DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL

Size: px
Start display at page:

Download "DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL"

Transcription

1 DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL Developed by Workitect, Inc. June, 2007

2 TABLE OF CONTENTS A. Overview of the Competencies by Cluster... 3 B. Call Center Manager Competencies... 4 C. Overview of Most Important Accountabilities of Call Center Managers... 9 D. Description of Most Important Accountabilities E. Link between Main Accountabilities and Competencies F. Knowledge Requirements of Call Center Managers G. Future Scan: Potential Changes Affecting the Job in the Future H. Recommendations on Ensuring that Call Center Managers have the Call Center Managers Competencies... 18

3 A. OVERVIEW OF THE COMPETENCIES BY CLUSTER I. Leading Others II. Communicating & Influencing III. Preventing & Solving Problems IV. Achieving Results 1. Establishing Focus: The ability to develop and communicate goals in support of the center s mission. 2. Championing Change: Demonstrating ownership for organizational changes needed to improve the center s effectiveness; helping others to successfully implement organizational change. 3. Coaching and Developing Others: Willingness and ability to work with others and coach them to develop their capabilities. 5. Attention to Communication: Ensuring that information is passed on to others who should be kept informed 6. Building Collaborative Relationships: The ability to develop, maintain, and strengthen partnerships with others inside or outside of the team. 7. Analytical Thinking: Approaching a problem by using a logical, systematic, sequential approach. 8. Strategic Thinking: Supporting, promoting, inspiring commitment to and ensuring alignment with the center s vision. 9. Results Orientation: Focusing on the desired end result of team s work; setting challenging goals, focusing effort on the goals, and meeting or exceeding them. 10. Business Acumen: Ability to perform with insight and intelligence in the credit reporting environment based upon understanding the business and the marketplace. 4. Managing Performance: Taking responsibility for team s performance, by setting clear goals and expectations, tracking progress against the goals, ensuring feedback, and addressing performance problems and issues promptly. Page 3

4 I. Leading Others 1. Establishing Focus B. CALL CENTER MANAGER COMPETENCIES Definition: The ability to develop and communicate goals in support of the center s mission. a) Acts to align the team s goals with the strategic direction of the business b) Ensures that people on the team understand how their work relates to the center s mission c) Ensures that everyone understands and supports the team s goals d) Recognizes and encourages behaviors that contribute to the team s success 2. Championing Change Demonstrating ownership for organizational changes needed to improve the center s effectiveness; helping others to successfully implement organizational change. a) Seizes opportunities to improve the future effectiveness of the center; willing to challenge the status quo and try new and/or radical approaches b) Works cooperatively with others to produce innovative solutions c) Implements and supports change management activities within the department (e.g. communications, team development, coaching, etc.) d) Helps people to develop a clear understanding of what they will need to do differently, as a result of changes in the organization 3. Coaching and Developing Others Definition: Willingness and ability to work with others and coach them to develop their capabilities. a) Delegates work appropriately based upon an individual s skill and experience b) Shares information, advice and suggestions to help others to be more successful; provides effective coaching c) Regularly meets with direct reports (one on ones) to review their development progress; is available and approachable Page 4

5 d) Recognizes and reinforces people s developmental efforts and improvements e) Expresses confidence in others ability to be successful; wants others to grow and succeed 4. Managing Performance Definition: Taking responsibility for team s performance, by setting clear goals and expectations, tracking progress against the goals, ensuring feedback, and addressing performance problems and issues promptly. a) Works with supervisors to establish clear goals and responsibilities and ensures that supervisors repeat the process with their employees; makes certain that the teams understand why things are done the way they are b) Works with supervisors to set and communicate performance standards that are specific and measurable and ensures supervisors establish them with their employees c) Supports employees in their efforts to achieve job goals (e.g., by providing resources, removing obstacles, acting as a buffer) d) Keeps informed about teams progress and performance through both formal methods (e.g., daily reports, balanced scorecard, P&L) and informal methods (e.g., management by walking around); holds supervisors accountable for their team s results e) Deals firmly and promptly with performance problems; lets people know what is expected of them and when II. Communicating and Influencing 5. Attention to Communication Definition: Ensuring that information is passed on to others who should be kept informed a) Ensures that important information from management is shared with the teams and others as appropriate b) Uses multiple channels or means to communicate important messages (e.g., memos, newsletters, meetings, electronic mail) c) Ensures that regular, consistent communication takes place (weekly meetings, one-on-ones, round tables) Page 5

6 d) Shares information and ideas with others who might find them useful; communicates in all directions-up and down as well as laterally across the organization 6. Building Collaborative Relationships Definition: The ability to develop, maintain, and strengthen partnerships with others inside or outside of the team. a) Builds relationships and loyalty with people both within the department and in other areas of the center b) Recognizes the business concerns and perspectives of others outside the department c) Provides assistance, information and support to others to build a base for future cooperation d) Presents arguments that address others most important concerns and issues and looks for win-win solutions III. Preventing and Solving Problems 7. Analytical Thinking Definition: Approaching a problem by using a logical, systematic, sequential approach. a) Identifies the specific information needed to clarify a situation or to make a decision b) Routinely walks around, to see how people are doing and to hear about any problems they are encountering c) Notices discrepancies and inconsistencies in available information d) Approaches a complex task or problem by breaking it down into its component parts and considering each part in detail e) Weighs the costs, benefits, risks, and chances for success, when making a decision; sees the implications of a decision or action taken f) Anticipates how individuals and groups will react to situations and information and plans accordingly Page 6

7 8. Strategic Thinking Definition: Supporting, promoting, inspiring commitment to and ensuring alignment with the center s vision. a) Identifies opportunities in the industry or marketplace and develops new products, services or procedures which will generate additional revenue for the center b) Stays focused on longer-term issues by pushing responsibility for day-today activities down to the supervisors c) Develops department plans which anticipate short and long-term business needs d) Anticipates the resources needed too successfully implement department plans, and conducts cost/benefit analyses e) Anticipates possible problems and develops contingency plans in advance f) Assesses the gap between the current position and the desired future direction and establishes effective ways to close the gaps within the department IV. Achieving Results 9. Results Orientation Definition: Focusing on the desired end result of the team s work; setting challenging goals, focusing effort on the goals, and meeting or exceeding them. a) Develops challenging yet achievable goals for the department b) Ensures that team members understand what they must do to reach their goals c) Exerts unusual effort over time, to achieve the goal; goes beyond regular routine to get things done d) Maintains commitment to goals, in the face of obstacles and frustrations; needs little direction or supervision e) Has a strong sense of urgency about solving problems and getting work done Page 7

8 10. Business Acumen Definition: Ability to perform with insight and intelligence in the credit reporting environment based upon understanding the business and the marketplace. 1. Understands the basis and need for company profitability and financial strength; considers the P&L impact of decisions made and actions recommended 2. Keeps current with the industry, the marketplace and s competitive position; notes trends, opportunities or challenges for possible actions required 3. Develops a business case to support recommended actions or programs 4. Finds ways to increase revenue or decrease costs within the department; operates their department as if they owned the business 5. Understands the need to become the preferred supplier through customer satisfaction; partners with clients to identify revenue generating ideas which create value for customers Page 8

9 C. OVERVIEW OF MOST IMPORTANT ACCOUNTABILITIES OF CALL CENTER MANAGERS 1. Develop and Manage Strategic Plan 2. Achieve Financial Performance Goals (Manage the Budget) 3. Manage & Improve Operational Performance 4. Ensure Compliance (with Federal & State Regulations) 5. Select and Develop Supervisors & Staff 6. Increase Revenue Page 9

10 D. DESCRIPTION OF MOST IMPORTANT ACCOUNTABILITIES Accountability 1. Develop and Manage Strategic Plan Major Tasks: Think and act strategically Forward thinking Delegate Communicate Monitor progress Develop goals Align to company objectives Report out progress to plan Manage roadblocks remove barriers Required Competencies: Effective listening Forward thinking Innovation Broad thinking Persuasion Influencing Communications Conceptual implementation Initiative Conceptual thinking; seeing the implications Business acumen Change management Accountability 2. Achieve Financial Performance Goals (Manage the Budget) Major Tasks: Know and understand all the numbers for the center Review weekly balanced scoreboard of operational, financial, and performance (40-50 areas) Control spending Complete cost/benefit analyses of potential future endeavors Recommend headcount/staffing level and overtime; obtain approval Required Competencies: Analytical skills; rationale for thinking Visionary; plan beyond what is normally done Page 10

11 Forward thinking Innovativeness Problem solving Decision making Leadership Effective communication Influence/Persuade Creating/Developing a business case for recommendations and actions Accountability 3. Manage & Improve Operational Performance Major Tasks: Manage to the metrics; meet goals/targets Monitor and improve business performance (abandonment rate, average speed of answer - ASA) Monitor and improve team performance (production average handling time - AHA, errors, trends) Identify and correct operational problems Manage and improve processes Identify trends and improvement opportunities Champion/support new approaches Manage/reduce outside influences (road blocks, distractions) Implement contingency plans Manage/resolve employee relations issues Walk the floor (MBWA Manage By Walking Around) Required Competencies: Priority setting Planning skills Knowledge of processes Know the business Results oriented/sense of urgency Interpersonal skills Communication Problem solving Decision making Analytical Manage personal and team stress Leadership Ability to own and deliver difficult messages Organizational skills Page 11

12 Accountability 4. Ensure Compliance (Federal & State Regulations) Major Tasks Know and understand the metrics Know State and Federal laws Coordinate training for employees Manage all work functions to ensure compliance Ensure systems and processes are in place to ensure compliance Resolve compliance issues Systematically vs. manually (not asking agent for new or changed process) Manage risks Oversee audit structure: ensure that agents understand/adhere to law and policies) Partner with legal department and extend compliance to ensure adherence with State/Federal laws Required Competencies: Attention to detail Sense of urgency Assessment/Analysis of risk, situations Communications verbal and written Problem solving Collaborative: work across internal and external functions, clients, customers, and other credit reporting agencies Knowledge of State/Federal laws Risk taking/courage/initiative Accountability/Conscientious Accountability 5. Select and Develop Supervisors & Staff Tasks: Coach Manage Performance o Goal setting o Measure performance o Lead by example role model Encourage personal career growth Motivate/Support Discipline Take corrective action Conduct one on ones Conduct skip level (round table) sessions Identify and manage talent (talent management) Page 12

13 Empower others Succession planning for manager job Foster positive environment Delegate responsibility Provide tools training opportunity, special projects Required Competencies: ARMED o Attract o Retain o Motivate o Empower o Develop Lead by example Listening Communications Empathetic Disciplinarian Counselor Leadership Interpersonal awareness Self regulation Coaching Knowledge transfer No silo mentality; teamwork Sense of ownership Accountability People assessment Influencing Trustworthiness Credibility Accountability 6. Increase Revenue Major Tasks: Develop the plan/implement plan Identify key components, opportunities, products Cost/Benefit analysis (what would we change for this?) Evaluate current staffing; assess talent Partner with clients/others to develop the revenue generating product (internal and external) Develop systems and processes to supports growth Marketing Page 13

14 Partnership of sales and peers to market, develop products Manage risks and balance between revenue and compliance Evaluate market needs Required Competencies: See/Seek opportunity (business case creation) Analyze scenarios/opportunities Problem solving Risk taking Communication (sales, clients, internal) Project management Knowledge of business/industry Know what the customer needs Know how to leverage expertise and create value for customers Evaluate talent Results oriented Financial acumen Page 14

15 E. LINKS BETWEEN MAIN ACCOUNTIBILITIES AND COMPETENCIES Competencies 1. Establishing Focus 2. Championing Change 3. Coaching and Developing Others 4. Managing Performance 5. Attention to Communication 6. Building Collaborative Relationships 7. Analytical Thinking 8. Strategic Thinking 9. Results Orientation 10. Business Acumen 1. Develop & Manage Strategic Plan High High Moderate Moderate Moderate High High 2. Achieve Financial Performance Goals (Manage the Budget) 3. Manage and Improve Operational Performance 4. Ensure Compliance (Federal & State Regulations) 5. Select & Develop Supervisors & Staff 6. Increase Revenue High High Moderate Moderate Moderate Moderate High Moderate Moderate High High High Moderate High High High Moderate Moderate Moderate Moderate Moderate Moderate High Moderate High Moderate Moderate Moderate High High Moderate High Moderate Page 15

16 F. KNOWLEDGE REQUIREMENTS* FOR CALL CENTER MANAGERS 1. The Industry 2. and the Business 3. Customer needs 4. Data (the product), what we sell 5. Value of product 6. People (capabilities, knowledge, etc.) 7. The numbers, budget and metrics 8. Processes, policies, and procedures 9. Laws & regulations 10. Experts, resources 11. Effects of changes on business *Can be acquired through training. Required, but not included in Section H (recommendations on ensuring that Call Center Managers have the required competencies). Page 16

17 G. FUTURE SCAN POTENTIAL CHANGES AFFECTING THE JOB IN THE FUTURE Global expansion requiring cost-effective solutions Company expanding into other business areas; more and different industry knowledge required Revenue growth Technology more automation, less paper New Santiago center; NCAC exclusively mail Allen: agents will be on phones. Restructured staffing Changes in processes: training, goals, workflow, scheduling, part-time staffing, and work assignments More and different kinds of work, requiring a different agent with different competencies and expanded product knowledge Retaining talent Increased client relationships requiring higher degree of customer service skills Leverage consumer contact and revenue opportunities Page 17

18 H. RECOMMENDATIONS ON ENSURING THAT CALL CENTER MANAGERS HAVE THE REQUIRED COMPETENCIES Selection involves assessing candidates or staff to ensure that they have demonstrated a certain level of the competency before placing them in a call center manager position. Development involves enabling people to learn on the job through observing supervisors, trying out competency-related behaviors, and receiving coaching and mentoring. Training involves providing candidates with structured courses and learning experiences. RECOMMENDATIONS COMPETENCY Select Develop Train 1. Establishing Focus ** ** 2. Championing Change + * * 3. Coaching and Developing Others * * 4. Managing Performance * * 5. Attention to Communication * * 6. Building Collaborative Relationships + * * 7. Analytical Thinking + * 8. Strategic Thinking ** 9. Results Orientation + * 10. Business Acumen ** * Select to ensure that the candidate possess this competency at least at a moderate level. + Select to ensure that the candidate possess a high level of this competency * Can train or develop to a moderate level. **Can train or develop to a high level. Page 18

19 Ed Cripe Workitect, Inc N. E. 53 rd Street Ft. Lauderdale, FL Phone: Fax:

Annual Appraisal Instructions and Rating Descriptions

Annual Appraisal Instructions and Rating Descriptions Annual Appraisal Instructions and Rating Descriptions Rating Descriptions ACU uses a 5-point rating scale to measure performance. Please use the following ratings and definitions to complete sections 1,

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

BC Public Service Competencies

BC Public Service Competencies BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using

More information

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director

GLOBAL FINANCIAL PRIVATE CAPITAL, LLC. Job Description. JOB TITLE: Compliance Director GLOBAL FINANCIAL PRIVATE CAPITAL, LLC Job Description JOB TITLE: Compliance Director SUMMARY: This position is primarily responsible for serving as the manager and supervisor within the Compliance Department

More information

[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy

[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy 2016 Beaumont Health Physician Leadership Academy [BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Engagement. Entrepreneurialism. Effectiveness. Better Care. Improved Partnerships. Enhanced Organizational

More information

IC Performance Standards

IC Performance Standards IC Performance Standards Final Version 1 23 April 2009 1 TABLE OF CONTENTS BACKGROUND... 3 OCCUPATIONAL STRUCTURE... 4 PERFORMANCE ELEMENT CONTENT MODELS... 7 Professional and Technician/Administrative

More information

Portfolio EXAMPLES OF OUR WORK

Portfolio EXAMPLES OF OUR WORK SELECTION, TRAINING AND PERFORMANCE MANAGEMENT SYSTEMS THAT PRODUCE (AND RETAIN) SUPERIOR PERFORMERS COMPETENCY Portfolio EXAMPLES OF OUR WORK Content Job Models Page Executive Positions 1 Project Manager

More information

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager

GLOBAL FINANCIAL PRIVATE CAPITAL Job Description. JOB TITLE: Client Relationship Manager GLOBAL FINANCIAL PRIVATE CAPITAL Job Description JOB TITLE: Client Relationship Manager Reports To: Financial Advisor Exempt Prepared by: ADP Resource June 10, 2014 SUMMARY This position is primarily responsible

More information

Change Management Is A Behavioral Competency You Can Develop

Change Management Is A Behavioral Competency You Can Develop Change Management Is A Behavioral Competency You Can Develop Hinda K. Sterling Herbert L. Selesnick & Sterling Selesnick, INC Change Management Is A Behavioral Competency You Can Develop This article is

More information

Catherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix

Catherine Booth College: School for Learning & Development. The Salvation Army Capability Framework: Generic Matrix Catherine Booth College: School for Learning & Development The Salvation Army Capability Framework: Generic Matrix V3.0 Sep 2014 Contents ATTRIBUTES... 5 SERVICE USER PERSPECTIVE... 6 TEAM PERSPECTIVE...

More information

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS Leading Change Definition: This core competency involves the ability to bring about strategic change, both within and outside the organization,

More information

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard

Leading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing

More information

Registered Nurse Southlands Person Specification and Competencies

Registered Nurse Southlands Person Specification and Competencies Competency Profile GROUP COMPETENCY CORE LEVEL OF COMPETENCY A B C D RESULT 1. Customer Focus CUSTOMER ORIENTATION 2. Taking Responsibility 3. Interpersonal Sensitivity 4. Teamwork ALL JOBS 5. Motivation

More information

PERFORMANCE APPRAISAL

PERFORMANCE APPRAISAL Blinn College is the premier two-year college in Texas for those seeking educational excellence in academic programs, technical education, and workforce development. We expect excellence and we encourage

More information

Sample Behavioural Questions by Competency

Sample Behavioural Questions by Competency Competencies that support LEADING PEOPLE Change Leadership Please tell us about a time when you led a significant change in your organization and how you helped others to deal with the change. Tell me

More information

Office of Human Resources. Financial Manager

Office of Human Resources. Financial Manager Office of Human Resources Financial Manager Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Manages financial functional and/or operational area(s) that include implementing work plans based on annual goals

More information

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs)

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs) EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen

More information

Examples of Behavior Statements- What does "below", "meets" and "exceeds" expectations really mean?

Examples of Behavior Statements- What does below, meets and exceeds expectations really mean? Examples of Behavior Statements- What does "below", "meets" and "exceeds" expectations really mean? Manager Role MANAGER ROLE: Supports OU s strategic objectives by accomplishing results through others.

More information

the Defence Leadership framework

the Defence Leadership framework the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

Succession Planning Discussion Guide

Succession Planning Discussion Guide Succession Planning Discussion Guide Overview This discussion guide is used to facilitate the development of the success profile for the CEO and/or other top leadership positions. The success profile describes

More information

Workers Compensation Claims Supervisor

Workers Compensation Claims Supervisor Career Service Authority Workers Compensation Claims Supervisor Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Supervises and directs the work of a unit of claims adjusters. DISTINGUISHING CHARACTERISTICS

More information

V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065)

V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065) V E H I C L E / E Q U I P M E N T R E P AI R T E C H N I C I AN S U P E R V I S O R Schematic Code 17318 (30005065) I. DESCRIPTION OF WORK Positions in this banded class supervise of a group of mechanics,

More information

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators

Performance Factors and Campuswide Standards Guidelines. With Behavioral Indicators Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...

More information

Career Service Authority Page 1 of 6 Heating, Ventilating, and Air Conditioning (HVAC) Supervisor

Career Service Authority Page 1 of 6 Heating, Ventilating, and Air Conditioning (HVAC) Supervisor Career Service Authority Page 1 of 6 Heating, Ventilating, and Air Conditioning (HVAC) Supervisor GENERAL STATEMENT OF CLASS DUTIES Performs supervisory duties over HVAC Mechanics engaged in the operation,

More information

Management Performance Appraisal

Management Performance Appraisal Management Performance Appraisal Name of Manager: Position: Department: Years in present position: Start date: Review Period: From: To: Revised June 2012 1 PERFORMANCE FACTORS: A. Integrity is the ability

More information

Business Analyst Position Description

Business Analyst Position Description Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

AD-AUDIT BRANCH MANAGER

AD-AUDIT BRANCH MANAGER Page 1 AD-AUDIT BRANCH MANAGER CHARACTERISTICS OF WORK: This position involves professional accounting and auditing work at an administrative level within the Department of Audit. Incumbent reviews all

More information

Director of Facilities Management

Director of Facilities Management Office of Human Resources Director of Facilities Management Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs the Facilities Management Division of the Department of General Services including developing

More information

TOWN OF GREENWICH MANAGEMENT GOAL SETTING AND PERFORMANCE EVALUATION UNREPRESENTED MANAGEMENT EMPLOYEE SELF- EVALUATION FORM

TOWN OF GREENWICH MANAGEMENT GOAL SETTING AND PERFORMANCE EVALUATION UNREPRESENTED MANAGEMENT EMPLOYEE SELF- EVALUATION FORM Employee Name: Position: Supervisor Conducting Evaluation: Evaluation Period: through PART I - PERFORMANCE PLANNING Both Section A and Section B are to be completed at the beginning of the annual performance

More information

Project Manager Job Descriptions

Project Manager Job Descriptions Promotion Criteria Position Overview Statement Principal Duties and Responsibilities PROJECT MANAGER Admin Level 4 Typically >8 years in increasing responsible IT leadership role; typically managed one

More information

Becoming a Trusted HR Advisor

Becoming a Trusted HR Advisor Becoming a Trusted HR Advisor Prepared by Consulting/Talent & Rewards HR Effectiveness Presentation to University of California Topics for Today The Changing Role of HR in Organizations Today What s Getting

More information

*This is a sample only actual evaluations must completed and submitted in PeopleSoft*

*This is a sample only actual evaluations must completed and submitted in PeopleSoft* *This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today

More information

Interviews management and executive level candidates; serves as interviewer for position finalists.

Interviews management and executive level candidates; serves as interviewer for position finalists. Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,

More information

Qualities of Leadership Excellence at Sodexo. Competencies of a Sales Executive or Sales Vice President

Qualities of Leadership Excellence at Sodexo. Competencies of a Sales Executive or Sales Vice President Qualities of Leadership Excellence at Sodexo Competencies of a Sales Executive or Sales Vice President Helping You Reach Your Full Potential! This brochure is for you, the Sodexo sales executive or sales

More information

Business & Technology Applications Analyst

Business & Technology Applications Analyst NC 12234 OSP 6/2004 Business & Technology Applications Analyst DESCRIPTION OF WORK: This is technical and analytical work in developing, designing, and/or supporting applications for the business, research,

More information

Performance Evaluation Senior Leadership

Performance Evaluation Senior Leadership Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the

More information

Employee Engagement Survey

Employee Engagement Survey Employee Engagement Survey (SAMPLE EXTENDED REPORT) Presented by: 11 River Street Wellesley Hills, MA 02481 Table of Contents Topic Page Introduction 2 Engagement Research 4 Quantitative Results - Averages

More information

Leadership Competency Framework

Leadership Competency Framework Leadership Competency Framework Leadership Competency Framework 1 The Leadership Competency Framework is an initiative of the People and Culture Thematic Map under the Capability building supports individual

More information

CCAD Management Employee Performance Review

CCAD Management Employee Performance Review CCAD Management Employee Performance Review Employee Name: Title: Reviewing Manager: Department: Date: KEY RESULTS SECTION Instructions: In the spaces provided, provide pertinent comments concerning each

More information

Engineer/Architect Executive

Engineer/Architect Executive Office of Human Resources Engineer/Architect Executive Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs functional and/or operational areas that include establishing a multi-year vision and strategic

More information

MINIMUM QUALIFICATIONS

MINIMUM QUALIFICATIONS CALIFORNIA STATE PERSONNEL BOARD SPECIFICATION RECEIVER S NURSE EXECUTIVE (SAFETY) SCOPE Schematic Code: TN05 Class Code: 8241 Established: Revised: -- Title Changed: -- This specification describes nurse

More information

JOB PROFILE CONTACT CENTRE MANAGER

JOB PROFILE CONTACT CENTRE MANAGER JOB PROFILE CONTACT CENTRE MANAGER OVERVIEW It s about you Are you able to juggle competing priorities while ensuring that clients are served well and the organization is represented in the best possible

More information

WHO GLOBAL COMPETENCY MODEL

WHO GLOBAL COMPETENCY MODEL 1. Core Competencies WHO GLOBAL COMPETENCY MODEL 1) COMMUNICATING IN A CREDIBLE AND EFFECTIVE WAY Definition: Expresses oneself clearly in conversations and interactions with others; listens actively.

More information

Revised Body of Knowledge And Required Professional Capabilities (RPCs)

Revised Body of Knowledge And Required Professional Capabilities (RPCs) Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s

More information

The IIA Global Internal Audit Competency Framework

The IIA Global Internal Audit Competency Framework About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the

More information

MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS

MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS Overview MANAGEMENT SYSTEMS MANAGEMENT AND LEADERSHIP DEVELOPMENT PROGRAMS Building on research and work with literally thousands of managers over the past thirty years, Management Systems has developed

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE

PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE PERFORMANCE MANAGEMENT COACHING AND PERFORMANCE GEORGIA PERIMETER COLLEGE Module 2 Coaching and Performance with the GPC Strategic Plan Agenda 1. Performance Management Process The Next Plateau 2. Aspects

More information

Pharmaceutical Sales Certificate

Pharmaceutical Sales Certificate Pharmaceutical Sales Certificate Target Audience Medical representatives Objective The objective of this program is to provide the necessary skills and knowledge needed to succeed as medical representatives.

More information

How To Understand Organizational Power And Politics

How To Understand Organizational Power And Politics HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates

More information

Big Data Engineer Position Description

Big Data Engineer Position Description Engineer Position Description February 9, 2015 Engineer Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

Professional & Scientific Performance Appraisal

Professional & Scientific Performance Appraisal Professional & Scientific Performance Appraisal Employee s Name: Employee s University ID #: Employee s Title: Department: Date Employee Began Current Position: Review Period: From: To: Supervisor s Name:

More information

Kenya Revenue Authority (KRA)

Kenya Revenue Authority (KRA) Kenya Revenue Authority (KRA) Chief Manager - HR Development and Performance Management Job details Reference Number: KRA/HR02/14 Job Title: Chief Manager - HR Development and Performance Management Supervisor:

More information

LEADERSHIP DEVELOPMENT FRAMEWORK

LEADERSHIP DEVELOPMENT FRAMEWORK LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,

More information

Strategic HR Partner Assessment (SHRPA) Feedback Results

Strategic HR Partner Assessment (SHRPA) Feedback Results Strategic HR Partner Assessment (SHRPA) Feedback Results January 04 Copyright 997-04 Assessment Plus, Inc. Introduction This report is divided into four sections: Part I, The SHRPA TM Model, explains how

More information

GREATER DAYTON MINORITY BUSINESS ASSISTANCE CENTER PROGRAM DIRECTOR. Reports to: Executive Director, City of Dayton Human Relations Council

GREATER DAYTON MINORITY BUSINESS ASSISTANCE CENTER PROGRAM DIRECTOR. Reports to: Executive Director, City of Dayton Human Relations Council GREATER DAYTON MINORITY BUSINESS ASSISTANCE CENTER PROGRAM DIRECTOR Reports to: Executive Director, City of Dayton Human Relations Council To apply send resumes to: Joann Wright Secretary to the Executive

More information

Leadership Competency Self Assessment

Leadership Competency Self Assessment USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:

More information

Individual Development Planning (IDP)

Individual Development Planning (IDP) Individual Development Planning (IDP) Prepared for Commerce Employees U.S. Department of Commerce Office of Human Resources Management Table of Contents Introduction / Benefits of Career Planning 1 Your

More information

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management

HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)

More information

Engineer/Architect Director

Engineer/Architect Director Office of Human Resources Engineer/Architect Director Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Directs functional and/or operational professional areas that include developing annual and multi-year

More information

Learning for the Future. Professional Development Process Support Guide

Learning for the Future. Professional Development Process Support Guide Learning for the Future Professional Development Process Support Guide BCIT Human Resources June 2010 2 P a g e P r o f e s s i o n a l D e v e l o p m e n t P r o c e s s Table of Contents Section Page

More information

8 Tips to Engage Your Employees. Brought to you by TNS Employee Insights

8 Tips to Engage Your Employees. Brought to you by TNS Employee Insights 8 Tips to Engage Your Employees Brought to you by TNS Employee Insights Tips 01 Get to Know Your Employees...4 02 Provide Basic Training for Your Employees...6 03 Develop Your People...8 04 Recognize Your

More information

Qualities of Leadership Excellence at Sodexo. Competencies of a District Manager

Qualities of Leadership Excellence at Sodexo. Competencies of a District Manager Qualities of Leadership Excellence at Sodexo Competencies of a District Manager Helping You Reach Your Full Potential! This brochure is for you, the Sodexo district manager. It will help you to understand:

More information

Leadership and Management Competencies

Leadership and Management Competencies Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,

More information

Qulliq Energy Corporation. Job Description

Qulliq Energy Corporation. Job Description Qulliq Energy Corporation POSITION TITLE Senior Accountant - Excluded Job Description REPORTS TO Controller REPORTING TO THIS POSITION Intermediate Accountant LOCATION Baker Lake, Nunavut POSITIONAL OBJECTIVE

More information

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.

OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc. OCCUPATIONAL STANDARD (For use in the development of supply chain related job descriptions, performance evaluations, career development plans, etc.) Description of Position (As defined by the CSCSC Stakeholder

More information

South Carolina Budget and Control EPMS Performance Characteristics

South Carolina Budget and Control EPMS Performance Characteristics South Carolina Budget and Control EPMS Performance Characteristics The following menu of performance factors serves as a guideline or sample for developing performance factors for use with the Employee

More information

Position Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development

Position Title: Business Development Manager (BDM) Department: Business Development. Reports to: Vice President, Business Development Position Title: Business Development Manager (BDM) Department: Business Development Reports to: Vice President, Business Development Overall Responsibilities The Business Development Manager is responsible

More information

Management Fundamentals in Healthcare Organizations

Management Fundamentals in Healthcare Organizations Management Fundamentals in Healthcare Organizations University of Minnesota School of Public Health LEARNING MODEL The learning model underlying the Management Fundamentals Certificate is an application

More information

Terex Leadership Competency Model

Terex Leadership Competency Model Terex Leadership Competency Model INDIVIDUAL CONTRIBUTOR MANAGER EECUTIVE Creating and Creativity Innovation Business Acumen Strategic Agility Global Business Knowledge Making it Happen Time Action Oriented

More information

Centre for Learning and Development

Centre for Learning and Development The Leadership and Management Development Strategy was developed to endorse learning and development opportunities to strengthen the leadership and management capacity of the Newfoundland and Labrador

More information

STRATEGIES FOR EFFECTIVE PERFORMANCE APPRAISALS

STRATEGIES FOR EFFECTIVE PERFORMANCE APPRAISALS STRATEGIES FOR EFFECTIVE PERFORMANCE APPRAISALS Supervisor s Guide Instructor Copy Objectives By the end of this workshop, you will be able to: o o o o o Explain why continual performance feedback is

More information

January 2016. Communications Manager: Information for Candidates

January 2016. Communications Manager: Information for Candidates January 2016 Communications Manager: Information for Candidates Thank you for expressing interest in the role of Communications Manager. We have compiled this information pack to tell you more about The

More information

Resurrection Metropolitan Community Church Church Administrator Position Description and Purpose

Resurrection Metropolitan Community Church Church Administrator Position Description and Purpose Resurrection Metropolitan Community Church Church Administrator Position Description and Purpose Reports to: Senior Pastor Supervises: Operation Staff and Volunteer Team Leads Part of: Executive Team Revised:

More information

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework + = Behaviours Business Skills Middlesbrough Manager Middlesbrough Manager Competency Framework Background Middlesbrough Council is going through significant

More information

PSI Leadership Services

PSI Leadership Services PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS

More information

How To Manage A Hospital

How To Manage A Hospital Title: Department: Reporting to: Time commitment: Employment type: Employment conditions: Finance Manager Finance Chief Financial Officer Full-time Fixed term MUH & Employee - National Employment Standards

More information

Performance Evaluation

Performance Evaluation Competency Exceptional Above Meets Partially Meets Overview of Ratings TRANSFORMATIVE work. In addition to exceeding performance goals, the organization (department, unit or program) is fundamentally better

More information

University of Michigan Health System Finance Competency Model

University of Michigan Health System Finance Competency Model University of Michigan Health System Finance Competency Model Performance Planning & Staff Development Version 1.2 May 2012 Contents Introduction to the Concept of Competency... 3 Competency Model Development...

More information

Business Intelligence Engineer Position Description

Business Intelligence Engineer Position Description Business Intelligence Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level

More information

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Good Practice INPO 15-012 October 2015 Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Revision 0 OPEN DISTRIBUTION OPEN DISTRIBUTION: Copyright 2015 by the

More information

FINANCIAL ACCOUNTING MANAGER

FINANCIAL ACCOUNTING MANAGER Job Description FINANCIAL ACCOUNTING MANAGER This job description provides an indicative outline of the purpose and accountabilities of the role. Specific performance requirements and expectations will

More information

2016 Survey on Leadership Development. Copyright Borderless - http://borderless.net

2016 Survey on Leadership Development. Copyright Borderless - http://borderless.net 2016 Survey on Leadership Development Table of Contents 3 9 Executive Summary About Survey Respondents 15 Leadership Development definition & scope Leadership Development inside organizations 24 36 Leadership

More information

Creating Success Through Leadership OPPORTUNITY PROFILE. Director, Human Resources

Creating Success Through Leadership OPPORTUNITY PROFILE. Director, Human Resources Creating Success Through Leadership OPPORTUNITY PROFILE Director, Human Resources July 2014 OPPORTUNITY PROFILE About Concordia University College Concordia s history has been marked by steady growth and

More information

Maximizing Customer Retention: A Blueprint for Successful Contact Centers

Maximizing Customer Retention: A Blueprint for Successful Contact Centers Maximizing Customer Retention: A Blueprint for Successful Contact Centers Sponsored by Table of Contents Executive Summary...1 Creating Loyal Customers: A Critical Company Goal...1 Causes of Customer Attrition...2

More information

Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model

Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model 2013 Developing Policies, Protocols and Procedures using Kotter s 8 step Change Management Model Marion Foster Scottish Practice Management Development Network [Pick the date] IMPLEMENTING CHANGE POWERFULLY

More information

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY

STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic

More information

Job Title: Executive Director of Organizational and Professional Learning

Job Title: Executive Director of Organizational and Professional Learning Equal Opportunity Employer Job Description Job Title: Executive Director of Organizational and Professional Learning Reports to: Chief Academic Officer Department: Teaching and Learning Number of Days:

More information

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit JOB TITLE NAME UNIT REPORTS TO JOB FAMILY Organizational Development Specialist Vacant Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit

More information

AD-AUDITING ACCOUNTANT, SENIOR

AD-AUDITING ACCOUNTANT, SENIOR Page 1 AD-AUDITING ACCOUNTANT, SENIOR CHARACTERISTICS OF WORK: This is professional accounting work of an "in-charge" nature characterized by an attitude of independence, self-reliance with analytical

More information

SBBC: JJ-002 FL: 28 THE SCHOOL BOARD OF BROWARD COUNTY, FLORIDA JOB DESCRIPTION. Approved School-based Administrators Salary Schedule

SBBC: JJ-002 FL: 28 THE SCHOOL BOARD OF BROWARD COUNTY, FLORIDA JOB DESCRIPTION. Approved School-based Administrators Salary Schedule THE SCHOOL BOARD OF BROWARD COUNTY, FLORIDA JOB DESCRIPTION POSITION TITLE: CONTRACT YEAR: PAY GRADE: School Assistant Principal Eleven Months* Approved School-based Administrators Salary Schedule QUALIFICATIONS:

More information

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors

BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors BUSINESS CONSULTING SERVICES Comprehensive practice management solutions for independent investment advisors Insights, tools and resources to help you Accelerate Your Growth, Scale Your Business and Elevate

More information

Employee Performance Review

Employee Performance Review Employee Performance Review Source: Learn to Read, Inc. Review Date: Date of Last Review: Employment Date: Name: Title: Reports to: Expectation Basis Leadership Readily assumes responsibility for projects

More information

Contact Center Operations Manager

Contact Center Operations Manager Career Service Authority Contact Center Operations Manager Page 1 of 6 GENERAL STATEMENT OF CLASS DUTIES Supervises customer service agents working in a contact center environment while managing continuous

More information

Change Management Practitioner Competencies

Change Management Practitioner Competencies 1 change-management-institute.com Change Management Institute 2008 Reviewed 2010, 2012 Change Management Practitioner Competencies The Change Management Practitioner competency model sets an independent

More information

Physical Therapist Supervisor

Physical Therapist Supervisor Career Service Authority Physical Therapist Supervisor Page 1 of 5 GENERAL STATEMENT OF CLASS DUTIES Supervises the work of employees involved in physical therapy. DISTINGUISHING CHARACTERISTICS This classification

More information

SENIOR SYSTEMS ADMINISTRATOR

SENIOR SYSTEMS ADMINISTRATOR Page 1 SENIOR SYSTEMS ADMINISTRATOR CHARACTERISTICS OF WORK: The positions in this job family are responsible for the on-going monitoring, maintenance, and administration of free-standing or networked

More information

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1 The integrated leadership system ILS support tools Leadership pathway: Individual profile Executive Level 1 profile Shapes strategic thinking Achieves results Cultivates productive working relationships

More information