Behavioural Competencies - Report Example

Behavioural Competencies In carrying out the task of drafting a competency framework for Senior Sales Assistant of Senior Sales Assistant, I considered the two critically important areas for the job, namely, sales volume and relations with customers. Given these two criteria I though that the ideal person for the job has to have good self-management skills and also exemplary customer management skills. For the first cluster, which is self-management, I chose the competencies achievement orientation and personal management. On the other hand, for customer management, I selected the competencies of customer focus, effective communication, interpersonal effectiveness, and relationship management to reflect the need to deal with customers in an exceptional manner. I have made the competencies as ‘generic’ as possible so that they cut across functions. Listed in the following sections are the competencies, with each having a definition and behavioural indicators for each level. The four levels are sound understanding, working knowledge, can do, and mastery and expertise. For the Senior Sales Assistant, the required level for all competencies is pegged at 3 (Can Do level). Achievement Orientation A strong drive and/or bias for producing results based on a high standard of excellence. These standards may be one’s own past performance (striving for improvement); an objective and tested measure (best practice); delivering responsive and empathic service (customer focus); or improving what anyone has ever done (innovation). Unique accomplishments and achieving performance objectives also indicate this competency. Level 1 Sound Understanding Key Indicators/Behaviour Understands standards of excellence set by the department and organisation. Delivers responsive and empathic service. Level 2 Working Knowledge Key Indicators/Behaviour Works to meet a standard set by the organisation and delivers measurable results. Demonstrates pro-active thinking and action in the face of increasing uncertainty. Level 3 Can Do Key Indicators/Behaviour Achieves target and demonstrates focus/ orientation on results in dealing with work. Employs specific changes in the system or in work methods to improve performance. Makes and sets decisions, priorities and goals on the basis of calculated inputs and outputs. Level 4 Mastery and Expertise Key Indicators/Behaviour Drives for producing results based on a high standard of excellence and stewardship (especially on sales volume). Mobilizes resources and removes barriers for success to improve performance. Innovates or reaches a challenging goal while also taking action to minimize the risks involved. Fosters a work climate with extraordinary persistence and determination. Personal Management The ability to demonstrate and display self-direction or self-motivation. This includes the ability to maintain active personal energy and interest in learning as well as displaying dynamism and balance while engaging in ongoing personal development. This includes the ability to act as a role model demonstrating accountability, integrity, professional competence and trust and the ability to act in accordance to the highest standards of business ethics and protocols of the organisation. Level 1 Sound Understanding Key Indicators/Behaviour Knows the importance of self-direction or self-motivation in the job. Maintains active personal energy and interest in learning. Understands the standards of business ethics and protocols of the organisation. Level 2 Working Knowledge Key Indicators/Behaviour Demonstrates awareness for need to balance work, family and personal life. Identifies personal value system and convictions and aligns career/work with them Recognizes situations where professional ethical standards apply and behaves accordingly Aligns self with the organisation’s key values or operating principles in pursuit of business goals. Level 3 Can Do Key Indicators/Behaviour Establishes personal goals that drive career plans and day-to-day efforts to reach goals Accepts personal and professional development as life-long process Sees role and career path within the large context of the organisation and industry. Promotes and instills strong values and ethics within the organisation Level 4 Mastery and Expertise Key Indicators/Behaviour Acts as a role model for balance work, personal and family life Creates a culture that fosters high standards of values and ethics Instills mutual trust and confidence with/among groups and individuals Demonstrates consistency between words and actions Models a sense of responsibility and commitment to the department/organisation. Customer Focus The genuine desire and ability to anticipate, understand, meet or exceed the needs of internal and external customers. This includes seeking first-hand information from customers, using own technical knowledge and consulting skill to go beyond customers expressed needs as well as taking personal responsibility for continuously raising the standard of customer service. Level 1 Sound Understanding Key Indicators/Behaviour Knows who the customers are within and outside the organisation. Is personally aligned with the company mission in maintaining customer satisfaction. Level 2 Working Knowledge Key Indicators/Behaviour Meets the demands and requirements of customers and stakeholders. Attends to complains and dissatisfaction. Explains results and progress to customers and suggests possible solutions to address needs. Level 3 Can Do Key Indicators/Behaviour Applies strategies that can better anticipate, meet and exceeds customers expectations on time Uses whatever means available to meet needs of customers both internal and external. Level 4 Mastery and Expertise Key Indicators/Behaviour Establishes alliances that enable the department to supply appropriate services to its customers. Represents and speaks for the organisation Incorporates customers’ needs and expectations into business plans and strategies. Effective Communication The ability to actively listen, understand and respond appropriately when interacting with individuals and groups. This includes understanding what needs to be communicated and then using the best means or approach that will convince or influence others. Developing strategies to build relationships in order to gain the respect and trust of others and adjusting one’s style and method of communication to specific audiences is also indicative of this competency. Level 1 Sound Understanding Key Indicators/Behaviour Understands the elements and methods or style, of effective communication. Understands the importance of communication in business processes. Level 2 Working Knowledge Key Indicators/Behaviour Speaks, listens, reads and writes properly Uses appropriate channels, verbal cues and delivers message properly Responds appropriately when interacting with individuals and groups. Level 3 Can Do Key Indicators/Behaviour Expresses ideas effectively in both written and oral communication Picks up non-verbal clues and uses non-verbal information Effectively uses direct, open, two-way communication and read beyond what is said Alters own behaviour to respond appropriately. Level 4 Mastery and Expertise Key Indicators/Behaviour Fosters an atmosphere of open communication Sees things from anothers perspective Assesses the need of the audience in order to deliver the appropriate message and content Employs comprehensive understanding of issues and perspectives Drives action and enhance image of individuals and organisation. Interpersonal Effectiveness The ability to collaborate with and/or involve people inside and outside the organisation, delighting them without condescension or superiority and being open to their diverse viewpoints. This includes interacting well with various people and groups, defusing high-tension situations and possessing an earnest desire to work cooperatively with others – people, department, outside the organisation – for the organisation’s benefit. Level 1 Sound Understanding Key Indicators/Behaviour Knows the strategic persons to collaborate with from both inside and outside the organisation. Understands the needs, concerns and diverse viewpoints of people within and outside the organisation. Level 2 Working Knowledge Key Indicators/Behaviour Interacts with various people and groups, defusing high-tension situations and possessing an earnest desire to work cooperatively with others – people, department, outside the organisation – for the organisation’s benefit. Level 3 Can Do Key Indicators/Behaviour Builds good relationships with people within and outside of the organisation to identify or resolve differences, issues and obstacles. Involves other departments or work units and strengthens work relationships with them to facilitate own department objectives. Level 4 Mastery and Expertise Key Indicators/Behaviour Develops and maintains a strong network of contacts in the industry and outside the company and uses this to promote the companys reputation. Actively builds lasting business relationships with other department or companies, private and government institutions. Relationship Management The ability to identify important parties, from government to industry bodies, labor organisations to media, pressure groups to financial institutions, key customers to other departments/companies. This includes assessing their needs, values, motivations, objectives and constraints as well as establishing strategic relationships and managing conflicting demands, interests and/or loyalties. Level 1 Sound Understanding Key Indicators/Behaviour Understands the company structure and organisational set-up. Level 2 Working Knowledge Key Indicators/Behaviour Is able to address the appropriate people in the organisation in light of a specific need or issue. Level 3 Can Do Key Indicators/Behaviour Establishes partnership with both external and internal parties, from business units to government, industry bodies to labor organisations, media and pressure groups, financial institutions and key customers Identifies ways and means to tap the expertise, commitment and support of various parties. Level 4 Mastery and Expertise Key Indicators/Behaviour Promotes a productive organisational culture by developing effective give and take relationships. Maximizes opportunities to build long term productive relationship. Read More