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.

*Copyright DDI

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.

Job Level	Core Competency	Job Competencies
Director	Customer Service	Business Savvy Building Org Talent Building Trust Coach and Develop Others Communication Decision Making Empowerment Establish Strategic Direction Leading Change Influence Selling the Vision Passion for Results
Manager	Customer Service	Building Partnerships Team Building Building Trust Coach and Develop Others Communication Decision Making Delegating Responsibility Information Monitoring Facilitating Change Gaining Commitment Planning and Organizing Driving for Results
Supervisor	Customer Service	Planning and Organizing Selecting Talent Building Trust Coach and Develop Others Communication Decision Making Delegating Responsibility Information Monitoring Facilitating Change Inspiring Others Managing Conflict Continuous Learning
Lead	Customer Service	Building Work Relationships Team Building Gaining Commitment Coaching Communication Decision Making Planning and Organizing Information Monitoring Quality Orientation Knowledge & Skills Managing Conflict Continuous Learning
Professional	Customer Service	Building Work Relationships Managing Conflict Work Standards Initiating Action Communication Decision Making Planning and Organizing Adaptability Quality Orientation Knowledge & Skills Innovation Continuous Learning
Clerical	Customer Service	Managing Conflict Collaboration Tenacity Initiating Action Communication Engagement Readiness Managing Work Adaptability Quality Orientation Knowledge & Skills Innovation Applied Learning

 

Specialty Levels	Core Competency	Job Competencies
Public Safety	Customer Service	Risk Taking Driving for Results Work Standards Initiating Action Communication Decision Making Managing Work Adaptability Stress Tolerance Tenacity Safety Awareness Continuous Learning
Research	Customer Service	Planning & Organizing Contributing to Team Success Work Standards Initiating Action Communication Decision Making Managing Work Adaptability Continuous Improvement Knowledge & Skills Innovation Continuous Learning
Trades	Customer Service	Managing Conflict Contributing to Team Success Tenacity Initiating Action Communication Engagement Readiness Managing Work Adaptability Quality Orientation Knowledge & Skills Safety Awareness Applied Learning
Athletics	Customer Service	Coaching Aligning Performance for Success Building Trust Developing Others Communication Decision Making Selecting Talent Driving for Results Gaining Commitment Knowledge & Skills Managing Conflict Continuous Learning

 

Competency	Definition
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.
Business Savvy	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.
Empowerment	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.
Coaching	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.
Customer Focus (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.
Delegating Responsibility	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.