Core Competencies 2012

7/24/2019 Core Competencies 2012

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61/223


62/223

Job/Candidate Profile

POSITION:

ESSENTIAL FUNCTIONS:

(From Job Description)

ORGANIZATIONAL CULTURE

University(suggestions:) Bureaucracy, hierarchy, diverse, admin vs. academic, community politics

Office(suggestions:) Multi-team, multi-task, changing priorities, emphasis on written & verbal communication

Team

COMPETENCIES

Education/Experience/Knowledge

--

-

Intellectual

- -

- -

Interpersonal

- -

- -

Motivation

- -

- - 58


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CompetencyQuestion(s)

Conceptual

Problem Solver

Customer Service

Please give us an example from your past experience where a supervisor or client

asked you to solve a problem or produce a deliverable, and the instructions were vague

and non-specific.

What thought process did you go through and what actions did you take to meet the

objective?

Conceptual Please give us an example from your past experience where you had to developspecifications based on needs and requirements of clients. What thought process

did you go through to develop the specifications based on needs of the clients?

Proposed follow-up questions:

What outside the box thinking, if any, did you engage in to meet client needs?

What methods did you use to track and resolve client issues as they arose?

Continuous Learner

Information Seeker

Describe a work-related situation where you found yourself without the specific

technical knowledge to perform a task essential to a project. What did you do?

Continuous LearnerPlease tell us about a time when you made a mistake in the workplace or made a bad

decision. How did you recover? What did you learn that you could apply in

future situations?

CreativePlease describe a situation where you came up with a creative solution to a problem.

Customer ServiceFrom your past experience, how have you managed a situation where your customers

request was extremely out of proportion with available services.

(If they havent had such an experience, ask them: How would you imagine

you would manage the situation?)

Follow-up Probe:

If I asked, what feedback would the customer give me about the interaction?

Customer Service From your past experience, how have you handled a situation where your customer

requested services from you that were not within your job description.

What did you tell the customer?

How was the situation resolved?(If they havent had such an experience, ask them: How would you imagine you

would handle the situation?)

Follow-up Probe:

If I asked, what would the customer tell me about how you handled the situation?

Detail Oriented

Continuous

Improvement

Please give us an example of a situation where your attention to detailsaved your

employer time and money.

Follow-Up Question

Can you give us an example of a situation where you could have paid more attention

to detail? What were the results? How did you apply what you learned to future

tasks?

Detail oriented

ContinuousImprovement

Can you give us an example of a situation where you could have paid more attention

to detail? What were the results? What did you learn from this experience that youapplied to future tasks?

Develops Others

(trainer)

Part of this job is to improve the training skills of subject matter experts in the office.

What are the steps you would take to accomplish this?

Develops Others

(for managers &

supervisors)

Succession planning is becoming more critical as University employees start retiring at

greater rates. As a supervisor, what do you see as your responsibility in this area?

Develops Others

(for managers &

supervisors)

Part of this job is staff technical development.

What approaches would you take to accomplish this?

59


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Interview Questions

[Position / Team]

[Month / Year]

Instructions to Panel: Please use a separate note pad for notedo not take notes on this copy.

OPENING (Interview Lead)

Introduce Panel Members

Present basic information about EH&S (Job Description and Organization Chart) Provide any other information you would like the candidate to know

Describe structure of the interview:

- Were going to take turns asking you some questions about your background and experiences.- Well give you a chance to ask us some questions about the position and the organization.- Well present some closing information.- Also, well be taking a few notes as we go so we can remember what weve discussed today.

Interview Questions

I. Initial Questions

Who Ask? QUESTION

We've looked at your resume and qualifications and wonder if you could elaborate abit about your current (or most recent) job as it relates to this position.

Prompts for (optional) probing questions (based on answer):

- Why do you suppose. . .

- How were you able to. . .

- What would your (manager/team, etc.) say

about. . .

(and all)

Based on our review of your resume, we have some specific questions.

(Questions from Application - Note in advance of interview)

II. Technical Questions

Who Ask? COMPETENCIES QUESTION

Looking for:

Looking for:

III. Competency Probes


60


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NEXT

INTERVIEWERNow were going to switch from technical questions to questions focusing on yourpast experiences.

Probing Questions:

Probing Questions:

Instructions to panel: This is the time to probe for any competencies from the Job Profile that havent been

addressed by the candidates answers. Additional competency questions are listed on the last page.

IV. Wrap-Up

NEXT INTERVIEWER: We just have a few more wrap-up questions.

What were you hoping wed ask today, but didnt?

For our records, could you please tell us how you heard abouthis job opportunity?

Do you have any questions for us?

(Optional)

If you are the successful candidate, when would you be able start?

Interview

Lead

(Only include if Criminal

background check is required)

IMPT STATEMENT

As you know, this position is considered sensitive and willrequire a criminal background check. Please understand thaif you are the successful candidate, you will be able to startworking in the position, but continued employment will becontingent upon you passing the criminal background check

Closing Statements:

Ask for references

Explain next phases of the process and anticipated timeline

If you like this candidate, sell the job, the department, and the University!!

61


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BALANCE SHEET

Applicant: Date:

Fit with Job/Candidate Profile:

! Outstanding ! Good ! Acceptable ! Fair ! Not at all

COMPETENCIES

STRENGTHS (+) LIMITATIONS ( )

EDUCATION/EXPERIENCE/KNOWLEDGE

INTELLECTUAL

INTERPERSONAL

MOTIVATION

COMMENTS:

62


67/223

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70/223

Survey: Behavioral Anchors Vali dation Survey

Final Survey Report - May 22, 2012

Please indicate your position on campus

Manager or supervisor Non-represented staff Represented staff Faculty Responses

Please indicate your position on campus42.7%

32

52.0%

39

5.3%

4

0.0%

075

How many years have you been employed at UC Berkeley?

Less than 1 year 1 to 4 years 5 to 9 years 10 to 14 years 15 to 19 years 20 or more years Responses

How many years have you been employed at UC Berkeley?4.1%

3

17.6%

13

25.7%

19

27.0%

20

10.8%

8

14.9%

1174

Meets Expectations (ME) in Resource Management & Stewardship

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

HigherResponses

Uses time an d efforts of others effectively67.6%

50

20.3%

15

6.8%

5

1.4%

1

0.0%

0

4.1%

374

Uses and manages fin ancial resour ces efficiently an d effectively 75.7%56

16.2%12

2.7%2

2.7%2

1.4%1

1.4%1

74

Demonstrates effective organization, prioritization and time management skills70.3%

52

20.3%

15

4.1%

3

4.1%

3

0.0%

0

1.4%

174

Engages in practices that conserve energy and environmental resources35.1%

26

41.9%

31

12.2%

9

4.1%

3

2.7%

2

4.1%

374

Understands and applies safety standards; reports and corrects safety problems52.7%

39

31.1%

23

6.8%

5

2.7%

2

1.4%

1

5.4%

474

Keeps abreast of and applies relevant policies, practices, and procedures appropriately59.5%

44

25.7%

19

6.8%

5

2.7%

2

1.4%

1

4.1%

374

Takes responsibility for campus property, intellectual property and campus-related data64.4%

47

24.7%

18

2.7%

2

1.4%

1

0.0%

0

6.8%

573

Is accoun table for work responsibi li ties and actions75.7%

56

12.2%

9

2.7%

2

6.8%

5

0.0%

0

2.7%

274

Demonstrates integrity through honest and ethical practices83.8%

62

10.8%

8

2.7%

2

1.4%

1

0.0%

0

1.4%

174

FOR MANAGERS: Utilizes direct reports effectively to leverage their skills and strengths to

accomplish goals efficiently and effectively

75.8%

50

16.7%

11

3.0%

2

1.5%

1

0.0%

0

3.0%

2

66

Meets Expectations (ME) for Service Focus

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

Higher Responses

Is attentive and responsive to the needs of clients; exhibits positive and welcoming attitude90.4%

66

8.2%

6

1.4%

1

0.0%

0

0.0%

0

0.0%

073

Handl es difficul t or demandin g clien ts with patience, tact and grace70.8%

51

16.7%

12

4.2%

3

0.0%

0

0.0%

0

8.3%

672

Accur ately identifi es and anticipates clien t's needs57.5%

42

23.3%

17

6.8%

5

1.4%

1

1.4%

1

9.6%

773

Follows through on commitments and responds to customers in a timely manner, i.e. do

what you say you are going to do

91.8%

67

4.1%

3

4.1%

3

0.0%

0

0.0%

0

0.0%

073

Consistently provides quality service and solutions to customer needs84.9%

62

9.6%

7

1.4%

1

0.0%

0

0.0%

0

4.1%

3

73

Flexible i n maki ng adju stments in service delivery process61.1%

44

23.6%

17

6.9%

5

0.0%

0

1.4%

1

6.9%

572

Assists clients to navigate the system by explaining the resources available on campus and

how to make contact

65.8%

48

21.9%

16

2.7%

2

1.4%

1

0.0%

0

8.2%

673

FOR MANAGERS: I ntervenes to address and resolve issues in service deli very80.3%

53

12.1%

8

4.5%

3

0.0%

0

0.0%

0

3.0%

266

Meets Expectations (ME) for Teamwork and Collaboration

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

Higher Responses

Builds collaborative relationships to solve problems and achieve common goals64.4%

47

17.8%

13

4.1%

3

0.0%

0

0.0%

0

13.7%

1073

Treats all team members with respect and accepts individual differences90.4%

66

4.1%

3

0.0%

0

1.4%

1

1.4%

1

2.7%

2

73

Consistently keeps others informed and up to date with relevant information; generous

in sharing kn owledge

78.1%

57

11.0%

8

2.7%

2

1.4%

1

1.4%

1

5.5%

473

65 3% 19 4% 4 2% 0 0% 0 0% 11 1%


71/223

56 11 1 3 0 2

Fulfills commitments on time that contribute to meeting team goals80.3%

57

14.1%

10

2.8%

2

0.0%

0

0.0%

0

2.8%

271

FOR MANAGERS: Leverages each team member's expertise and strengths81.5%

53

9.2%

6

0.0%

0

3.1%

2

1.5%

1

4.6%

365

Unsatisfactory (U) for Resource Management & Stewardship

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

Higher Responses

Wastes time an d efforts of others88.1%

37

11.9%

5

0.0%

0

0.0%

0

0.0%

0

0.0%

042

In appropriate use or management of fin ancial resources88.1%

37

9.5%

4

0.0%

0

2.4%

1

0.0%

0

0.0%

042

Lacks organi zation, prioritization and time management skill s61.0%

25

24.4%

10

14.6%

6

0.0%

0

0.0%

0

0.0%

041

Is wasteful of energy and envir onmental r esour ces45.2%

19

38.1%

16

9.5%

4

4.8%

2

2.4%

1

0.0%

042

Engages in practices that violate safety standards and puts self and others at risk85.7%

36

2.4%

1

7.1%

3

0.0%

0

4.8%

2

0.0%

042

Disregards un iversity poli cies and pr ocedures or u ses poli cies and procedures to hi nder

progress

81.0%

34

9.5%

4

4.8%

2

0.0%

0

2.4%

1

2.4%

142

Exhibits carelessness that results in a loss of or destruction of campus property, intellectual

property and campu s-related data

81.0%

34

16.7%

7

0.0%

0

0.0%

0

0.0%

0

2.4%

142

Finds fault with others or makes excuses for one's lack of performance61.9%

26

23.8%

10

11.9%

5

0.0%

0

2.4%

1

0.0%

042

Engages in activities in a dishonest or unethical mann er90.5%

38

2.4%

1

2.4%

1

0.0%

0

2.4%

1

2.4%

142

FOR MANAGERS: Consistently u tilizes direct reports resources in a manner that isin efficient and wasteful

82.1%32

15.4%6

2.6%1

0.0%0

0.0%0

0.0%0

39

Needs Improvement (I) for Resource Management & Stewardship

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

Higher Responses

Uses time and efforts of others ineffectively77.5%

31

15.0%

6

0.0%

0

2.5%

1

2.5%

1

2.5%

140

Is ineffective and inefficient in using and managing financial resources75.0%

30

17.5%

7

0.0%

0

2.5%

1

2.5%

1

2.5%

140

Demonstrates ineffective organization, prioritization and time management skills72.5%

29

22.5%

9

0.0%

0

0.0%

0

2.5%

1

2.5%

140

Does not consistently participate in energy conservation practices36.8%

14

42.1%

16

15.8%

6

0.0%

0

2.6%

1

2.6%

138

Does not consi stently adhere to safety standards 78.9%30

13.2%5

5.3%2

0.0%0

0.0%0

2.6%1

38

Lacks awareness of or mi suses un iversity poli cies and procedures64.1%

25

28.2%

11

0.0%

0

0.0%

0

5.1%

2

2.6%

139

Demonstrates lack of responsibility for campus property, intellectual property and campus-

related data

69.2%

27

25.6%

10

0.0%

0

0.0%

0

2.6%

1

2.6%

139

Lacks accountability for work responsibi li ties and actions79.5%

31

12.8%

5

0.0%

0

0.0%

0

5.1%

2

2.6%

139

In consistently deals with situations in an h onest and ethi cal manner76.9%

30

17.9%

7

0.0%

0

0.0%

0

2.6%

1

2.6%

139

FOR managers: Underu tilizes direct reports resources in a way that resul ts in i neffici ency

toward accomplishing goals

73.0%

27

13.5%

5

5.4%

2

0.0%

0

5.4%

2

2.7%

137

Exceeds expectations (EE) for Resource Management & Stewardship

StronglyAgree

SomewhatAgree

SomewhatDisagree

StronglyDisagree

MoveLower

MoveHigher

Responses

Is h igh ly effective in use of others time and efforts79.5%

31

17.9%

7

0.0%

0

0.0%

0

2.6%

1

0.0%

039

Seeks tools and techn iqu es to save money, time an d effort82.1%

32

17.9%

7

0.0%

0

0.0%

0

0.0%

0

0.0%

039

Practices high ly effective organization, prioritization and time management skil ls82.1%

32

15.4%

6

0.0%

0

0.0%

0

0.0%

0

2.6%

139

Engages in practices that conserve energy and environmental resources for the unit or

campus

59.0%

23

30.8%

12

5.1%

2

0.0%

0

5.1%

2

0.0%

039

Creates an environment committed to upholding safety standards56.4%

22

23.1%

9

7.7%

3

0.0%

0

12.8%

5

0.0%

039

Applies policies, practices and procedures in a manner that improves processes84.6%

33

7.7%

3

2.6%

1

2.6%

1

2.6%

1

0.0%

039

Takes initiative to improve or safeguard campus property, intellectual property and

campus-related data

73.0%

27

27.0%

10

0.0%

0

0.0%

0

0.0%

0

0.0%

037

Models accoun tabili ty for one' s own actions that in spires others to do the same84.6%

33

15.4%

6

0.0%

0

0.0%

0

0.0%

0

0.0%

039

Consistently in corporates a hi gh level of in tegrity in all practices; addresses unethical

behaviors responsibl y

84.6%

33

15.4%

6

0.0%

0

0.0%

0

0.0%

0

0.0%

039

FOR MANAGER S: Is hi ghl y effective in leveraging staff skil ls and strengths to 83 3% 11 1% 0 0% 0 0% 5 6% 0 0%


72/223

Exceptional (E) for Resource Manag ement & Stewardship

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

HigherResponses

Model and influence others to work together more effectively75.0%

30

20.0%

8

2.5%

1

0.0%

0

2.5%

1

0.0%

040

Develops and implements new solutions that save money, time and effort87.5%

35

10.0%

4

0.0%

0

0.0%

0

0.0%

0

2.5%

140

Establishes a standard and shares knowledge with others in effective organization, prioritization

and time management ski ll s

84.6%

33

7.7%

3

2.6%

1

0.0%

0

5.1%

2

0.0%

039

Actively seeks in novative solutions for conserving energy and environmental r esources69.2%

27

20.5%

8

5.1%

2

0.0%

0

5.1%

2

0.0%

039

Establishes innovative practices that improve safety standards61.5%

24

25.6%

10

10.3%

4

0.0%

0

0.0%

0

2.6%

1

39

Contributes to improvement of policies and procedures that facilitate progress79.5%

31

15.4%

6

2.6%

1

0.0%

0

2.6%

1

0.0%

039

Develops and implements processes that ensure continued stewardship of campus property,

intellectual property and campus-related data

71.8%

28

20.5%

8

2.6%

1

0.0%

0

2.6%

1

2.6%

139

Encourages others to be accountable for work responsibilities and actions.71.8%

28

20.5%

8

2.6%

1

0.0%

0

2.6%

1

2.6%

139

Models and takes risks to maintain a hi gh level of in tegrity and h onesty81.6%

31

15.8%

6

0.0%

0

0.0%

0

2.6%

1

0.0%

038

FOR MANAGER S: Establishes in novative practices for the u ni t or campus in efficiently leveraging

staff skil ls and strengths to accomplish goals efficien tly

83.3%

30

13.9%

5

0.0%

0

0.0%

0

2.8%

1

0.0%

036

Unsatisfactory (U) for Service Focus

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

Higher Responses

Is di srespectful or ru de to clien ts97.4%

38

0.0%

0

2.6%

1

0.0%

0

0.0%

0

0.0%

039

Is defensive or in appropriate with di fficul t cli ents79.5%

31

12.8%

5

5.1%

2

0.0%

0

2.6%

1

0.0%

039

Unable to accurately identify or respond to client needs71.8%

28

20.5%

8

5.1%

2

0.0%

0

0.0%

0

2.6%

139

Consistently fai ls to follow through on commitments made to customer92.3%

36

7.7%

3

0.0%

0

0.0%

0

0.0%

0

0.0%

039

Does not provide service or avoids doing the required work94.9%

37

5.1%

2

0.0%

0

0.0%

0

0.0%

0

0.0%

039

Un wil li ng or un able to make changes in the way service is delivered79.5%

31

17.9%

7

0.0%

0

0.0%

0

2.6%

1

0.0%

039

Refers client to incorrect or inappropriate resources69.2%

27

30.8%

12

0.0%

0

0.0%

0

0.0%

0

0.0%

039

FOR MANAGERS: Does not address complaints or problems identified by staff or clients

regarding service delivery

94.4%

34

5.6%

2

0.0%

0

0.0%

0

0.0%

0

0.0%

036

Needs Improvement (I) for Service Focus

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

Higher Responses

Appears u navailable or u ni nterested to cli ents78.9%

30

13.2%

5

2.6%

1

0.0%

0

2.6%

1

2.6%

138

Is impatient with or unable to handle difficult clients73.7%

28

13.2%

5

2.6%

1

0.0%

0

7.9%

3

2.6%

138

Does not seek to ful ly u nderstand clien t's needs76.3%

29

15.8%

6

2.6%

1

0.0%

0

2.6%

1

2.6%

138

Occasional ly fai ls to follow through on commitments made to customer73.7%

28

21.1%

8

0.0%

0

0.0%

0

0.0%

0

5.3%

238

Often provides services or solu tions that does not meet the expected level of service76.3%

29

18.4%

7

2.6%

1

0.0%

0

0.0%

0

2.6%

138

Difficulty making adjustments to the service delivery process 68.4%26

23.7%9

5.3%2

0.0%0

0.0%0

2.6%1

38

Has diffi culty identifyin g resour ces that meets the clien t's needs71.1%

27

21.1%

8

2.6%

1

0.0%

0

2.6%

1

2.6%

138

FOR MANAGERS: I s not effective in resolvin g problems and issues that arise in

service delivery

91.2%

31

5.9%

2

0.0%

0

0.0%

0

0.0%

0

2.9%

134

Exceeds Expectations (EE) for Service Focus

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

Higher Responses

Engages with the client in a manner that fosters positive associations with the

university

79.5%

31

17.9%

7

0.0%

0

0.0%

0

0.0%

0

2.6%

139

Shifts diffi cult cli ent situations i nto positive results76.9%

30

17.9%

7

0.0%

0

0.0%

0

2.6%

1

2.6%

139

Accurately identifi es and addresses un derlyin g n eeds, n ot ju st the pr oblempresented

94.9%37

2.6%1

0.0%0

0.0%0

2.6%1

0.0%0

39

Follows through on commitments despite time pressures and obstacles87.2%

34

7.7%

3

0.0%

0

2.6%

1

2.6%

1

0.0%

039


73/223

Teaches cli ents to access resour ces with greater ease and for better resul ts.

33

.

5

.

0

.

0

.

0

.

139

FOR MANAGERS: Anticipates service delivery problems and proactively works with

staff to reduce i mpact

91.7%

33

5.6%

2

0.0%

0

0.0%

0

2.8%

1

0.0%

036

Exceptional (E) for Service Focus

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

Higher Responses

Mentors others in superior customer relations84.6%

33

12.8%

5

0.0%

0

0.0%

0

2.6%

1

0.0%

039

Assists others in deali ng wi th difficu lt clients82.1%

32

12.8%

5

2.6%

1

0.0%

0

2.6%

1

0.0%

0

39

Proactively antici pates and responds to cli ent's needs84.2%

32

13.2%

5

0.0%

0

0.0%

0

2.6%

1

0.0%

038

Takes extraordin ary actions to meet customer n eeds81.6%

31

15.8%

6

2.6%

1

0.0%

0

0.0%

0

0.0%

038

Seeks innovative ways to improve service delivery86.8%

33

5.3%

2

0.0%

0

0.0%

0

7.9%

3

0.0%

038

Develops and i mplements signifi cant improvements in service delivery81.6%

31

15.8%

6

2.6%

1

0.0%

0

0.0%

0

0.0%

038

Acts as a guide and advocate when referring clients to other resources76.9%

30

20.5%

8

0.0%

0

0.0%

0

2.6%

1

0.0%

039

FOR MAN AGERS: Identifi es and i mplements inn ovative strategies to improve service

or resolve problem

83.3%

30

11.1%

4

0.0%

0

0.0%

0

5.6%

2

0.0%

036

Unsatisfactory (U) for Teamwork and Collaboration

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

Higher Responses

Does not cooperate wi th others to achieve assign ed goals89.7%

35

10.3%

4

0.0%

0

0.0%

0

0.0%

0

0.0%

039

Is disrespectful or disruptive as a member of the team; dominates team discussions or

limits ability of others to contribute

87.2%

34

12.8%

5

0.0%

0

0.0%

0

0.0%

0

0.0%

039

Does not share or withholds necessary information and knowledge from the team94.9%

37

5.1%

2

0.0%

0

0.0%

0

0.0%

0

0.0%

039

Unable to resolve or constructively manage conflicts79.5%

31

15.4%

6

2.6%

1

0.0%

0

0.0%

0

2.6%

139

Unwilling to working outside of comfort zone to support team and goals64.1%

25

30.8%

12

0.0%

0

2.6%

1

0.0%

0

2.6%

139

Rarely participates in team meetings, activities, and group work69.2%

27

20.5%

8

5.1%

2

0.0%

0

2.6%

1

2.6%

139

Is consistently late or does not fulfill commitments to the team84.6%

33

7.7%

3

2.6%

1

0.0%

0

2.6%

1

2.6%

139

FOR MANAGERS: Leads teams in wh ich members do not feel engaged or valued69.4%

25

22.2%

8

5.6%

2

2.8%

1

0.0%

0

0.0%

036

Needs Improvement (I) for Teamwork and Collaboration

Strongly

Agree

Somewhat

Agree

Somewhat

Disagree

Strongly

Disagree

Move

Lower

Move

HigherResponses

Has difficulty cooperating with others to achieve assigned goals82.1%

32

17.9%

7

0.0%

0

0.0%

0

0.0%

0

0.0%

039

On occasion displays behaviors and actions that are inconsistent with expected workplace

courtesy, respect and individual consideration

84.6%

33

12.8%

5

0.0%

0

0.0%

0

0.0%

0

2.6%

139

In consistently shares in formation and k nowledge with the team; provides confu sing or

in accurate in formation

84.6%

33

10.3%

4

2.6%

1

0.0%

0

0.0%

0

2.6%

139

Often r eacts unpr oductively in situations wi th conflicts or difference of opinions84.6%

33

10.3%

4

2.6%

1

0.0%

0

0.0%

0

2.6%

139

Resi stant to working outside of comfort zone to support team and goals 71.8%

28

25.6%

10

2.6%

1

0.0%

0

0.0%

0

0.0%

039

Often does not participate in meetings and group work66.7%

2

Documents

Core Competencies 2012