Core Competencies 07-08

8/9/2019 Core Competencies 07-08

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Classified Performance Management SystemCore Competencies:

This document is intended as a resource to help supervisors and employees with the concepts of Core Competencies and developing associated performance measures or standards. The content of the performance standards presented below should not be used verbatim as it is unlikely that any

particular job will contain all of these elements. The standards are presented as examples that canand likely should be modified to fit each individual situation.

The State Personnel Director has defined the following uniform, statewide corecompetencies: Accountability, Communication, Job Knowledge, nterpersonal s!ills,and Customer Ser"ice# These core competencies must be included in e"eryemployee performance plan and considered during e"ery employee e"aluation#

What is a competency?

Core Competency Descriptions and Sample Performance Standards:

Accountability $ The degree to which the employee’s work behaviors demonstrateresponsible personal and professional conduct, which contributes to the overall goalsand objectives of CS. The employee !nows and adheres to attendance, lea"e andother rele"ant policies, procedures, rules and regulations% displays a positi"e attitude,con"eys a positi"e image of CS&, and encourages others to do well% ta!es theinitiati"e to impro"e professional growth% is moti"ated, fle'ible, and committed toperforming high (uality wor!% demonstrates high standards of ethical conduct% meetschanging conditions and situations in wor! responsibilities#

!lternative or additional concepts for consideration: Accepts constructi"e criticism

and suggestions and ma!es appropriate changes% handles conflict in a constructi"emanner% see!s solutions acceptable to all% is willing to accept super"ision% canconsistently be relied on to perform in a professional manner% represents departmentand CS& in an e'emplary fashion% is fully ready to wor! at the beginning of wor!schedule and continues until wor!day is done% obser"es brea! rules% et cetera#



Performance Standards $

"mportant caveat to include with each standard# Please note that the content of theperformance standards is not intended to fully accommodate e"ery situation thatcould arise, but rather it is intended to pro"ide a sense of the intent of the le"els of performance agreed to by the super"isor and employee#

Accountability StandardsSample Language – Must be adjusted to fit each job!

eeds !mpro"ement Meets #$pectations #$ceptional Performer

) *ails to consistently followannual+sic! lea"e policies

) Consistently adheres to annual+sic!lea"e policies) Considers wor! commitments andwor! cycles when re(uesting lea"e

) During absence, ensures that allaspects of the ob are co"ered

) -esponds negati"ely ordefensi"ely to constructi"efeedbac! from others

) .istens to and considers criticalfeedbac!) Acti"ely applies constructi"efeedbac! to future interactions /

situations

) Augments and amplifiesconstructi"e feedbac! ma!ingsignificant positi"e changes toconduct / procedures

) Con"eys unprofessional orinappropriate business image

) 0sually appropriate professional orbusiness image appropriatelyrepresenting department) Consistently displays professionalor business image that facilitatesgetting ob done

) -epresents department and CS&in a highly professional or businessmanner at all times

) Disregards department, Schooland State of Colorado policesand practices

) Adheres to department, 0ni"ersity,and State of Colorado policies andpractices) &a!es others aware of department,0ni"ersity and State of Coloradopolicies and practices

) 1ncourages others to abide bydepartment, School and State ofColorado policies and practices

!ccountability Summary : rrespecti"e of which of the abo"e or other elements ma!eup 2Accountability,3 a statement of how they will wor! together to deri"e theperformance rating for this core competency needs to be created# A possible methodcould be e(uating the headings with numerical scores 45eeds mpro"ement 6 7,&eets 1'pectations 6 8, 1'ceptional Performer 6 9, then a"eraging the scores andapplying the scores to a predetermined range such as 5eeds mpro"ement 7#;; to7#<=% &eets 1'pectations 7#<> to 8#?;% 1'ceptional Performer 8#?7 to 9#;;#Choosing these numbers and creating the range should be a oint e'ercise with theemployee# @f course, the super"isor should also assure that it is acceptable to there"iewer#

!nterpersonal %elations $ The degree to which the employee interacts effectively with others to establish and maintain smooth working relations. The employeede"elops and maintains effecti"e, professional relationships% gains confidence andtrust% considers and responds tactfully to the needs of others% ta!es personalresponsibility for own words and actions, respects the opinions of others#

!lternative or additional concepts for consideration# &aintains smooth wor!ingrelations, support and respect for others% demonstrates tact and diplomacy in



negotiations or confrontations with others% contributes to employee morale andmoti"ation% is accessible to others and responsi"e to their (uestions, needs andconcerns% supports and appreciates the di"ersity of cowor!ers, students, customersand "isitors% shares information, credit and opportunities% displays an appropriatebalance between personal effort, team effort and ability to establish rapport withinternal and e'ternal clients% et cetera#

!nterpersonal %elations StandardsSample Language – Must be adjusted to fit each job!


) 1'hibits negati"e indi"idual andgroup beha"iors% participates inor initiates gossip#) s disrespectful and+or displaysunprofessional beha"ior#) &ay generate complaints tosuper"isor from others aboutinteractions or treatment of

others#

) Consistently e'hibits businessoriented, professional relations withothers#) Participates as a member of a wor!group or team as needed#) Shares information timely to assistothers#) -ecogniBes and respects di"ersity#

) 1stablishes rapport) Consistently contributes towards apositi"e wor! en"ironment e'hibitinghelpful beha"iors% may "olunteer tolead wor! groups or teams) Consistently deals effecti"ely withconfrontation#) -ecogniBes and handles sensiti"esituations with tact#

) ith only rare e'ception,interacts in a professional, warm,and outgoing manner that buildstrust#) 0nsolicited compliments arerecei"ed by super"isor regardingemployees interactions#) .eads wor! groups and teams

producing (uality, timely results#) Eandles interactions with adi"erse clientele with sensiti"ity,tact and empathy#) At this le"el, no instances ofunprofessional beha"ior will bee'hibited#) Achie"es 2win $ win3 solutions#

"nterpersonal $elations Summary : See discussion abo"e under %!ccountability Summary.&

&ob 'no(ledge $ The degree to which the employee is skilled in job'specific knowledge that is necessary to provide the appropriate (uantity and (uality of work ina timely and efficient manner. The employee meets wor! standards, schedules, anddeadlines% demonstrates efficiency in completing duties% sets priorities, is moti"ated%ma!es sound, wellinformed, obecti"e decisions% resol"es problems% ma!escontinuous impro"ements and ta!es on additional duties as needed#

!lternative or additional concepts for consideration: Possesses !nowledge of established policies and procedures% possesses sufficient s!ills and !nowledge toperform all parts of the ob effecti"ely and efficiently% pro"ides technical assistance to

others and is consulted by others on technical matters% displays inno"ation% et cetera#



&ob 'no(ledge StandardsSample Language – Must be adjusted to fit each job!


) &ore than occasionally,performance errors are e"identthat are traceable to lac! of

!nowledge regardingprocesses, principals, orpractices

) &uch of the standard wor! isperformed at an acceptable errorle"el, indicating that the employee

possesses basic !nowledge needed#) Acti"ely applies !nowledge correctlyin nonstandard situations, using athorough understanding of the wor!processes, principals, or practices toassure high (uality outcomes orresults

) s often consulted by others onnonstandard matters#) Considered a content e'pert,

acti"ely shares this !nowledge anduses it to design and proposeimpro"ed processes, principals, orpractices#

) or! output contains morethan occasional errors andmissed deadlines or errors ofsignificance

) Consistently creates accurate wor!and meets or e'ceeds deadlines#) 5o errors of significance

) or! is accurate and usuallycompleted prior to deadlines $errors are truly rare and almostalways found / corrected by

obholder#

) &isses training opportunities ) Attends training as assigned ordirected#

) See!s, learns, and applies new obrelated training and !nowledge and

disseminates to cowor!ers) 5eeds acti"e in"ol"ement ofsuper"isor and fre(uentcoaching to perform ob

) Possesses sufficient s!ills to perform ob effecti"ely and efficiently#) Can wor! in most situationsgenerating correct choices or applyingappropriate processes, principals, orpractices without reference tosuper"isor or needing super"isoryinter"entions#

) @nly rarely needs super"isorassistance% often called upon topro"ide input to new processes orpractices% ma!es effecti"erecommendations#

)ob *nowledge summary : See discussion abo"e under %!ccountability Summary.&

Customer Ser"ice $ The extent to which the employee works effectively withinternal and external customers and+or clients to satisfy their service+product expectations. The employee demonstrates a !nowledge of products and ser"ices%gets the customers input% assesses their needs% focuses on finding solutions and+or offers alternati"es% responds to re(uests for information, products, or ser"icespromptly, courteously, and effecti"ely% etc#

!lternative or additional concepts for consideration# s supporti"e of faculty andstudent needs% helps identify customer needs through courteous (uestioning and asincere desire to be helpful% follows up with customers, as appropriate, to ensuresatisfaction% considers and recommends alternati"es to customers when needed% et

cetera#



Customer Ser"ice StandardsSample Language – Must be adjusted to fit each job!


) Fenerates complaints fromcustomers#) &ay be abrupt in customer

interactions#) *ails to pro"ide customerfollowup#) 1'hibits aggressi"e reactions tocustomer conflict#

) Acti"ely see!s alternati"e solutionsto accommodate customer needs#) -esponds to customer (uestions

appropriately#) Promotes strong and positi"ecustomer relations#) Consistent and timely with customer followup#) 1ffecti"e in resol"ing conflict onlyinfre(uently needing super"isorassistance#

) ith only rare e'ceptions,pro"ides timely, correct, engaged,friendly and warm customer

e'periences) Consistently helps customers tounderstand their needs andensures deli"ery of the properser"ices#) @ften garners unsolicited positi"efeedbac! and compliments#

Customer Service Summary : See discussion abo"e under %!ccountabilitySummary.&

Communication $ The degree to which the employee effectively communicates by actively listening and sharing relevant information with co'workers, supervisors- and clients so as to anticipate problems and ensure the effectiveness of CS. Theemployee !eeps cowor!ers, super"isors, and customers informed% acti"ely listens%pro"ides clear instructions and e'pectations% and communicates effecti"ely orally andin writing in a manner that is well organiBed, appropriate, and courteous#

!lternative or additional concepts for consideration : 0ses appropriate language andterminology suited to the situation or recei"er of the communication% communicates ina manner that is understood, courteous and effecti"e% see!s and considers ideasfrom others on issues% !eeps super"isor, cowor!ers and internal units informed% is

considerate of the communication styles of others% prepares writtencommunications+documents that are complete, clear and understandable% et cetera#



Communication StandardsSample Language – Must be adjusted to fit each job!


) @ral communication tends toe'hibit a pattern of insensiti"ity,is disointed from the purpose of

the communication orinappropriate to the purpose

) @ral communication is consistentlyappropriate to the purpose, isengaging, warm and friendly#

) Content is in almost all instancesclear and considerate of the recei"er#) 1ffecti"ely con"eys information andis persuasi"e in most situations#) A lac! of communication relatedcomplaints is the norm#

) @ral communication is open,encouraging, anticipating andsee!ing understanding%

) Achie"es collecti"e agreement tosituations and concepts that maynot ha"e been acceptable to all#

) ritten communication oftencontains errors of substance orof structure or format thatdetracts from the intendedmessage) often fails to respond timely tore(uired or re(uestedcommunications

) ritten communication is timely,appropriate to the purpose andalmost always error free#) Frammar supports the purpose, thedocuments are easily readable andcon"ey e"en comple' or contro"ersialinformation in a straightforward way e"o!es warmth and contributes tounderstanding%)5o errors of significance#

) ritten communication is clear,concise, open, content rich and onpoint with only rare departures#) Always grammatically correct,professional, and generatesunderstanding in the reader#) *riendly in tone when appropriate#

Communication summary : See discussion abo"e under %!ccountability Summary.&

)or Super"isory Positions *nly ++All super"isors must ha"e the following core competency in their performance plansthat measures and e"aluates the effecti"eness of their super"ision and performancemanagement of their employees#

Super"ision,People Management $ The degree to which the super"isor assigns

wor!, de"elops deadlines, and pro"ides ongoing feedbac!% demonstrates leadershipby promoting teamwor!, di"ersity, and cooperation% pro"ides opportunities and gi"esrecognition% clarifies and communicates performance e'pectations% pro"ides ongoingbeha"ioral feedbac! and annual performance appraisals% e'ercises discipline andresol"es conflict fairly and constructi"ely% trains, coaches, and de"elopssubordinates% delegates responsibility as appropriate% et cetera.

!lternative or additional concepts for consideration# 1mployees super"iseddemonstrate producti"ity, competence and high morale% ma!es good selectiondecisions% conforms to and completes re(uired and accepted personnel policies andprocedures% utiliBes employees s!ills and abilities% de"elops wellfunctioning wor!

groups and teams% conducts performance planning and e"aluations in a timelymanner% de"elops performance standards, goals, obecti"es and deadlines andcommunicates them to employees% resol"es routine personnel issues or problems% et cetera#



Super"ision,People Management Standards – -for super"isory .obs only/Sample Language – Must be adjusted to fit each job!


) nefficient or unproducti"e wor!unit% responds only whencomplaints arise#

) Eas an efficient, cohesi"e andproducti"e wor! unit%) Fenerally, unit is free from conflict,

but when it occurs, usually deals withconflict timely#) Pro"ides de"elopmentale'periences for employees%) De"elops strong teams and utiliBeswor!force effecti"ely#

) ith only rare e'ceptions,pro"ides leadership effecti"elysetting unit "ision

) Challenges and supports staffyielding outstanding unit results%) De"elops camaraderie and anesprit de corps among staff%) 1'hibits a high degree of integrityand demands and gets the samefrom staff%) &a!es wor! fun#

) Pro"ides minimal information toemployees about issues ande'pectations

) Pro"ides consistent and timelybriefings to employees on issues ande'pectations, and assures thatemployees understand theimplications of information#

) Girtually always assures thatappropriate action is ta!en withdisseminated information%) Assures that employees arein"ol"ed, engaged and function athigh le"els de"eloping newapproaches, applying CHconcepts#

) *re(uently does not pro"ideproducti"e coaching andfeedbac! to employees

) Pro"ides timely coaching andfeedbac! to employees#) Ac!nowledges and addressesbeha"ior4s immediately%) *eedbac! is content rich,appropriately focused on beha"ior orresults#

) Consistently gi"es timely andappropriate feedbac! utiliBingmultiple approaches%) 1ffecti"ely uses negotiating s!illswith employees%) Accepts, leads and promoteschange effecti"ely o"ercomingresistance by creating "ision#

) Conflicts may go unresol"ed,unaddressed, or may festeraffecting morale of unit or results#

) 0ses conflict resolution resourcesand consistently achie"es resolution#

) Through leadership, pre"entsconflicts from occurring%) n the rare e"ent that conflictarises, effecti"ely uses s!ills toresol"e and remo"e or reduce the

source of the conflict#

Supervision+eople anagement Summary : See discussion abo"e under%!ccountability Summary.&

Documents

Core Competencies 07-08