Presentation is loading. Please wait.

Presentation is loading. Please wait.

Business Behaviors Performance Scales

Similar presentations


Presentation on theme: "Business Behaviors Performance Scales"— Presentation transcript:

1 Business Behaviors Performance Scales
Definition Growth Mindset Relentlessly pursues profitable growth for BCCL. Sets aggressive targets based on market opportunities and executes against those with an eye towards breakthrough performance. Develops self and others. Speed Acts with a sense of urgency. Recognizes that speed and responsiveness are competitive advantages. Workplace that is Open, Supportive and Diverse Recognizes that people flourish in an open and supportive environment. Values diversity in all its forms, and encourages the candid expression of ideas. Freely exchanges points of view in order to make the best business decisions. Once a decision is made, supports others in pursuit of common goals. Obsessed with Customers and about Competitors Is driven by an external perspective of work, focuses on the needs of current and potential customers. Understands how our offerings compare with those of other companies in providing better value to customers. Innovation Seeks Opportunities and Solutions by being Innovative and Enterprising. Utilizes learning and resourcefulness to generate ideas, innovate, recognize opportunities and develop solutions.

2 Growth Mindset Definition
Relentlessly pursues profitable growth for BCCL. Sets aggressive targets based on market opportunities and executes against those with an eye towards breakthrough performance. Develops self and others. Development Need Behavior Effective Behavior Role Model Behavior Breakthrough Performance Is satisfied with the current level of performance and past successes. Has raised performance standards incrementally Has demonstrated breakthrough performance in at least one area of the role Profitable Growth Focuses on work based on its familiarity or because it is well established. Is satisfied with status quo Focuses on work that incrementally support revenue maximization / cost optimization. Focuses on work that significantly supports revenue maximization / cost optimization Self Development Is satisfied with his/her current level of learning / knowledge Develops self by enhancing his/her knowledge in his/her current role Develops self by enhancing his/her knowledge beyond the current role Development of Others Is satisfied with the team's current level of learning / knowledge Develops the team by enhancing their knowledge for the current role Develops the team by providing them training which is beyond the current role Overall Attribute Rating (Check One)

3 Speed Definition Acts with a sense of urgency without compromising on product / service quality. Recognizes that speed and responsiveness are competitive advantages. Development Need Behavior Effective Behavior Role Model Behavior Action Generally falls behind agreed timelines. Meets agreed timelines. Significantly exceeds agreed timelines. Empowerment Withholds information, resources, or authority needed by others to be effective. Readily shares necessary information, resources and provides approvals as and when needed. Equips others to be responsive to external and internal customers; eliminates unnecessary roadblocks and provides timely approvals. Rapid Adjustment Perpetuates activities or objectives despite evidence of little success. Identifies activities which are unproductive and highlights them Quickly stops and redirects unproductive activity. Overall Attribute Rating (Check One)

4 Workplace: Open, Supportive, and Diverse
Definition Recognizes that people flourish in an open and supportive environment. Values diversity in all its forms, and encourages the candid expression of ideas. Freely exchanges points of view in order to make the best business decisions. Once a decision is made, supports others in pursuit of common goals. Development Need Behavior Effective Behavior Role Model Behavior Openness Echoes others’ sentiments or offers little input. Avoids dealing with conflict and difficult or awkward issues. Treats others respectfully in challenging or stressful situations. Is available for resolution of conflicts. Speaks up even when his/her own views are not popular. Discusses problems openly and addresses conflicts. Responds defensively to feedback. Accepts feedback openly and non-defensively. Invites others’ feedback and acts as appropriate. Disguises or fails to give important feedback. Provides feedback openly. Provides recognition and candid, constructive feedback to others. Diversity Places greatest value on input from higher levels or from others of like mind. Gathers and values inputs from all sources. Seeks out and takes advantage of the variety of perspectives and opinions within the business. Evaluates ideas on their merit, not on the level or background of the originator. Supportiveness Undermines decisions already made. Supports decisions or agreements that are made. Identifies ways to strengthen and efficiently implement the decisions taken. Provides strong advocacy. Teamwork Focuses on his/her own individual goals at the expense of the team. Constructively contributes to help the team to achieve agreed objectives. Gives inputs, ideas and periodic feedback. Works seamlessly with others, including across departments, to meet agreed objectives. Actively contributes to the success of co—workers and other team members. Overall Attribute Rating (Check One)

5 Obsessed with Customers and about Competitors
Definition Is driven by an external perspective of work, focuses on the needs of current and potential customers. Understands how our offerings compare with those of other companies in providing better value to customers. Development Need Behavior Effective Behavior Role Model Behavior Customer-Driven Focus Has a vague or inaccurate understanding of his/her own role in providing value to external customers. Is unsure of his/her own external/internal customers. Understands his/her own role in providing value to external customers. Knows some of his/her external/internal customers’ needs. Can clearly describe his/her own role in providing value to BCCL’s external customers. Knows his/her own internal/external customers’ needs. Competitive Value Limited knowhow of company's products and services Expert knowhow of company's products and services and basic knowledge of competitor's products and offerings. Understands BCCL’s products, methods, and processes. Produces, and expects from others, best-in-class work and excellent competitive value. Outstanding Service Delivers only those results that can be easily accomplished. Meets customer expectations in delivering quality and timely results. Exceeds customer expectations in delivering high quality, timely results. Overall Attribute Rating (Check One)

6 Innovation Definition
Seeks Opportunities and Solutions by being Innovative and Enterprising. Utilizes learning and resourcefulness to generate ideas, innovate, recognize opportunities and develop solutions. Development Need Behavior Effective Behavior Role Model Behavior Acceptance of Failure Prefers to operate in a safe environment. Discourages / avoids / resists new ideas. Encourages experimentation and is willing to accept failures. Encourages Idea generation Drives experimentation and idea generation and is willing to accept failures Risk Appetite Is not willing to pursue new ideas or take risk Identifies new ideas from sources within and outside the organisation and is not averse to risk Pursues new ideas from sources within and outside the organisation and is willing to take calculated risk "Out of Box" Thinking Applies the same standard solutions to problems much of the time. Devises workable solutions to non-routine problems. Devises original, unusual and successful solutions to non-routine problems Rarely challenges the adequacy and quality of traditional thinking. Consistently questions and challenges the adequacy and quality of traditional thinking. Is widely respected as a creative thinker and as a go to person for innovative solutions Overall Attribute Rating (Check One)

7 Leadership Attributes Performance Scales

8 Leadership Attributes Performance Scales
Definition Creates and drives a vision Takes a balanced view and builds a shared vision with others; acts as a catalyst for organizational change; influences others to translate vision into action. Strategic Thinking Drive and ability to take account of the broader organization and its wider context; and to plan actions to seize future opportunities and address problems. Acquires Develops and Retains Talent Anticipates future talent need, develops appropriate sourcing strategies, engages & grooms internal talent by providing supportive environment to ensure sustained high performance and aligned with the company's growth need. Problem Solving and Decision Making Uses professional wisdom, analytical and creative thinking skills to solve difficult problems and make good decisions; appropriately incorporates multiple inputs to establish shared ownership for effective action. Builds and Manages Relationships Responds and relates well to people in all positions; is seen as a team player, and is co-operative; Looks for common ground, and resolves conflict. Acts with Flexibility / Versatility Adapts effectively and supports team members to respond appropriately to changes in work structures, processes and business environment so as to sustain / enhance performance. Achieves Results through Others Provides direction; sets stretch goals, helps create a work plan, assigns responsibilities and allocates resources.

9 Creates and Drives a Vision
Definition Takes a balanced view and builds a shared vision with others; acts as a catalyst for organizational change; influences others to translate vision into action. Development Need Behavior Effective Behavior Role Model Behavior Creating and communicating a shared Vision Unable to create a vision Creates and communicates the vision to the team Co-creates a vision with the team Aligning Efforts to Vision Acts in a manner that is not consistent with the vision Assigns tasks/activities to the team that are aligned to the vision Encourages and inspires the team to propose and work on initiatives/tasks that align to the vision Overall Attribute Rating (Check One)

10 Strategic Thinking Definition
Drive and ability to take account of the broader organization and its wider context; and to plan actions to seize future opportunities and address problems. Development Need Behavior Effective Behavior Role Model Behavior Business and Company understanding Does not demonstrate adequate understanding of the business Understands Company's business model; occasionally generates ideas for enhancing growth / competitiveness. Contributes business ideas that significantly influence business strategy at an organizational level. Product & Market awareness Has a limited awareness of Company's products and services and competitive offerings Has a fair understanding of the Company's products and services and competitor's offerings. Spots opportunities and suggests ideas for continued growth. Has a thorough understanding of the Company's products and services including those of competitors. Understands evolution of customer needs and creates strategies for sustained growth. Perspective Is focused only on day-to-day operational issues Thinks over a 1-2 yrs time horizon while addressing business issues Maintains a long-term, big picture view; at the same time has a perspective of short term performance issues Overall Attribute Rating (Check One)

11 Acquires, Develops and Retains Talent
Definition Anticipates future talent need, develops appropriate sourcing strategies, engages & grooms internal talent by providing supportive environment to ensure sustained high performance and aligned with the company's growth need. Development Need Behavior Effective Behavior Role Model Behavior Acquires Talent Lacks perspective on talent needs. Does not readily participate in selection processes. Has difficulty in articulating Employee Value Proposition. Unable to attract talent and positions remain unfilled. Has perspective on current talent needs; contributes to the development of Talent acquisition strategies. Showcases BCCL Employee Value Proposition. Attracts and on boards talent in a timely manner. Has perspective on current and future talent needs, contributes to the development of a compelling Employee Value Proposition and articulates it effectively. Demonstrates ownership of the hiring process and naturally attracts talent. Brings in high quality talent in a timely manner. Develops Talent Does not engage in development discussions; fails to support individual's development planning efforts. Gives little feedback; focuses on the person instead of the behavior while giving feedback. Engages in development planning for all direct reports, considering current job performance and career goals; proactively suggests challenging and relevant development opportunities and takes accountability for their achievement. Develops others through continuous coaching, feedback and encouragement; regularly assesses talent and creates individual development strategies to close gaps and build leadership bench-strength; shares expertise by engaging in mentoring relationships. Retains Talent Has limited understanding of team members' work and career aspirations; unable to create an engaging work environment; Has difficulty in motivating team members. Demonstrates good understanding of team members' work and career aspirations; creates an engaging work environment; keeps team members motivated Has an exceptional understanding of team members’ work and career aspirations; leverages this to create a highly engaging work environment; Motivates talent and grabs all opportunities for timely recognition of good work done. Overall Attribute Rating (Check One)

12 Problem Solving and Decision Making
Definition Uses professional wisdom, analytical and creative thinking skills to solve difficult problems and make good decisions; appropriately incorporates multiple inputs to establish shared ownership for effective action. Development Need Behavior Effective Behavior Role Model Behavior Problem Solving Draws conclusions prematurely, without having all the facts; develops solutions that only partially meet business needs due to gaps in technical/professional knowledge. Gathers sufficient information from available sources; develops solutions that resolve business issues; actively guides others in interpreting and solving business/ technical issues. Assimilates and analyzes all relevant information from multiple sources; solves problems using creativity and advanced technical/professional skills; delivers solutions that have a positive, far-reaching, organizational impact; accurately explains concepts so that the team members understand and apply them. Bias for Action "Analysis paralysis", tends to over analyze to the point that work is not always completed in time. Makes timely decisions, communicates underlying rationale and monitors its implementation Involves others in the decision making process; ensures timely and correct decisions; builds commitment / ownership and follows through for effective and timely implementation. Overall Attribute Rating (Check One)

13 Builds and Manages Relationships
Definition Responds and relates well to people in all positions; is seen as a team player, and is co-operative; Looks for common ground, and resolves conflict. Development Need Behavior Effective Behavior Role Model Behavior Builds Relationships Responds and relates well to peers and to those in positions of authority; has difficulty in dealing with conflicts. Responds and relates well to people in all positions, inside and outside his/her organization or field of expertise; resolves conflicts in timely manner. Responds and relates extremely well to people in all positions, initiating and maintaining relationships inside and outside his/her organization and field of expertise; demonstrates "win-win" approach in conflict situations. Seeks Help Hesitates to approach others for professional guidance and help. Values experience and likes to learn from those who have the relevant expertise. Esteems those with experience and openly relies on their expertise to benefit the organization. Provides Help Hesitates to share knowledge and resources; makes few offers to help others. Volunteers to help others; involves others in issues that impact them. Consistently develops and sustains co-operative working relationships. Overall Attribute Rating (Check One)

14 Acts with Flexibility / Versatility
Definition Adapts effectively and supports team members to respond appropriately to changes in work structures, processes and business environment so as to sustain / enhance performance. Development Need Behavior Effective Behavior Role Model Behavior Attitude towards Change Tends to resist change or lacks confidence to cope with change Exhibits positive attitude towards change. Accepts change as a way of life; helps team members develop a positive mindset towards change. Handling Ambiguity Is overly cautious in ambiguous and uncertain situations. Is effective in dealing with uncertain situations. Anticipates and proactively deals with uncertain situations. Planning for Change Is unclear about the implications /fall-outs of the change or unable to create a plan to deal with the change Clearly understands the implications and is able to provide a broad framework to deal with change Creates a concrete plan to deal with change and obtains buy-in of all stakeholders Support during Change Provides minimal explanation or support to the team during the transition Provides direction to the team; addresses team members' concerns/issues during the transition Provides direction and support as needed; builds team's capability; conducts periodic reviews and initiates course correction as needed. Overall Attribute Rating (Check One)

15 Achieves Results through Others
Definition Provides direction; sets stretch goals, helps create a work plan, assigns responsibilities and allocates resources. Development Need Behavior Effective Behavior Role Model Behavior Performance Planning Does not set clear goals or allocate tasks/priorities to the team Sets goals after due consultation; allocates well-defined tasks and communicates work priorities to the team Sets goals after due consultation and in addition, inspires the team to commit to stretch targets; evolves work plan with the team; ensures alignment with the overall organizational objectives. Work Review Provides inadequate feedback to team members; not comfortable in confronting performance issues Reviews achievement against targets and provides feedback in a constructive manner; resolves performance issues in a timely manner Reviews achievement against targets and provides feedback in a constructive manner; resolves performance issues in a timely manner; coaches team members to enhance their competence / confidence so as to ensure high performance. Resource Management Incorrectly estimates resource requirements; creates work/cost overrun situations. Overall slackness in execution. Correctly estimates resource requirements and plans work schedules accordingly. Ensures delivery as per agreed budget and timelines. Correctly estimates resource requirements and plans work schedules accordingly; Consistently surpasses agreed budget and timelines. Overall Attribute Rating (Check One)


Download ppt "Business Behaviors Performance Scales"

Similar presentations


Ads by Google