ePerformance CompetenciesCompetencies by Job Level for ePerformance
What is a competency?
It is the specific…
- Behavior (ex. adaptability)
- Knowledge/Skills (ex. safety awareness)
- Motivation (ex. passion for results)
that an employee must demonstrate in order to be effective in a given job.
What are advantages of incorporating competencies into the performance review process?
- Creates a platform of consistent standards
- Promotes relevant development opportunities
How were competencies determined?
- UH partnered with DDI to build a competency library
- UH established a core competency: Customer Service
- Competency clusters were established according to job level.
What are the job levels, and what kinds of jobs make up those levels?
- Director: Includes department directors, program directors, and associate and assistant directors.
- Manager: Includes department and program managers, as well as college and division administrators.
- Supervisor: Includes supervisors and assistant managers, as well as department business administrators.
- Lead: Includes professionals leading the work of others, such as senior accountants and assistant business administrators. Also includes hourly leads in the skilled trades, office coordinators, and assistant supervisors.
- Professional: Exempt (monthly) staff who do not typically lead the work of others, such as advisors, analysts, developers, coordinators, specialists and computer professionals.
- Clerical: Non-exempt (hourly) office employees, such as assistants, secretaries, office technicians and operators.
- Public Safety: Includes public safety staff such as police officers, security officers, safety and dispatch.
- Research: Includes all jobs on the research pay plan except management. Includes lab supervisors, post-docs, researchers, and research techs.
- Trades: Includes skilled trades, custodial staff, operations and maintenance staff.
- Athletics: Includes all non-coaching staff of athletic programs.
Who is not included in the competencies process?
- Executives, executive directors, faculty, and coaches are evaluated using a different process.
- Employees who are not benefits-eligible are also not part of the appraisal process.
|Collaboration||Working effectively and cooperatively with others; establishing and maintaining good working relationships.|
|Communication||Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message.|
|Continuous Improvement||Originating action to improve existing conditions and processes; identifying improvement opportunities, generating ideas, and implementing solutions.|
|Contributing to Team Success
||Actively participating as a member of a team to move the team toward the completion of goals.|
|Decision Making||Identifying and understanding issues, problems, and opportunities; comparing data from different sources to draw conclusions; using effective approaches for choosing a course of action or developing appropriate solutions; taking action that is consistent with available facts, constraints, and probable consequences.|
|Work/Time Management||Effectively managing one's time and resources to ensure that work is completed efficiently.|
|Safety Awareness||Identifying and correcting conditions that affect employee safety; upholding safety standards.|
|Knowledge and Skills||Having achieved a satisfactory level of technical and professional skill or knowledge in position-related areas; keeping up with current developments and trends in areas of expertise.|
|Building Org Talent||Establishing systems and processes to attract, develop, engage, and retain talented individuals; creating a work environment where people can realize their full potential, thus allowing the organization to meet current and future business challenges.|
||Demonstrates a keen understanding of basic business operations and the organizational levers (systems, processes, departments, functions) that drive profitable growth; draws from personal experience to quickly evaluate business plans and processes to identify data or recommendations that need further investigation.|
||Sharing authority and responsibilities with others to move decision making and accountability downward through the organization, enable individuals to stretch their capabilities, and accomplish the business unit's strategic priorities.|
|Establish Strategic Direction||Establishing and committing to a long-term business direction based on an analysis of systemic information and consideration of resources, market drivers, and organizational values.|
|Influence||Creating and executing influence strategies that persuade key stakeholders to take action that will advance shared interests and business goals.|
|Leading Change||Identifying and driving organizational and cultural changes needed to adapt strategically to changing market demands, technology, and internal initiatives; catalyzing new approaches to improve results by transforming organizational culture, systems, or products / services.|
|Passion for Results||Driving high standards for individual, team, and organizational accomplishment; tenaciously working to meet or exceed challenging goals; deriving satisfaction from goal achievement and continuous improvement.|
|Selling the Vision||Vividly communicating a compelling view of the future state in a way that helps others understand and feel how business outcomes will be different when the vision and values become a reality.|
|Aligning Performance for Success
||Focusing and guiding others in accomplishing work objectives.|
|Team Building||Using appropriate methods and a flexible interpersonal style to help build a cohesive team; facilitating the completion of team goals.|
|Building Partnerships||Identifying opportunities and taking action to build strategic relationships between one's area and other areas, teams, departments, units, or organizations to help achieve business goals.|
|Building Trust||Interacting with others in a way that gives them confidence in one's intentions and those of the organization.|
||Providing timely guidance and feedback to help others strengthen specific knowledge / skill areas needed to accomplish a task or solve a problem.|
|Coach and Develop Others||Providing feedback, instruction, and development guidance to help others excel in their current or future job responsibilities; planning and supporting the development of individual skills and abilities.|
(Core Competency Definition)
|Ensuring that the customer perspective is a driving force behind business decisions and activities; crafting and implementing service practices that meet customers' and own organization's needs.|
||Allocating decision-making authority and / or task responsibility to appropriate others to maximize the organization's and individuals' effectiveness.|
|Developing Others||Planning and supporting the development of individuals' skills and abilities so that they can fulfill current or future job / role responsibilities more effectively.|
|Facilitating Change||Encouraging others to seek opportunities for different and innovative approaches to addressing problems and opportunities; facilitating the implementation and acceptance of change within the workplace.|
|Gaining Commitment||Using appropriate interpersonal styles and techniques to gain acceptance of ideas or plans; modifying one's own behavior to accommodate tasks, situations, and individuals involved.|
|Information Monitoring||Setting up ongoing procedures to collect and review information needed to manage an organization or ongoing activities within it.|
|Inspiring Others||Using interpersonal styles and methods to inspire and guide individuals toward higher levels of performance.|
|Managing Conflict||Dealing effectively with others in an antagonistic situation; using appropriate interpersonal styles and methods to reduce tension or conflict between two or more people.|
|Risk Taking||Initiating action that tries to achieve a recognized benefit or advantage when potential negative consequences are understood.|
|Selecting Talent||Evaluating and selecting internal and external talent to ensure the best match between the individual and the work requirements.|
|Planning & Organizing
||Establishing courses of action for self and others to ensure that work is completed efficiently.|
|Building Work Relationships
||Developing and using collaborative relationships to facilitate the accomplishment of work goals.|
|Adaptability||Maintaining effectiveness when experiencing major changes in work responsibilities or environment; adjusting effectively to work within new work structures, processes, requirements, or cultures.|
|Applied Learning||Assimilating and applying new job-related information in a timely manner.|
|Continuous Learning||Actively identifying new areas for learning; regularly creating and taking advantage of learning opportunities; using newly gained knowledge and skill on the job and learning through their application.|
|Driving for Results||Setting high goals for personal and group accomplishment; using measurement methods to monitor progress toward goals; tenaciously working to meet or exceed goals while deriving satisfaction from that achievement and continuous improvement.|
|Engagement||Demonstrating a willingness to commit to one's work and to invest one's time, talent, and best efforts in accomplishing organizational goals.|
|Initiating Action||Taking prompt action to accomplish objectives; taking action to achieve goals beyond what is required; being proactive.|
|Innovation||Generating innovative solutions in work situations; trying different and novel ways to deal with work problems and opportunities.|
|Quality Orientation||Accomplishing tasks by considering all areas involved, no matter how small; showing concern for all aspects of the job; accurately checking processes and tasks; being watchful over a period of time.|
|Stress Tolerance||Maintaining stable performance under pressure or opposition (such as time pressure or job ambiguity); handling stress in a manner that is acceptable to others and to the organization|
|Tenacity||Staying with a position or plan of action until the desired objective is obtained or is no longer reasonably attainable.|
|Work Standards||Setting high standards of performance for self and others; assuming responsibility and accountability for successfully completing assignments or tasks; self-imposing standards of excellence rather than having standards imposed.|