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Core Values BEHAVIORAL RATINGS Unsatisfactory Inconsistent Solid Strong Exceptional Displays behaviors that are inconsistent with Panduit core values. May meet performance goals but does not adhere to Panduit core values. Attitude and behaviors negatively impact other employees. Adherence to Panduit core values is inconsistent. May behave consistently with some core values but not others. Consistently exhibits Panduit core values in all internal and external interactions. Exceeds expectations in regard to several of the Panduit core values. Meets expectations regarding all of the core values, but serves as a role model in several of them. Lives the Panduit core values in all aspects of his/her role consistently. Sets the example for others to follow. Is a role model for our core values to the internal organization as well as external customers and partners. Inspires others to live the values daily.

Core Values - Panduit › ccurl › 469 › 447 › Behavioral_Guide_Rating_Scale,… · core values. May meet performance goals but does not adhere to Panduit core values. Attitude

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Text of Core Values - Panduit › ccurl › 469 › 447 › Behavioral_Guide_Rating_Scale,… · core...

  • Core Values

    BEHAVIORAL RATINGS

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Displays behaviors that are inconsistent with Panduit core values. May meet performance goals but does not adhere to Panduit core values. Attitude and behaviors negatively impact other employees.

    Adherence to Panduit core values is inconsistent. May behave consistently with some core values but not others.

    Consistently exhibits Panduit core values in all internal and external interactions.

    Exceeds expectations in regard to several of the Panduit core values. Meets expectations regarding all of the core values, but serves as a role model in several of them.

    Lives the Panduit core values in all aspects of his/her role consistently. Sets the example for others to follow. Is a role model for our core values to the internal organization as well as external customers and partners. Inspires others to live the values daily.

  • Thought Leadership

    BUSINESS ACUMEN

    KEY BEHAVIORS

    Knows how businesses work

    Knowledgeable in current and possible future policies, practices, trends, technology, and information affecting his/her business and organization

    Knows the competition

    Is aware of how strategies and tactics work in the marketplace

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Does not have sound business knowledge

    Lacks industry knowledge parallels

    Is not aware of market competitors

    Unaware of other departments

    Narrowly Focused

    Skills are one dimensional

    Limited understanding of business issues

    Lacks understanding of partner ecosystem

    Lacks knowledge of environmental influencers

    Limited knowledge outside own area

    Some understanding of organization strategies

    Skills are one dimensional

    Has general business knowledge

    Knows the competition

    Understands the key players in the industry

    Is on top of the market changes

    Understands the Organization strategy

    Understands how to achieve goals

    Stays on top of market trends

    Is plugged into competitors/partners

    Knows strengths of major players

    Knows weaknesses of major players

    Understands business strategies

    Understands impact on organization

    Uses cutting edge business knowledge

    Knows industry inside and out

    Knows the market players intimately

    Full understanding of competitive landscape

    Thorough understanding of business globally

    Actions align to organizational strategy

  • Thought Leadership

    DEALING WITH AMBIGUITY

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Hard time dealing with the unknown

    Overwhelmed easily

    Cannot discern what path to take

    Often takes no action for fear of mistake

    Gets stuck in the old

    Rejects unproven value change methods and direction

    Tries to deal with the unknown

    Occasionally becomes overwhelmed

    Needs a lot of data to make a decision

    Slow to take action if no defined outcome

    Prefers structure and routine

    Dislikes unpredictable conditions

    Deals with several things out of sorts

    Can handle uncertainty

    Looks at things from a variety of angles

    Develops workable solutions

    Manages with incomplete data

    Accepts challenges

    Manages through ambiguity

    Can set priorities through uncertainty

    Let’s go of the old and adopts new processes

    Accepts change even through uncertainty

    Provides focus in uncertain situations

    Readily accepts challenges

    Is an outstanding leader in uncertainty

    Can quickly assess an ambiguous situation

    Provides direction and clarity in uncertainty

    Exceptional ability to adapt to change

    KEY BEHAVIORS

    Can effectively cope with change

    Can shift gears comfortably

    Can decide and act without having the total picture

    Is not upset when things are up in the air

    Does not have to finish things before moving on

    Can comfortably handle risk and uncertainty

  • Thought Leadership

    STRATEGIC AGILITY

    KEY BEHAVIORS

    Sees ahead clearly

    Can anticipate future consequences and trends accurately

    Has broad knowledge and perspective

    Is future oriented

    Can articulately paint credible pictures and visions of possibilities and likelihoods

    Can create competitive and breakthrough strategies and plans

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Is not a strategist; not future focus

    Cannot contribute to breakthrough strategies

    Lacks industry knowledge and experience

    Does not know where the market is going

    Doesn’t have the skills to develop strategic plans

    Thinks strategizing is a waste of time

    Too focused on practical day-to-day

    Little knowledge of industry

    Uncomfortable with predicting trends

    Discussions are around here and now

    Doesn’t understand components to include in strategy

    Doesn’t contribute to strategy formulation

    Is careful not to get ahead of what the organization can do

    Sufficient industry knowledge for planning

    Looks for new opportunities to grow

    Devotes energy to regular planning

    Has solid skills for anticipating future needs

    Formulates move-forward strategies

    Can put forth incremental strategies

    Has good understanding of industry

    Knowledge to analyze and adjust to strategy

    Focused on moving forward

    Embraces new opportunities

    Rarely allows the day to inhibit strategy planning

    Remarkable skill in identifying data to build strategy

    Superior knowledge of partners, competitors, and customers

    Anticipates future trends

    Well design aggressive plans

    Makes the most of the moment

  • Thought Leadership

    DECISION QUALITY

    KEY BEHAVIORS

    Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment

    Most of his/her solutions and suggestions turn out to be correct and accurate when judged over time

    Sought out by others for advice and solutions

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Doesn't take enough time to methodically review before crafting a solution

    Produces a large number of low quality decisions

    Can't get to the essence of a complex problem

    Choses a convenient solution when confronted with a problem

    Does not sort through complexities or apply personal judgment

    Doesn't collect all needed information or seek out opinions of others

    Decision making process is inconsistent and quality is spotty

    Has trouble thinking through complex issues

    May oversimplify or have disconnected pieces

    Inconsistently applies past judgment from mistakes

    Takes a methodical approach to problems

    Examines situations from a variety of perspectives

    Consistent approach to decision making

    Judgment is usually sound

    Sorts through available facts and opinions

    Uses experience and judgment to come up with a valid course of action

    Suggestions usually turn out to be correct and accurate

    Respected by others for exceptional decision making

    Gathers all available information together, and past experience to make superior decisions

    When others need to make difficult decisions they are sought out for guidance

    Skillfully separates opinion from fact and pinpoints the core causes of a problem.

    Easily draws lessons from the past and applies accurately to current problems

  • People Leadership

    INTERPERSONAL SAVVY

    KEY BEHAVIORS

    Relates well to all kinds of people – up down, and sideways, inside and outside the organization

    Builds appropriate rapport

    Builds constructive and effective relationships

    Uses diplomacy and tact

    Can defuse even high-tension situations comfortably

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Has a dismal record relating to others

    Generally doesn't know what to say when dealing with people

    Lacks diplomacy, is abrupt and blunt

    Is not sensitive to others reactions, does not notice or respond to them

    Lacks interpersonal skills and interest in building effective work teams

    Does not take time to build rapport

    Has trouble interfacing with different styles of people

    Can be awkward or have trouble adjusting to the situation

    Can be forceful and blunt in a situation where he/she feels strongly

    Doesn't always consider how others will react to directness or bluntness

    Sometimes has trouble building relationships

    Not always comfortable relating to others and doesn't invest the time

    Generally competent in relating to others

    Can usually establish a solid rapport

    Fairly good at adjusting approach to making others feel comfortable

    Smooth and diplomatic in interactions

    Builds good relationships inside and outside the group

    Establishes rapport and makes others feel comfortable sharing information

    Consistently good at relating to others

    Understands where others are coming from and tailors approach

    Is good at reading and adjusting approach to match other's comfort level

    Rarely makes missteps, but if does, quickly notices and recovers with ease

    Initiates contact and builds working relationships that last over time

    Good at establishing rapport by emphasizing common goals and interest

    Well respected for building exceptional rapport with people

    Interacts effectively with a broad spectrum of people

    Is known for being tactful and diplomatic

    Confidently establishes comfort level in conversations and makes subtle changes in approach to adjust to different styles

    Is considered the glue that keeps the network of people connected

    Excellent at building and maintaining long term business relationships

  • People Leadership

    LISTENING

    KEY BEHAVIORS

    Practices attentive and active listening

    Has the patience to hear people out

    Can accurately restate the opinions of others even when he/she disagrees

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Does not have good listening skills

    Appears distracted and disinterested during discussions

    Does not actively participate in conversations

    Cannot hold composure during heated conversations

    Will only consider own side, does not respond well to critiques

    Neither listens nor tries to understand opposing views

    Appears disinterested, asks few questions, doesn't build on others ideas

    Reacts in real time to what others are saying

    Interjects or interrupts others even in mid-sentence

    Interjects viewpoints, or judges what others have said

    Appears to have little interest in opposing ideas

    Weakly outlines arguments against to slant information and get agreement

    Seeks to understand what others are saying

    Asks questions and clarifies as the conversation progresses

    Patient listener, remains objective and calm even when things escalate

    Refrains from reacting or responding too soon

    Can listen to the views of others even when not in agreement and has an accurate understanding of the key points

    Can repeat main points of conversations

    Is an active listener, acknowledges to others they are absorbing the conversation

    Asks questions and searches for meaning until he/she has it

    Retains calm, cool demeanor even in heated, negative situations

    Hears people out tries not to pre-judge

    Willing to entertain a variety of viewpoints

    Openly listens to ideas that differ from own

    Listening skills are excellent regardless of who he/she is talking to

    Discussions are productive and open, responds intelligently, probes and remains engaged

    Keeps a cool head even in heated discussions

    Stays even, hearing all sides, and tries to understand where the loud voices are coming from

    Hears all sides of an issue, even when own views are different

    Listening skills are excellent, listens to all perspectives before judging

  • People Leadership

    MOTIVATING OTHERS

    KEY BEHAVIORS

    Creates a climate in which people want to do their best

    Can motivate many kinds of direct reports and team or project members

    Can assess each person's hot button and use it to get the best out of him/her

    Pushes tasks and decisions down

    Empowers others

    Invites input from each person and shares ownership and visibility

    Makes each individual feel his/her work is important

    Is someone people like working with and for

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Doesn't understand what makes people tick

    Expects everyone to be motivated in the same way by the same things

    Doesn't notice when people are unmotivated

    Acts as though no one needs any special motivation, rejects non self-starters

    Looks down at people that need energizing

    Tries to keep control, micromanages, requires approval on everything

    Is not aware of what makes people tick

    Does not pick up on needs, nor diversify approach

    Does not spend time or energy helping people excel or building positive work environment

    Believes if you are good you will motivate yourself, so does not spend time motivating others

    Over manages, does not empower others to make decisions

    Makes people hesitant about exercising their skills

    Knows what motivates people

    Helps each one work at their best

    Is a competent delegator

    Is good at planning work, involving others and providing accountability to complete work

    People feel motivated and competent

    Clearly knows what motivates people

    Treats them differently depending on needs and connects with them on their level

    Creates a positive work environment

    Connects people with what they care about and involves them in decision making

    Delegates well

    Provides reasonable support, but let’s others complete their work

    Has intuitive feel for what drives others

    Immediately plugs into what motivates others and uses it to escalate them to higher levels

    Builds energetic and enthusiastic people making them eager to do more and feel they are contributing to something important

    People working with him/her feel they can accomplish anything

    Provides the perfect combination of support, feedback and empowerment

  • People Leadership

    CONFLICT MANAGEMENT

    KEY BEHAVIORS

    Steps up to conflicts, seeing them as opportunities

    Reads situations quickly

    Good at focused listening

    Can hammer out tough agreements and settle disputes equitably

    Can find common ground and get cooperation with minimum noise

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Gets flustered by arguments, can't get refocused

    Emotions get in the way of being able to judge things fairly

    Gives up too much at the expense of own or right decisions

    Will not deal with adversity, situations become worse or go unaddressed

    Tends to lose focus at times of conflict

    Can become too emotionally involved and lose objectivity

    Sometimes takes a passive approach to conflict management

    Can be too accommodating and occasionally gives in rather than standing up for their point of view

    Skilled at sorting through complicated situations and actively separates key issues from unimportant details

    Does not avoid conflict

    Works to resolve differences

    Identifies potential areas of compromise

    Efficiently and accurately analyzes conflicts and problems

    Evaluates issues and facts without bias

    Handles conflict effectively

    Finds common ground to gain cooperation

    Sorts through various perspectives and gets directly to the core issues

    Focuses on facts, prevents emotions from dominating the situations

    Objective approach leads to conflict resolution

    Makes everyone feel as though they have contributed toward making it work

  • Results Leadership

    ORGANIZATIONAL AGILITY

    KEY BEHAVIORS

    Knowledgeable about how organizations work

    Knows how to get things done both through formal channels and the informal network

    Understands the origin and reasoning behind key policies, practices, and procedures

    Understands the cultures of organizations

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Has not recognized opportunities to take advantage of the informal network

    Uses formal channels even when not working

    Does no work effectively with other groups

    Work may flounder because he/she is not able to determine who to go to outside the group

    Efforts to cooperate did not work

    Rejects politics as a fact of organizational life

    Does not make efforts necessary when dealing with people or political situations

    Personal relationships could help grease the wheel but has not used them

    Prefers formal channels

    Goes by the book to get things done

    Hasn't developed strong working relationships

    Struggles in cross collaboration

    Is not politically sensitive

    Makes little adjustments to get along in the culture

    Knows how the organization is set up to move projects down the line

    Follows procedures as required, but knows how to expedite matters

    Understands where to go in the organization for support and resources

    Knows who the decision makers are and can get commitments

    Keeps major projects moving forward

    Is politically tuned in and knows how the organization works

    Knows the proper channel and people to go through to get things done

    Is well versed at organizational structure

    Knows how to move projects through completion using both formal and informal channels

    Knows how to work across the organization to get results on cross unit projects

    Understands the needs and operations of other groups and can get cooperation to complete projects

    Knows formal and informal systems well

    Can leverage key relationships to get things done

    Has developed a real sensitivity to the politics in the organization

    Is an expert at navigating the organizational maze

    Knows how to maneuver through informal and formal channels

    Shows remarkable talent for working across the organization and getting results where others can't

    Has impressive understanding of political and cultural landscape

    Knows where the land mines are

    Knows the gatekeepers and expediters

  • Results Leadership

    MANAGING & MEASURING WORK

    KEY BEHAVIORS

    Clearly assigns responsibility for tasks and decisions

    Sets clear objectives and measures

    Monitors process, progress, and results

    Designs feedback loops into work

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Does not communicate to others what they should be doing

    Leaves people confused and unsure of their role or work because there is no sharable plan

    Spirits out of the gate without thinking about where people are going

    The group ends up spending a lot of energy on unproductive direction

    Fails to provide adequate feedback. People don't know where they stand on goals

    Pays no attention to process measures

    Does not provide much guidance on others’ responsibilities

    Sometimes charges forward without thinking about the impact

    Rarely sets goals and objectives and often gets side tracked

    At times provides feedback but is too negative, too vague or too late

    Does not measure work adequately

    Assigns responsibilities to others in a clear manner

    Communicates what needs to be done

    Uses objectives to keep everyone moving in the same direction

    Sets goals and communicates them clearly

    Uses work processes

    Collects data to determine progress and make adjustments as necessary

    Pays attention to assigning responsibilities

    Provides guidance to each person from the start

    Sets clear expectations

    Focuses on what needs to be accomplished and ensures goals are set to align to the overall plan

    Provides a balance of positive and corrective feedback designed to stimulate midcourse adjustments

    Sets clear measures and addresses when off track to get things back on course

    Assigns work explicitly ensuring it is clear

    Work is done efficiently and effectively and team has no doubt what roles and goals are

    Sets concrete and specific objectives up front

    Has excellent sense of providing balanced feedback at the critical times

    Presents negative feedback constructively and in an inspiring way

    Uses excellent process measures to stay on top of progress and adjust midcourse as necessary

  • Results Leadership

    MANAGING VISION & PURPOSE

    KEY BEHAVIORS

    Communicates a compelling and inspired vision or sense of core purpose

    Talks beyond today

    Talks about possibilities

    Is optimistic

    Creates mileposts and symbols to rally support behind the vision

    Makes the vision sharable by everyone

    Can inspire and motivate entire units or organizations

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Has trouble explaining how the actions we take today move toward the vision

    Has trouble communicating the vision and core purpose of the organization to others

    Poor at getting others excited about the vision

    Will repeat the words but does not understand what it means, or how to get people driving toward the vision

    No roadmap of how today's action will lead to the future vision of the organization

    Focus is only on today

    Skill at communicating the organizations vision and purpose is sometimes lacking

    Language tends to be vague and the language too complex

    Has difficulty energizing others about the vision of the organization

    Can't paint a picture others see themselves in

    Can put forth the words but can't inspire and motivate others

    Has trouble explaining how the steps taken today will lead the organization forward

    Can explain the organization's vision

    Can lay down a conceptual blueprint of the future

    Can get people to see the vision, painting a credible picture

    Optimistic about future projects and tends to break down resistance with enthusiasm and persuasiveness

    Skilled at taking the vision and drawing a pathway of how to get there

    People get to see how their work today leads to tomorrow

    Is competent talking about the vision of the organization and sense of core purpose

    Language is clear and presentation is thorough

    Turns complex strategies into images that are clear

    Gets people motivated about the future

    Determined and passionate about seeing the future become a reality

    Can clearly show how the actions of today are the stairs to get us to tomorrow

    Highly effective at communicating a compelling vision with a sense of purpose

    Presentation of the organization’s vision and mission is optimistic and inspirational

    People feel excited and motivated about being part of the organization

    Captures the people's imagination and makes the future come alive

    Always inspires a positive "we can do it; we can get there attitude"

    Shows people how they can get here to there in digestible steps

  • Results Leadership

    DRIVE FOR RESULTS

    KEY BEHAVIORS

    Can be counted on to exceed goals successfully

    Is constantly and consistently one of the top performers

    Very bottom-line oriented

    Steadfastly pushes self and others for results

    Unsatisfactory Inconsistent Solid Strong Exceptional

    Performance is unpredictable and usually below standard

    Let’s deadlines slip and leaves tasks half-done

    Doesn't seem committed to tasks

    Procrastinates as long as possible

    Is not making the required contribution to meet the overall organizational goals

    Is an inconsistent performer

    Meets deadlines and goals at times

    Procrastinates and lets work pile up until it is too late

    Doesn't put in enough effort to meet goals

    Is a dependable performer

    Completes tasks according to plan

    Knows results need to be concrete and tangible

    Looks at the bottom line to determine success

    Helps others produce results

    Is a consistent and steady performer

    Achieves positive, concrete results and can be trusted to do so over time

    Focuses on bottom line outcomes

    Encourages others to achieve results

    Good at helping others preserve under pressure

    One of the strongest performers in the organization

    Doesn't just meet challenges, surpasses them

    Isn't satisfied with achieving results, always focused on raising standards higher to do more, to do better, be the best

    Sets aggressive goals and pushes others to achieve extraordinary results