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Job/Candidate Profile
POSITION:
ESSENTIAL FUNCTIONS:
(From Job Description)
ORGANIZATIONAL CULTURE
University(suggestions:) Bureaucracy, hierarchy, diverse, admin vs. academic, community politics
Office(suggestions:) Multi-team, multi-task, changing priorities, emphasis on written & verbal communication
Team
COMPETENCIES
Education/Experience/Knowledge
--
-
Intellectual
- -
- -
Interpersonal
- -
- -
Motivation
- -
- - 58
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CompetencyQuestion(s)
Conceptual
Problem Solver
Customer Service
Please give us an example from your past experience where a supervisor or client
asked you to solve a problem or produce a deliverable, and the instructions were vague
and non-specific.
What thought process did you go through and what actions did you take to meet the
objective?
Conceptual Please give us an example from your past experience where you had to developspecifications based on needs and requirements of clients. What thought process
did you go through to develop the specifications based on needs of the clients?
Proposed follow-up questions:
What outside the box thinking, if any, did you engage in to meet client needs?
What methods did you use to track and resolve client issues as they arose?
Continuous Learner
Information Seeker
Describe a work-related situation where you found yourself without the specific
technical knowledge to perform a task essential to a project. What did you do?
Continuous LearnerPlease tell us about a time when you made a mistake in the workplace or made a bad
decision. How did you recover? What did you learn that you could apply in
future situations?
CreativePlease describe a situation where you came up with a creative solution to a problem.
Customer ServiceFrom your past experience, how have you managed a situation where your customers
request was extremely out of proportion with available services.
(If they havent had such an experience, ask them: How would you imagine
you would manage the situation?)
Follow-up Probe:
If I asked, what feedback would the customer give me about the interaction?
Customer Service From your past experience, how have you handled a situation where your customer
requested services from you that were not within your job description.
What did you tell the customer?
How was the situation resolved?(If they havent had such an experience, ask them: How would you imagine you
would handle the situation?)
Follow-up Probe:
If I asked, what would the customer tell me about how you handled the situation?
Detail Oriented
Continuous
Improvement
Please give us an example of a situation where your attention to detailsaved your
employer time and money.
Follow-Up Question
Can you give us an example of a situation where you could have paid more attention
to detail? What were the results? How did you apply what you learned to future
tasks?
Detail oriented
ContinuousImprovement
Can you give us an example of a situation where you could have paid more attention
to detail? What were the results? What did you learn from this experience that youapplied to future tasks?
Develops Others
(trainer)
Part of this job is to improve the training skills of subject matter experts in the office.
What are the steps you would take to accomplish this?
Develops Others
(for managers &
supervisors)
Succession planning is becoming more critical as University employees start retiring at
greater rates. As a supervisor, what do you see as your responsibility in this area?
Develops Others
(for managers &
supervisors)
Part of this job is staff technical development.
What approaches would you take to accomplish this?
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Interview Questions
[Position / Team]
[Month / Year]
Instructions to Panel: Please use a separate note pad for notedo not take notes on this copy.
OPENING (Interview Lead)
Introduce Panel Members
Present basic information about EH&S (Job Description and Organization Chart) Provide any other information you would like the candidate to know
Describe structure of the interview:
- Were going to take turns asking you some questions about your background and experiences.- Well give you a chance to ask us some questions about the position and the organization.- Well present some closing information.- Also, well be taking a few notes as we go so we can remember what weve discussed today.
Interview Questions
I. Initial Questions
Who Ask? QUESTION
We've looked at your resume and qualifications and wonder if you could elaborate abit about your current (or most recent) job as it relates to this position.
Prompts for (optional) probing questions (based on answer):
- Why do you suppose. . .
- How were you able to. . .
- What would your (manager/team, etc.) say
about. . .
(and all)
Based on our review of your resume, we have some specific questions.
(Questions from Application - Note in advance of interview)
II. Technical Questions
Who Ask? COMPETENCIES QUESTION
Looking for:
Looking for:
III. Competency Probes
Who Ask? COMPETENCIES QUESTION
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Who Ask? COMPETENCIES QUESTION
NEXT
INTERVIEWERNow were going to switch from technical questions to questions focusing on yourpast experiences.
Probing Questions:
Probing Questions:
Instructions to panel: This is the time to probe for any competencies from the Job Profile that havent been
addressed by the candidates answers. Additional competency questions are listed on the last page.
IV. Wrap-Up
NEXT INTERVIEWER: We just have a few more wrap-up questions.
What were you hoping wed ask today, but didnt?
For our records, could you please tell us how you heard abouthis job opportunity?
Do you have any questions for us?
(Optional)
If you are the successful candidate, when would you be able start?
Interview
Lead
(Only include if Criminal
background check is required)
IMPT STATEMENT
As you know, this position is considered sensitive and willrequire a criminal background check. Please understand thaif you are the successful candidate, you will be able to startworking in the position, but continued employment will becontingent upon you passing the criminal background check
Closing Statements:
Ask for references
Explain next phases of the process and anticipated timeline
If you like this candidate, sell the job, the department, and the University!!
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BALANCE SHEET
Applicant: Date:
Fit with Job/Candidate Profile:
! Outstanding ! Good ! Acceptable ! Fair ! Not at all
COMPETENCIES
STRENGTHS (+) LIMITATIONS ( )
EDUCATION/EXPERIENCE/KNOWLEDGE
INTELLECTUAL
INTERPERSONAL
MOTIVATION
COMMENTS:
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Survey: Behavioral Anchors Vali dation Survey
Final Survey Report - May 22, 2012
Please indicate your position on campus
Manager or supervisor Non-represented staff Represented staff Faculty Responses
Please indicate your position on campus42.7%
32
52.0%
39
5.3%
4
0.0%
075
How many years have you been employed at UC Berkeley?
Less than 1 year 1 to 4 years 5 to 9 years 10 to 14 years 15 to 19 years 20 or more years Responses
How many years have you been employed at UC Berkeley?4.1%
3
17.6%
13
25.7%
19
27.0%
20
10.8%
8
14.9%
1174
Meets Expectations (ME) in Resource Management & Stewardship
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
HigherResponses
Uses time an d efforts of others effectively67.6%
50
20.3%
15
6.8%
5
1.4%
1
0.0%
0
4.1%
374
Uses and manages fin ancial resour ces efficiently an d effectively 75.7%56
16.2%12
2.7%2
2.7%2
1.4%1
1.4%1
74
Demonstrates effective organization, prioritization and time management skills70.3%
52
20.3%
15
4.1%
3
4.1%
3
0.0%
0
1.4%
174
Engages in practices that conserve energy and environmental resources35.1%
26
41.9%
31
12.2%
9
4.1%
3
2.7%
2
4.1%
374
Understands and applies safety standards; reports and corrects safety problems52.7%
39
31.1%
23
6.8%
5
2.7%
2
1.4%
1
5.4%
474
Keeps abreast of and applies relevant policies, practices, and procedures appropriately59.5%
44
25.7%
19
6.8%
5
2.7%
2
1.4%
1
4.1%
374
Takes responsibility for campus property, intellectual property and campus-related data64.4%
47
24.7%
18
2.7%
2
1.4%
1
0.0%
0
6.8%
573
Is accoun table for work responsibi li ties and actions75.7%
56
12.2%
9
2.7%
2
6.8%
5
0.0%
0
2.7%
274
Demonstrates integrity through honest and ethical practices83.8%
62
10.8%
8
2.7%
2
1.4%
1
0.0%
0
1.4%
174
FOR MANAGERS: Utilizes direct reports effectively to leverage their skills and strengths to
accomplish goals efficiently and effectively
75.8%
50
16.7%
11
3.0%
2
1.5%
1
0.0%
0
3.0%
2
66
Meets Expectations (ME) for Service Focus
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
Higher Responses
Is attentive and responsive to the needs of clients; exhibits positive and welcoming attitude90.4%
66
8.2%
6
1.4%
1
0.0%
0
0.0%
0
0.0%
073
Handl es difficul t or demandin g clien ts with patience, tact and grace70.8%
51
16.7%
12
4.2%
3
0.0%
0
0.0%
0
8.3%
672
Accur ately identifi es and anticipates clien t's needs57.5%
42
23.3%
17
6.8%
5
1.4%
1
1.4%
1
9.6%
773
Follows through on commitments and responds to customers in a timely manner, i.e. do
what you say you are going to do
91.8%
67
4.1%
3
4.1%
3
0.0%
0
0.0%
0
0.0%
073
Consistently provides quality service and solutions to customer needs84.9%
62
9.6%
7
1.4%
1
0.0%
0
0.0%
0
4.1%
3
73
Flexible i n maki ng adju stments in service delivery process61.1%
44
23.6%
17
6.9%
5
0.0%
0
1.4%
1
6.9%
572
Assists clients to navigate the system by explaining the resources available on campus and
how to make contact
65.8%
48
21.9%
16
2.7%
2
1.4%
1
0.0%
0
8.2%
673
FOR MANAGERS: I ntervenes to address and resolve issues in service deli very80.3%
53
12.1%
8
4.5%
3
0.0%
0
0.0%
0
3.0%
266
Meets Expectations (ME) for Teamwork and Collaboration
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
Higher Responses
Builds collaborative relationships to solve problems and achieve common goals64.4%
47
17.8%
13
4.1%
3
0.0%
0
0.0%
0
13.7%
1073
Treats all team members with respect and accepts individual differences90.4%
66
4.1%
3
0.0%
0
1.4%
1
1.4%
1
2.7%
2
73
Consistently keeps others informed and up to date with relevant information; generous
in sharing kn owledge
78.1%
57
11.0%
8
2.7%
2
1.4%
1
1.4%
1
5.5%
473
65 3% 19 4% 4 2% 0 0% 0 0% 11 1%
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56 11 1 3 0 2
Fulfills commitments on time that contribute to meeting team goals80.3%
57
14.1%
10
2.8%
2
0.0%
0
0.0%
0
2.8%
271
FOR MANAGERS: Leverages each team member's expertise and strengths81.5%
53
9.2%
6
0.0%
0
3.1%
2
1.5%
1
4.6%
365
Unsatisfactory (U) for Resource Management & Stewardship
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
Higher Responses
Wastes time an d efforts of others88.1%
37
11.9%
5
0.0%
0
0.0%
0
0.0%
0
0.0%
042
In appropriate use or management of fin ancial resources88.1%
37
9.5%
4
0.0%
0
2.4%
1
0.0%
0
0.0%
042
Lacks organi zation, prioritization and time management skill s61.0%
25
24.4%
10
14.6%
6
0.0%
0
0.0%
0
0.0%
041
Is wasteful of energy and envir onmental r esour ces45.2%
19
38.1%
16
9.5%
4
4.8%
2
2.4%
1
0.0%
042
Engages in practices that violate safety standards and puts self and others at risk85.7%
36
2.4%
1
7.1%
3
0.0%
0
4.8%
2
0.0%
042
Disregards un iversity poli cies and pr ocedures or u ses poli cies and procedures to hi nder
progress
81.0%
34
9.5%
4
4.8%
2
0.0%
0
2.4%
1
2.4%
142
Exhibits carelessness that results in a loss of or destruction of campus property, intellectual
property and campu s-related data
81.0%
34
16.7%
7
0.0%
0
0.0%
0
0.0%
0
2.4%
142
Finds fault with others or makes excuses for one's lack of performance61.9%
26
23.8%
10
11.9%
5
0.0%
0
2.4%
1
0.0%
042
Engages in activities in a dishonest or unethical mann er90.5%
38
2.4%
1
2.4%
1
0.0%
0
2.4%
1
2.4%
142
FOR MANAGERS: Consistently u tilizes direct reports resources in a manner that isin efficient and wasteful
82.1%32
15.4%6
2.6%1
0.0%0
0.0%0
0.0%0
39
Needs Improvement (I) for Resource Management & Stewardship
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
Higher Responses
Uses time and efforts of others ineffectively77.5%
31
15.0%
6
0.0%
0
2.5%
1
2.5%
1
2.5%
140
Is ineffective and inefficient in using and managing financial resources75.0%
30
17.5%
7
0.0%
0
2.5%
1
2.5%
1
2.5%
140
Demonstrates ineffective organization, prioritization and time management skills72.5%
29
22.5%
9
0.0%
0
0.0%
0
2.5%
1
2.5%
140
Does not consistently participate in energy conservation practices36.8%
14
42.1%
16
15.8%
6
0.0%
0
2.6%
1
2.6%
138
Does not consi stently adhere to safety standards 78.9%30
13.2%5
5.3%2
0.0%0
0.0%0
2.6%1
38
Lacks awareness of or mi suses un iversity poli cies and procedures64.1%
25
28.2%
11
0.0%
0
0.0%
0
5.1%
2
2.6%
139
Demonstrates lack of responsibility for campus property, intellectual property and campus-
related data
69.2%
27
25.6%
10
0.0%
0
0.0%
0
2.6%
1
2.6%
139
Lacks accountability for work responsibi li ties and actions79.5%
31
12.8%
5
0.0%
0
0.0%
0
5.1%
2
2.6%
139
In consistently deals with situations in an h onest and ethi cal manner76.9%
30
17.9%
7
0.0%
0
0.0%
0
2.6%
1
2.6%
139
FOR managers: Underu tilizes direct reports resources in a way that resul ts in i neffici ency
toward accomplishing goals
73.0%
27
13.5%
5
5.4%
2
0.0%
0
5.4%
2
2.7%
137
Exceeds expectations (EE) for Resource Management & Stewardship
StronglyAgree
SomewhatAgree
SomewhatDisagree
StronglyDisagree
MoveLower
MoveHigher
Responses
Is h igh ly effective in use of others time and efforts79.5%
31
17.9%
7
0.0%
0
0.0%
0
2.6%
1
0.0%
039
Seeks tools and techn iqu es to save money, time an d effort82.1%
32
17.9%
7
0.0%
0
0.0%
0
0.0%
0
0.0%
039
Practices high ly effective organization, prioritization and time management skil ls82.1%
32
15.4%
6
0.0%
0
0.0%
0
0.0%
0
2.6%
139
Engages in practices that conserve energy and environmental resources for the unit or
campus
59.0%
23
30.8%
12
5.1%
2
0.0%
0
5.1%
2
0.0%
039
Creates an environment committed to upholding safety standards56.4%
22
23.1%
9
7.7%
3
0.0%
0
12.8%
5
0.0%
039
Applies policies, practices and procedures in a manner that improves processes84.6%
33
7.7%
3
2.6%
1
2.6%
1
2.6%
1
0.0%
039
Takes initiative to improve or safeguard campus property, intellectual property and
campus-related data
73.0%
27
27.0%
10
0.0%
0
0.0%
0
0.0%
0
0.0%
037
Models accoun tabili ty for one' s own actions that in spires others to do the same84.6%
33
15.4%
6
0.0%
0
0.0%
0
0.0%
0
0.0%
039
Consistently in corporates a hi gh level of in tegrity in all practices; addresses unethical
behaviors responsibl y
84.6%
33
15.4%
6
0.0%
0
0.0%
0
0.0%
0
0.0%
039
FOR MANAGER S: Is hi ghl y effective in leveraging staff skil ls and strengths to 83 3% 11 1% 0 0% 0 0% 5 6% 0 0%
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Exceptional (E) for Resource Manag ement & Stewardship
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
HigherResponses
Model and influence others to work together more effectively75.0%
30
20.0%
8
2.5%
1
0.0%
0
2.5%
1
0.0%
040
Develops and implements new solutions that save money, time and effort87.5%
35
10.0%
4
0.0%
0
0.0%
0
0.0%
0
2.5%
140
Establishes a standard and shares knowledge with others in effective organization, prioritization
and time management ski ll s
84.6%
33
7.7%
3
2.6%
1
0.0%
0
5.1%
2
0.0%
039
Actively seeks in novative solutions for conserving energy and environmental r esources69.2%
27
20.5%
8
5.1%
2
0.0%
0
5.1%
2
0.0%
039
Establishes innovative practices that improve safety standards61.5%
24
25.6%
10
10.3%
4
0.0%
0
0.0%
0
2.6%
1
39
Contributes to improvement of policies and procedures that facilitate progress79.5%
31
15.4%
6
2.6%
1
0.0%
0
2.6%
1
0.0%
039
Develops and implements processes that ensure continued stewardship of campus property,
intellectual property and campus-related data
71.8%
28
20.5%
8
2.6%
1
0.0%
0
2.6%
1
2.6%
139
Encourages others to be accountable for work responsibilities and actions.71.8%
28
20.5%
8
2.6%
1
0.0%
0
2.6%
1
2.6%
139
Models and takes risks to maintain a hi gh level of in tegrity and h onesty81.6%
31
15.8%
6
0.0%
0
0.0%
0
2.6%
1
0.0%
038
FOR MANAGER S: Establishes in novative practices for the u ni t or campus in efficiently leveraging
staff skil ls and strengths to accomplish goals efficien tly
83.3%
30
13.9%
5
0.0%
0
0.0%
0
2.8%
1
0.0%
036
Unsatisfactory (U) for Service Focus
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
Higher Responses
Is di srespectful or ru de to clien ts97.4%
38
0.0%
0
2.6%
1
0.0%
0
0.0%
0
0.0%
039
Is defensive or in appropriate with di fficul t cli ents79.5%
31
12.8%
5
5.1%
2
0.0%
0
2.6%
1
0.0%
039
Unable to accurately identify or respond to client needs71.8%
28
20.5%
8
5.1%
2
0.0%
0
0.0%
0
2.6%
139
Consistently fai ls to follow through on commitments made to customer92.3%
36
7.7%
3
0.0%
0
0.0%
0
0.0%
0
0.0%
039
Does not provide service or avoids doing the required work94.9%
37
5.1%
2
0.0%
0
0.0%
0
0.0%
0
0.0%
039
Un wil li ng or un able to make changes in the way service is delivered79.5%
31
17.9%
7
0.0%
0
0.0%
0
2.6%
1
0.0%
039
Refers client to incorrect or inappropriate resources69.2%
27
30.8%
12
0.0%
0
0.0%
0
0.0%
0
0.0%
039
FOR MANAGERS: Does not address complaints or problems identified by staff or clients
regarding service delivery
94.4%
34
5.6%
2
0.0%
0
0.0%
0
0.0%
0
0.0%
036
Needs Improvement (I) for Service Focus
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
Higher Responses
Appears u navailable or u ni nterested to cli ents78.9%
30
13.2%
5
2.6%
1
0.0%
0
2.6%
1
2.6%
138
Is impatient with or unable to handle difficult clients73.7%
28
13.2%
5
2.6%
1
0.0%
0
7.9%
3
2.6%
138
Does not seek to ful ly u nderstand clien t's needs76.3%
29
15.8%
6
2.6%
1
0.0%
0
2.6%
1
2.6%
138
Occasional ly fai ls to follow through on commitments made to customer73.7%
28
21.1%
8
0.0%
0
0.0%
0
0.0%
0
5.3%
238
Often provides services or solu tions that does not meet the expected level of service76.3%
29
18.4%
7
2.6%
1
0.0%
0
0.0%
0
2.6%
138
Difficulty making adjustments to the service delivery process 68.4%26
23.7%9
5.3%2
0.0%0
0.0%0
2.6%1
38
Has diffi culty identifyin g resour ces that meets the clien t's needs71.1%
27
21.1%
8
2.6%
1
0.0%
0
2.6%
1
2.6%
138
FOR MANAGERS: I s not effective in resolvin g problems and issues that arise in
service delivery
91.2%
31
5.9%
2
0.0%
0
0.0%
0
0.0%
0
2.9%
134
Exceeds Expectations (EE) for Service Focus
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
Higher Responses
Engages with the client in a manner that fosters positive associations with the
university
79.5%
31
17.9%
7
0.0%
0
0.0%
0
0.0%
0
2.6%
139
Shifts diffi cult cli ent situations i nto positive results76.9%
30
17.9%
7
0.0%
0
0.0%
0
2.6%
1
2.6%
139
Accurately identifi es and addresses un derlyin g n eeds, n ot ju st the pr oblempresented
94.9%37
2.6%1
0.0%0
0.0%0
2.6%1
0.0%0
39
Follows through on commitments despite time pressures and obstacles87.2%
34
7.7%
3
0.0%
0
2.6%
1
2.6%
1
0.0%
039
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Teaches cli ents to access resour ces with greater ease and for better resul ts.
33
.
5
.
0
.
0
.
0
.
139
FOR MANAGERS: Anticipates service delivery problems and proactively works with
staff to reduce i mpact
91.7%
33
5.6%
2
0.0%
0
0.0%
0
2.8%
1
0.0%
036
Exceptional (E) for Service Focus
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
Higher Responses
Mentors others in superior customer relations84.6%
33
12.8%
5
0.0%
0
0.0%
0
2.6%
1
0.0%
039
Assists others in deali ng wi th difficu lt clients82.1%
32
12.8%
5
2.6%
1
0.0%
0
2.6%
1
0.0%
0
39
Proactively antici pates and responds to cli ent's needs84.2%
32
13.2%
5
0.0%
0
0.0%
0
2.6%
1
0.0%
038
Takes extraordin ary actions to meet customer n eeds81.6%
31
15.8%
6
2.6%
1
0.0%
0
0.0%
0
0.0%
038
Seeks innovative ways to improve service delivery86.8%
33
5.3%
2
0.0%
0
0.0%
0
7.9%
3
0.0%
038
Develops and i mplements signifi cant improvements in service delivery81.6%
31
15.8%
6
2.6%
1
0.0%
0
0.0%
0
0.0%
038
Acts as a guide and advocate when referring clients to other resources76.9%
30
20.5%
8
0.0%
0
0.0%
0
2.6%
1
0.0%
039
FOR MAN AGERS: Identifi es and i mplements inn ovative strategies to improve service
or resolve problem
83.3%
30
11.1%
4
0.0%
0
0.0%
0
5.6%
2
0.0%
036
Unsatisfactory (U) for Teamwork and Collaboration
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
Higher Responses
Does not cooperate wi th others to achieve assign ed goals89.7%
35
10.3%
4
0.0%
0
0.0%
0
0.0%
0
0.0%
039
Is disrespectful or disruptive as a member of the team; dominates team discussions or
limits ability of others to contribute
87.2%
34
12.8%
5
0.0%
0
0.0%
0
0.0%
0
0.0%
039
Does not share or withholds necessary information and knowledge from the team94.9%
37
5.1%
2
0.0%
0
0.0%
0
0.0%
0
0.0%
039
Unable to resolve or constructively manage conflicts79.5%
31
15.4%
6
2.6%
1
0.0%
0
0.0%
0
2.6%
139
Unwilling to working outside of comfort zone to support team and goals64.1%
25
30.8%
12
0.0%
0
2.6%
1
0.0%
0
2.6%
139
Rarely participates in team meetings, activities, and group work69.2%
27
20.5%
8
5.1%
2
0.0%
0
2.6%
1
2.6%
139
Is consistently late or does not fulfill commitments to the team84.6%
33
7.7%
3
2.6%
1
0.0%
0
2.6%
1
2.6%
139
FOR MANAGERS: Leads teams in wh ich members do not feel engaged or valued69.4%
25
22.2%
8
5.6%
2
2.8%
1
0.0%
0
0.0%
036
Needs Improvement (I) for Teamwork and Collaboration
Strongly
Agree
Somewhat
Agree
Somewhat
Disagree
Strongly
Disagree
Move
Lower
Move
HigherResponses
Has difficulty cooperating with others to achieve assigned goals82.1%
32
17.9%
7
0.0%
0
0.0%
0
0.0%
0
0.0%
039
On occasion displays behaviors and actions that are inconsistent with expected workplace
courtesy, respect and individual consideration
84.6%
33
12.8%
5
0.0%
0
0.0%
0
0.0%
0
2.6%
139
In consistently shares in formation and k nowledge with the team; provides confu sing or
in accurate in formation
84.6%
33
10.3%
4
2.6%
1
0.0%
0
0.0%
0
2.6%
139
Often r eacts unpr oductively in situations wi th conflicts or difference of opinions84.6%
33
10.3%
4
2.6%
1
0.0%
0
0.0%
0
2.6%
139
Resi stant to working outside of comfort zone to support team and goals 71.8%
28
25.6%
10
2.6%
1
0.0%
0
0.0%
0
0.0%
039
Often does not participate in meetings and group work66.7%
2