Contents
1.Introduction (2)
2.Strategic thinking (3)
3.Decision making (4)
4.Building effective teams (5)
5.Drive for results (6)
6.Conflict resolution/conflict management (7)
1
Introduction
Competency model consists of core competency, managerial competency and technical competency. Managerial competency can only be applied to positions of certain level and/or above, across functions. The managerial competencies are critical for managerial team to posss in order t
o conduct their management responsibilities.
The top management of Bank ABC identified five managerial competencies that are valuable for all mid-management and above positions. The managerial competencies are aligned with Bank’s corporate culture and core values, in addition to the core competencies. The five managerial competencies are:
– Strategic thinking – Decision making
– Building effective teams – Drive for results
– Conflict resolution/conflict management
This report will define the five managerial competencies and provide behavioural indicators for three proficiency levels of each competency.
C o r e C o m p e t e n c y
Apply to all employees
M a n a g e r i a l C o m p e t e n c y
上幼儿园年龄Apply to certain level above
employees
T e c h n i c a l C o m p e t e n c y
By function/job families
2
考古大剑Strategic thinking
Definition: Develops and us effective strategies and interpersonal skills to guide others toward the accomplishment of strategic objectives, providing clear direction and priorities, and clarifying roles and responsibilities; takes a proactive, broad-bad, long-term perspective on the business; integrates planning efforts across work units.
Level 1 Level 2 Level 3
Can describe the organization’s vision, mission, strategies and
the rationale behind them;
understands the connections to
own business unit/department. Thinks through future
implications and weights the
benefits and risks associated
with potential actions.
Ties individual goals and tasks to the organization’s objectives to help employees view their
work and contributions as
important.
Clearly understand the current decision and action’s short-
term and long-term
significance. Develops long-term objectives
and strategies within own
business unit/department.
Forees potential issues;
considers solutions and action
plans in the organization-wide
context.
When proposing strategies,
clearly states purpo and
rationale for action propod.
Links proposals to
organization-wide initiatives
and/or the organization’s
vision and mission.
Identifies the critical factors
that block or hinder even
greater organizational
performance or customer
rvice.
Minimize the business risks
related to own team
responsibilities.
Develops long-term objectives
and strategies across business
units/departments.
Able to balance the conflicting
needs and objectives of the
大闸蟹怎么保存different business units to
appropriately support the
mission and vision of the larger
organization.
Demonstrates commitment to
innovation and continuous
improvement in organizational
performance.
Builds buy-in for strategic
goals across organization
levels and boundaries.
Serves as a role model to
others, demonstrating
生不如死什么意思commitment and a vision of
challenging goals and
objectives.
3
Decision making
Definition:
Makes good decisions bad upon a mixture of analysis, experience and judgment; most of his/her solutions and suggestions turn out to be correct and accurate when judged over time; sought out by others for advice and solutions.
Level 1 Level 2 Level 3
Can independently make operational decisions on a daily basis.
Able to identify and collect effective decision making methodologies for
reference, and organize and analyze relevant data and ideas.
Able to identify and communicate when a decision needs to be made. Has participated in documenting data, ideas, players, stakeholders and process.
Can describe and identify the
characteristics of an effective
decision making process.
Can recognize, clarify and prioritize concerns to meet decision deadlines. Can independently make
语句tactical decisions.
Experience with multiple
decision making models,
approaches or disciplines.
Can differentiate
assumptions, perspectives,
and historical frameworks.
Recognizes and
communicates broad
implications of issues.
Has evaluated past decision
for insight and improved
decision making process.
Can identify decision
options and critical
milestones, ensuring timely
decisions are made.
Can independently make
strategic decisions and
emergency decisions.
Able to identify, analyze and
discuss alternative with
multiple stakeholders.
Has coached others on
decision making process,
disciplines and techniques.
Designs and implements
decision-making models,
process and practices.
Familiar with the theory and
practice of inductive and
deductive reasoning.
Can elaborate on optimal
timing and circumstances for
either refraining from or
making a decision.
4
Building effective teams
Definition:
Blends people into teams when needed; creates strong morale and spirit in his/her team; shares wins and success; shows supports in hardship; fosters open dialogue and knowledge sharing; lets people finish and be responsible for their work; defines success in terms of the whole team; creates
a feeling of belonging in the team; develops and empowers team members.
Level 1 Level 2 Level 3
Experienced in supervising a team.
Has participated in defining the ground rules for individual and
team roles and responsibilities. Understands the dynamics of the team, the background,
capabilities and the contribution
of each and every team member. Be fair to all team members including lf.
Has led team meeting to share knowledge, review progress and
performance.
Encourages lf-learning and personal development of all team members. Experienced with leading or
managing a variety of teams.
Has led the definition of team
mission and objectives for
multiple teams
怎样撩妹Ensures that team members are
on board, unified and moving
in the same direction.
Can discuss alternative
techniques for maintaining
enthusiasm, energy and focus.
Has communicated both within
the team and to stakeholders.
Can describe special talents and
work styles of team members..
Has created opportunities for
individual and team knowledge
mesd
development and sharing.
Has created an open
environment for diver
opinions.
Is a trustworthy mentor.
Coaches team leaders on
issues, problems and
solution methods.
Encourages information,
constructive feedback and
cooperation from others.
Fosters a collaborative work
spirit across the
太阳能的缺点
organization.
Manages conflict and
competition between teams
and across organizational
lines.
Seen as a leader in
organization-wide initiatives
that require cross-functional
teams.
Extensive experience
building and managing a
team bad organization.
Supervis mentorship.
