need to proactively communicate components of change. Cannot reassure the team and therefore cannot help them to move through the necessary change. Cannot sympathize or relate to the concerns of others and appears disinterested and unaffected by their anxiety.

Project Management

Able to create a detailed plan to accomplish a major project. Understands who to engage to achieve successful results. Can organize activities in a logical manner. Able to maintain scope of project. Identifies milestones and success metrics.

Unskilled:Is not someone that can be counted on to successfully lead a project. Has trouble determining and managing priorities. Cannot set goals and does not meet deadlines. Cannot multi-task. May not be able to overcome roadblocks or problems within the project.

Negotiating DifferencesIdentifies potential conflict situations and/or addresses conflict at early stages. Can find common ground and get cooperation with a minimum of turmoil between self and others or among third parties. Applies skilled listening and negotiation techniques to help parties find common ground and/or resolve conflicts. Can mediate disputes and resolve issues. Is impartial when listening to an issue. Able to mediate rather than dictate a solution.

Unskilled:Cannot anticipate potential conflict before it happens. Appears more important to “win” rather than look for common ground. Creates turmoil and does not listen for opportunities to mediate or resolve issues. Is not a “go to” person for problem solving. May be excessively competitive and have to win every debate.

Leadership Competencies• People Leadership• Change Leader• Organization Influence• Global Perspective• Mission Sensitive• Sound Judgment• Visionary• Emotional Intelligence

Able to communicate with and lead others. Develops others – is a people builder. Builds capability for the organization not just own area. Provides a clear vision that people want to work hard to achieve. Effectively and enthusiastically explains the vision. Constructs thoughtful development plans and will take on those that need to be developed. Trusts others to perform. Leads complex organizations and connects interdependent groups. Supports the learning process and helps people to learn from failure.

Unskilled:Is not able to clearly articulate his/her vision as a leader. Not a people developer. Very results driven and tactical. Does not see long term development as his/her job. May not know the aspirations of people, may not hold career discussions or provide coaching. May not push people to take their development seriously. May prefer to select for talent rather than develop it. Is risk adverse and therefore may be reticent to allow people in their group to fail in order to provide opportunities for learning.

People Leadership

Change LeaderRecognizes the impact change has on individuals and the organization. Is able to effectively plan for and lead the change process. Uses groups effectively when making change. Understands the culture and how change will be received. Can communicate change in a way that people understand. Supports change in all areas of the organization.

Unskilled:Does not recognize the impact change will have on the individuals and the organization. As a result, groups will generally not follow this person into change. Does not take the time to understand the culture and cannot inspire the group. Is not able to clearly articulate the change and the reasons the group should embrace it.

Organization InfluenceUses influence to navigate the organization. Effectively adjusts approach based on the audience and has a clear understanding of how best to gain support. Can maneuver a complex situation effectively. Anticipates obstacles and handles them effectively. Adjusts to the reality of politics. Is sensitive to people and organizations. Effectively builds relationships.

Unskilled:Is not able to get things done in the organization beyond his/her area. May lack the interpersonal skills to anticipate obstacles and adjust approach to be effective. May lack the experience or simply not know who and where to go. May neither know, or care to know the origins of how things work around the organization.

Global PerspectiveIs aware of the bigger world. Culturally savvy – able to work across borders in an effective manner. Is a skilled negotiator. Tries to learn other languages, cultures and customs. Appreciates local culture but also embraces others. Recognizes the value diversity brings to an organization. Understands that different approaches work in different places.

Unskilled:Sees business decisions in terms of a one-country experience. Is rigid about doing things only one way. Is not interested in learning new ways of doing things. Has trouble staying focused on outcomes, therefore does not negotiate well. Takes a long time to build relationships. Has difficulty relating to people that do things differently than ones self.

Mission SensitiveUnderstands and advocates the Catholic Mission and recognizes how it informs all we do. Is informed about the history and heritage of Notre Dame and can effectively share it with others. Can make business decisions consistent with the mission. Has a view when making decisions for the overall good of the organization. Shows support for the Catholic Mission by actively including people of different backgrounds, cultures and beliefs in decision making.

Unskilled:Does not understand the Catholic Mission and therefore does not consider it in any decisions. Shows a lack of interest in learning or understanding the history and heritage of the university. Does not consider the mission when making decisions. Can be narrowly focused on personal interest or ideas being accepted regardless of the fact that this might be misaligned with the institutional goals and mission. Does not support diversity and inclusion initiatives.

Sound JudgmentEvaluates options and weighs the benefits versus costs and consequences of taking action. Makes good decisions based on analysis, wisdom, experience and judgement. Decisions are found to be accurate when judged over time. Sought by others for advice and solutions. Can act without having the whole picture – is decisive. Effectively handles situations that are not clear or have multiple perspectives. Takes appropriate risks.

Unskilled:Looks for quick solutions based on prejudices, historical solutions or narrow perspective prior to analysis. May rely too much on self. Not comfortable asking for help. May not use orderly decision methodologies, models or ways to think. May wait too long, agonize over every detail to avoid risk or error. Decisions are found to be inaccurate when judged over time.

VisionaryCommunicates the organizations vision in a compelling and inspired manner that will move the organization forward. Clearly articulates the future and the possibilities. Can inspire and motivate entire units or organizations. Is optimistic and relates well to people. Is creative and can use this creativity to find new solutions to problems. Can assess new ideas and make connections to the organization. Can envision a leaders strategy and inspire others to follow.

Unskilled:Cannot communicate or sell a vision. Not a good presenter. May not be able to create compelling phrases or inspirational messages. Can be uncomfortable speculating on the future. Is not charismatic or passionate enough to excite and energize others. Cannot simplify ideas enough to help people understand complex strategy. Does not act like he/she really believes in the vision and appears to be more comfortable in the here and now.

Emotional IntelligenceCool under pressure, does not become defensive or irritated when times are tough, considered mature, can be counted on to hold things together, is not knocked off balance by the unexpected. Is a settling influence in a crisis and sees the positive aspects of all situations. Can demonstrate the ability to recognize and understand emotions in self and others and uses this awareness to manage personal behavior and relationships. Is aware of and promotes diversity of thought and creates an environment of inclusiveness where all people feel welcome in their presence. Adheres to an appropriate and effective set of core values and beliefs during both good and bad times, acts in line with those values. Shows good judgement when making decisions.Unskilled: Gets rattled and loses cool under pressure and stress. May be reactionary and blow up, say things he/she shouldn’t, gets easily overwhelmed and becomes emotional, defensive or withdrawn. May be sensitive to criticism, may be cynical or moody. May be knocked off balance by surprises, may also contribute to others losing composure or being unsettled. When challenged may be unwilling to build relationships. Strong individualist with low concern for values of others, may set his/her own rules, and can make others uncomfortable. Behavior may vary too much across situations, may be seen as too self serving.

Key Development Needs (example)• Name: John West

• Current Title: Customer Service Representative

• Current Responsibilities: Speaks to people over the phone, answers questions, directs caller to appropriate help and resolves problems when can.

• Strengths: (Include competency strengths and technical skills) Engaging others, is approachable and is creative in problem solving. Can be counted on to answer questions in line with the culture of the university.

• Areas of Development: Becoming more comfortable with risk/uncertainty in decision-making; is great at setting priorities but does not always follow through. Should develop a checklist system for follow up. Results are inconsistent because of the lack of follow through.

• Opportunities: Should communicate better when cannot meet the deadlines.

• Plan: Sees self in current role, however, could eventually take on leadership of broader group of work units e.g. a Shared Services environment, or group of departments; has very transferrable skill set

Team Contributor

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Competencies Priority Setting Agility Emotional Awareness Influence CommunicationSkills

Action Oriented ConstituentFocus

Self-Development

Indicator of: +Strength or -Develop Area

- - + + - + + +

Competency Assessment

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Competencies Interpersonal Interactions

Communicatingwith Clarity Operational Know-how Organizing Time &

TasksDeveloping

OthersPerformanceManagement

Change Management Managing Conflict

Indicator of: +Strength or -Develop Area

Frontline Supervision

Leadership

Mid-Level Management

Competencies Engaging Others

Process Management Team Building Communication Coaching Change Champion Project

ManagementNegotiating Differences

Indicator of: +Strength or -Develop Area

Competencies People Leadership Change Leader Organization Influence Global Perspective Mission Sensitive Sound Judgment Visionary Emotional Intelligence

Indicator of: +Strength or -Develop Area

Team ContributorCompetencies Priority Setting Agility Emotional Awareness Influencing Communication

Skills Action Oriented Constituent

FocusSelf Development

Indicator of: +Strength or -Develop Area

Key Development Needs

• Name:

• Current Title:

• Current Responsibilities:

• Strengths: (Include competency strengths and technical skills)

• Areas of Development:

• Opportunities:

• Plan:

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