December 21, 2015
UVA Key Competency
Accountable for Results
Balanced Decision- making
Develops Self and Others
Strategic Focus
Teamwork
Uncommon Integrity
Works with Passion
Ability to Conceptualize
Adaptability
Builds Partnerships
Communicates Effectively
Creativity and Innovation
Critical Thinking
Delegates-Shares Responsibility
Facilitates Change
Gains Commitment
Impact
Individual Efficiency
Interpersonal Versatility
Leadership Presence
Manages Conflict
Manages Information
Mentors and Coaches
Organizational Agility
People Focus
Persistence
Plans and Organizes
Quality Focus
Technical/Professional Knowledge
Values Diversity and Equity
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UVA Key Competency
Name
UVA Key Competency Definition & Behavioral Interview Questions
1. Accountable for
Results
Takes responsibility for accomplishing goals and achieving quality results. Follows through on commitments; is always there in the
clutch.
Unsatisfactory
• Reluctant to set, accept or achieve
challenging goals
Effective
• Sets, accepts, and achieves
challenging goals
Exceptional
• Seeks out new goals and exceeds them
• Makes incomplete or unrealistic
commitments; needs frequent reminders
to complete tasks
• Makes realistic commitments and
follows through
• Takes calculated risks that achieve quality
results
• Demonstrates a lack of thoroughness or
accuracy; may favor speed over quality
• Demonstrates clear standards for
quality results; maintains timeliness
and quality
• Encourages and supports others to take
responsibility for results; is a role model for
others
• Does not complete tasks when
problems arise; gives up at the first
obstacle
• Effectively completes tasks even
when obstacles come up
• Remains effective in the face of significant
and/or long term obstacles
• Rarely asks questions needed to
accomplish tasks; conversely, may be
over dependent on others before taking
action
• Asks questions needed to accomplish
tasks
• Models openness and transparency in sharing
information
• Diminishes positive achievements; does
not take responsibility for negative
results and problems
• Acknowledges other’s positive
achievements; takes responsibility for
negative results and problems
• Takes responsibility for personal and
organizational success and failure
Behavioral Interview
Questions • Please describe in detail a project for which you were responsible. How did you carry out the project and what were the end results?
• Describe a situation in which you felt it was necessary to break company policy or alter procedures to get things done.
• How have you adjusted your style when it was not meeting the objectives and/or people were not responding correctly?
• Describe a project or situation that demonstrates you analytical abilities.
• Give an example of an important goal you set for yourself or a project you were responsible for in the past. Talk about your success in
reaching it and what might you have done differently?
• Could you provide us with an example that illustrates your ability to manage multiple priorities that had pre–defined deadlines? How
did you handle it? What was the result?
• Can you think of a situation in which an innovative course of action was needed? What did you do in this situation?
• In your present position, what standards have you set for doing a good job? How did you determine them?
• Have you ever had a subordinate whose performance was consistently marginal? If so, how did you address this?
• When given an important assignment, how do you approach it?
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2. Balanced Decision-
making
Makes effective decisions in a timely manner, sometimes with incomplete information and under tight deadlines and pressure; uses a
mixture of analysis, wisdom, experience, and judgment.
Unsatisfactory
• Doesn’t understand the decision-
making process.
Effective
• Identifies the need for a decision and
gathers related information
Exceptional
• Sought out by others for advice on decision-
making
• Frequently bases conclusions on little
or no input from others; may be biases
toward or against certain ideas or
people when making decisions
• Involves and informs others; listens to
different ideas; avoids bias
• Encourages information analysis and
exchange; creates a supportive environment
where diverse views can be explored
• Does not effectively analyze
information or alternatives • Analyzes information and considers
available alternatives
• Makes consistently effective decisions
in environments of complexity,
ambiguity and uncertainty
• Uses models and tools that improve the
decision making process
• Does not make timely decisions that
improve or resolve issues • Makes timely decisions that improve
or resolve issues
• Takes balanced risks with alternative
perspectives that redefine current thinking
and practices with
• Once a decision is reached, regardless
of the source, actions do not support it • Once a decision is reached, regardless
of the source, actively supports it
• Once a decision is made, regardless of the
source, serves as its advocate and leader
Behavioral Interview • We sometimes work in an environment where the rules or guidelines are not clear. Tell me about a time you have experienced this and Questions how did you react to it?
• Some people consider themselves to be "big picture people" and others are "detail oriented". Which are you? Give an example of a
time when you displayed this.
• Give an example of a time when you had to be quick in arriving to a decision.
• Give an example of a time when you had to make a decision when you know you did not have all the information. How did you arrive
at a decision and what might you have done differently?
• What is the toughest challenge you have had to face? How did you approach it?
• What have you learned from your mistakes?
• Give me an example of when you took a risk to achieve a goal. What was the outcome?
• Tell me/us about a time when you had to analyze information and make a recommendation. What kind of thought process did you go
through?
• Tell us about your experience in past jobs that required you to be especially alert to details while doing the task involved.
• Describe the steps you go through in order to make an important decision?
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3. Develops Self and
Others
Views learning and development as a lifelong endeavor. Identifies and pursues learning and career development goals. Effectively
applies new learning and development in daily work and career progression.
Unsatisfactory
• Does not actively participate in annual Learning & Career Development
Action Plan process
Effective
• Actively participates in annual Learning and Career Development
Action Plan process
Exceptional
• Has a long-term career development plan; supports others to do the same
• Aligns annual Learning and Career
Development Action Plan with long-term
career goals and supports others to do the
same
• Participates in few, if any, learning or
career development opportunities
• Actively participates in formal and on
the job learning or career development
opportunities
• Proactively identifies needs for development
and seeks out formal and on the job learning
or career development opportunities
• Has a history of success developing others
• Does not take part in, or effectively
function in, work projects unfamiliar or outside of one’s comfort zone
• Willing to take on work that is
unfamiliar or outside one’s comfort zone.
• Volunteers for “stretch” assignments in
different or challenging areas to develop new or more proficient skills
• Consistently seeks feedback from others to
improve
• Does not or rarely applies knowledge
learned to practical use in daily work
• Applies new skills or knowledge to
practical use in daily work
• Serves as a mentor/coach in area/s of
expertise to someone in the organization
• Uses a mix of selecting talent and developing it to support the needs of the department
Behavioral Interview • How would you describe your leadership and management skills and style? Questions • Describe a time when you were not very satisfied with your own performance or the performance of someone who reported to you.
What did you do about it?
• How do you make the decision to when to delegate work?
• Give me an example of an important goal you had to set and tell me about your progress in reaching that goal. What steps did you
take?
• How do you go about setting goals with subordinates? How do you involve them in this process?
• What performance standards do you have for your unit? How have you communicated them to your subordinates?
• Describe a time when you tried to persuade another person to do something that they were not very willing to do.
• Give me an example of the situation that you are most proud of that you believe highlights your leadership.
• How do you coach an employee in completing a new assignment?
• What have you done to develop your subordinates? Give an example.
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4. Strategic Focus Understands the University’s long-term objectives and focuses current activities on what is critical to achieving aligned goals for self,
Department/School and the University and eliminating non-valued added activities.
Unsatisfactory
• Does not make an effort to understand
own role in achieving larger
Department/School and University
objectives
Effective
• Understands own role in achieving
larger Department/School and
University objectives
Exceptional
• Develops & articulates a clear, concise
individual or Department/School strategy that
includes the broader University-wide
perspective
• Sets & implements goals & activities that support the strategy
• Does not or rarely aligns daily work
activities and resources to support
organizational strategies
• Aligns daily work activities and
resources to support organizational
strategies
• Aligns individual or Department/School
activities or operations to better meet long-
term objectives, even it results in unpopular
or difficult decisions in the short-term.
• Does not make an effort to stay
informed about long-term University
objectives and information that affects
individual job and Department/Schools
• Stays up-to-date on long-term
University objectives and information
that affects individual job and
Department/Schools
• Sought out as a trusted resource to inform
others about long-term University objectives
and information that affects individual jobs
and Department/Schools
• Does not consider future implications
when making plans, considering
decisions and taking action
• Thinks about future implications when
making plans, considering decisions
and taking action
• Promotes having a strategic, future
perspective among peers, management and
constituents – and walks the talk
• Does not notice or disregards trends;
does not develop plans for future
opportunities or problems
• Notices trends and develops plans to
prepare for future opportunities or
problems
• Identifies patterns or connections that are not
obviously related and uses them to address
key opportunities and problems that affect
Department/School or University objectives
Behavioral Interview • Tell me about a time when you had to use your skills to influence someone's opinion. Questions • What does it mean to be successful? According to your definition, how successful have you been so far?
• Give an example of a problem you encountered on the job, and the steps that you took to solve it.
• Describe what steps you have used to define or identify a vision for your unit/position.
• Tell us about a time when you anticipated the future business needs of your organization and accordingly made changes to the current
responsibilities/operations to meet future needs.
• Think of a customer relationship you have maintained for multiple years. Please tell me how you have approached maintaining that
relationship.
• Have you ever been in a situation where you have had to take on new tasks or roles? Describe this situation and what you did?
• Give an example of an important goal you had to set and tell me about your progress in reaching that goal.
• Give me an example of a time when you tried to accomplish something and failed. What did you do about it?
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5. Teamwork Develops and uses collaborative relationships to build informal or formal teams and accomplish team goals.
Unsatisfactory
• Over involves or excludes some
members; under or over-supports some
members; does not share/give credit
for good ideas or successes
Effective
• Involves and supports team members;
shares credit for good ideas and
successes
Exceptional • Creates a feeling of success, belonging and
positive team spirit – people want to be on a
team with this employee; defines success in
terms of the whole team
• Does not collaborate in setting
responsibilities, roles or structures
• Collaborates to set responsibilities,
roles and/or structures that lead to
team success
• Recognized as an expert in developing
collaborative team responsibilities, roles and
structures; asked to consult/train others
• Devalues members’ abilities; slows
down reasonable progress by debating
every decision; does not trust the team
to perform
• Acknowledges team members’
abilities and supports their decisions;
trusts the team to perform
• Keeps team performance and morale high
even during times of heavy workload or
pressure
• Does not give or accept feedback;
provides feedback that is not relevant or
is inappropriate
• Appropriately gives and receives
feedback from team in order to
accomplish goals
• Recognized as a mentor and role model for
appropriately giving and receiving feedback
• Withholds information and/or expertise
from the team
• Willingly shares expertise and
important or relevant information with
team members
• Coaches team members to share information
and expertise to achieve team goals
• Does not help others; does not ask for
help or rejects offers of help to achieve
team goals
• Offers help to team members; accepts
help when offered to achieve team
goals
• Encourages and supports team members to
offer and ask for help; develops ways to
improve support to strengthen team
capabilities
• Participates only to serve self-interests
and individual goals
• Contributes to meeting the goals of the
team
• Actions demonstrate commitment to
achieving team’s goals over individual goals
Behavioral Interview • Tell me about the time when you were able to build team spirit in a time of low morale. Questions • Tell me about the time when you were able to gain commitment from others to really work as a team.
• What was your role in your department's most recent “team” success?
• Describe a team experience you found disappointing. In reflecting on this situation, are there steps you could have take to this?
• Describe the types of teams you've been involved with. What were your roles?
• How well do you work with people? Do you prefer working alone or in teams?
• Tell us about the most effective contribution you have made as part of a task group or special project team.
• Describe a situation where you found yourself dealing with someone who didn't like you. What did you do?
• Have you ever been in a position where you had to lead a group of peers? How did you handle it?
• Describe a time when you had a disagreement with a team member. How did you resolve the situation?
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6. Uncommon Integrity Trusted, authentic, self-aware, above reproach. Operates by and adheres to the University’s core values and holds others accountable for
them. Interacts with others in a way that gives confidence in self and the organization. Acts in the University’s best interests and puts
that interest above personal gain or unit or office. Works within the limits of authority to achieve goals.
Unsatisfactory
• Has trouble keeping confidences; may
be prone to gossip
Effective
• Keeps confidences; is widely trusted
Exceptional
• Uses knowledge wisely; works to prevent
breaches in confidences; stops rumors
• Reluctant to admit own mistakes; may
blame others
• Recognizes and admits mistakes • Takes action to correct mistakes and helps
others learn from them
• May hedge or not take a stand;
conversely, may be too direct
• Presents truthful and honest
information in a manner that is helpful
and constructive
• Has the courage to address difficult issues in
an appropriate manner
• Expresses beliefs only in environments
that are not threatening; conversely,
may be unwilling to compromise
• Stands up for beliefs when they are in
the University’s best interest
• Consistently and outwardly supports the
University’s values & mission
• Plays by own rules; may ignore
University policies & procedures
• Complies with the letter & spirit of
laws, regulations, and University
policies & procedures
• Identifies ethical dilemmas and conflicts of
interest and takes action to avoid and prevent
them
• Says one thing, but does another • Walks the talk; keeps promises • Creates an environment of trust; is a role
model
Behavioral Interview • Describe a time when you had to gain and develop trust among your colleagues or co-workers. What did you learn from that Questions experience?
• What does “integrity” mean to you?
• Give an example of when you acted with integrity in your job.
• What is your definition of character?
• Describe a time when the way you approached your work was directly influenced by the mission and values of your organization.
• What was the most useful criticism you ever received?
• Give an example of how you have acted with integrity in your job/work relationship.
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7. Works with Passion Is actively engaged in the work of the University and operates in positive ways to support University goals. Demonstrates deep regard
for University history, mission, core values and commitments when working and interacting with others.
Unsatisfactory
• Does not offer time, talent or resources
at work activities unless asked.
Effective
• Willingly offers time, talent and
resources at work activities
Exceptional
• Recognized as someone whose actions
symbolize commitment to the University
• Actions do not demonstrate that UVa’s
mission, traditions and commitments
are considered in daily work
• Is aware of UVa’s mission, traditions
and commitments and considers them
in daily work
• Preserves and is sought out to educate others
about the University history, mission, core
values and commitments
• Squanders or disrespects University
resources.
• Demonstrates respect for University
resources
• Demonstrates superior stewardship of
University resources
• Work activities do not support
University goals or community
members
• Work activities actively support the
University’s goals and the members
of our community
• Reflects UVa’s best intentions in all work
interactions; considered an ambassador for
the University
Behavioral Interview • What are your core values and how do you apply this to your work?
Questions • Describe a specific time when you had to handle a tough problem which concerned fairness or ethical issues.
• Describe a time when you had to go above and beyond the call of duty in order to get a job done.
• Please describe what you believe the mission of the University of Virginia is.
• Describe a situation in which you were responsible for organizational resources (supervising people, maintaining equipment, using
travel funds, etc.). How did you ensure that they were used effectively and appropriately?
• What kinds of things really get your excited?
• Describe a situation when you were able to have a positive influence on the actions of others.
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8. Ability to
Conceptualize
Mentally assembles diverse pieces of information and grasps their significance as a coherent, meaningful whole.
Unsatisfactory
• May lack the disciplined thought
processes necessary to construct a
strategic view
Effective
• Combines analysis and strategy to
produce ideas or decisions
Exceptional
• Inspires consensus and buy-in to strategy and
new ideas
• Sees information at face value, as
individual pieces without connection
to bigger picture
• Understand how various elements fit
together in ways that can be
explained and understood by others
• Provides framework to translate big ideas
into action
• May try to simplify too much, or may
be seen as too theoretical
• Uses analytical skills to generate a
range of solutions to problems
• Leads others around top priority solutions to
complex problems
• More comfortable in the here and
now; conversely, may overcomplicate
plans
• Sees and understands the path
forward
• Maps out a plan for the future; brings team
members along toward a common goal
• Has scattered focus, may not be able
to communicate with tactical or
more/less complex people
• Can effectively translate complex
ideas for a variety of audiences
• Anticipates future consequences and trends
and aligns work and people around new
strategy
Behavioral Interview • Tell me about a time when you were responsible for the strategic planning of a major project and how you went about it. What was Questions
the outcome?
• Describe a time when you clarified/simplified a situation and how you did it.
• Describe the project or situation which best demonstrates your analytical abilities. What was your role?
• Tell me about a time when you had to analyze information and make a recommendation. What kind of thought process did you go
through and what was your reasoning behind your decision?
• Tell me about a time when you took charge of a group in which you didn’t like how things were going and you convinced the people
to do something different.
• Tell me about a new product/service/strategy you created.
• Tell me about a new work process you came up with to solve an old problem.
• How do you go about brainstorming solutions to difficult problems?
• When you are a part of a team solving a problem, what role do you usually play?
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9. Adaptability Effectively adjusts to changes in work processes and environment and alters behavior to align with evolving situations. Openly
receives new ideas and accepts other perspectives.
Unsatisfactory
• Stuck in the way things are; focuses
on the negative aspects of change
Effective
• Open-minded and receptive to
change; focuses on the benefits of
change
Exceptional
• Treats change as an opportunity for learning
and growth; acts as a champion for change
• Uncomfortable with uncertainty;
prefers things tacked down and sure
• Can decide and act without having the
whole picture
• Helps others deal with uncertainty; makes the
picture clear
• May be afraid to take a chance on the
unknown; may learn and apply new
things slowly; conversely, may be
impatient, changing things too often
• Can shift gears comfortably; enjoys
the challenge of unfamiliar tasks or
ways of doing things
• Quickly masters the new ideas; helps others
to take on new challenges
• Doesn’t seek out different views;
may only hear what they want to
hear, convinced that they’re right;
may be unwilling or unable to adapt
behaviors
• Open to new ideas & opinions;
willingly accepts new ideas &
opinions and changes behaviors
accordingly
• Actively seeks a diversity of ideas and
opinions; able to take the best ideas of others
and apply them to the situation
Behavioral Interview • How comfortable are you with change? Questions
• Describe a major change that occurred in a job that you held. How did you adapt to this change?
• Tell me about a project that did not go according to plan. What mid-course corrections were made and what were the results?
• Have you ever helped a group of people you were working with deal with an unpopular change? How did you do it and what was
the outcome?
• Have you ever met resistance when implementing a new idea or policy to a work group? How did you deal with it and what
happened?
• Tell me about a time when you had to adjust to a colleague’s working style in order to complete a project or achieve your objectives.
• Give an example of a problem you encountered on the job and the steps that you took to solve it.
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10. Builds Partnerships Invests in the development of strategic internal and external partnerships; collaborates to reach productive agreements and foster
goodwill.
Unsatisfactory
• Does not willingly seek or build
partnerships; or is too
accommodating
Effective
• Identifies key relationships to be
developed or strengthened
Exceptional
• Develops strong relationships across
disciplines and hierarchies
• Guards information closely; builds
walls instead of bridges
• Exchanges information with partners
to build relationships and solve
potential problems
• Identifies opportunities to break down silos
• Is disinterested in supporting other
departments’ or areas’ work; has a
‘not my job’ attitude
• Collaboratively works to meet the
needs of own and partner’s areas
• Works in conjunction with partners to
achieve goals for the greater good of the
University; is willing to abandon own goals
if necessary
• Works with blinders on; doesn’t
understand, or is unconcerned about
the impact of actions on others
• Understands the effects of own area’s
actions and decisions on partners
• Initiates dialogue to carefully consider the
impact of actions on other individuals and
areas; is proactive rather than reactive
Behavioral Interview • What, in your opinion, are the key ingredients to building and maintaining successful business relationships? Give examples of how Questions
you have made these works for you.
• Think of a customer relationship you have maintained for multiple years. Please tell me how you have approached maintaining that
relationship.
• Tell us about a time when you built positive relationships quickly with someone under difficult conditions.
• What methods do you employ to help build cohesive teams and facilitate the completion of team goals?
• Describe how you have worked effectively with teams or work groups outside of your work unit/team to accomplish organizational
goals.
• As you work with internal and external customers, how do you go about building trust and gaining confidence with those
colleagues/clients?
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11. Communicates
Effectively
Clearly conveys information and ideas to individuals and groups through a variety of communications modes, including formal
presentations. Practices attentive and active listening; synthesizes information from multiple resources and incorporates it into current
discussion content.
Unsatisfactory
• Talks more than listens; formulates a
response instead of hearing others’
points and information
Effective
• Listens more than talks; tries to
understand others before responding
Exceptional
• Demonstrates active listening skills; solicits,
listens, and acts on input from others
• May be unclear or provide
information too early, too late, or
ambiguously
• Organizes and presents information in
a logical sequence and in a timely
manner
• Sees and communicates patterns and
connections between new information and
current processes
• Hoards information, neglects to
update necessary individuals or
provides updates too frequently and
when not necessary
• Keeps employees/manager/team
members informed on a regular and
consistent basis about progress and
problems
• Actively seeks information and willingly
shares it, anticipating problems
• Overuses a single form of
communication, e.g., email, or
delivers grammatically incorrect or
poorly worded information
• Chooses the appropriate mode of
communication and adheres to
accepted conventions
• Demonstrates expertise with multiple modes
of communication; alters approach, as
needed, for different audiences.
Behavioral Interview • Can you tell me about a time when you were not able to build a successful relationship with a difficult person? Questions • What, in your opinion, are the key ingredients in guiding and maintaining successful relationships? Give examples of how you made
these work for you.
• Describe a situation where you felt you had not communicated well. How did you correct the situation?
• Describe the most significant written document, report or presentation which you had to complete.
• How do you keep subordinates informed about information that affects their jobs?
• How do you keep your manager informed about what is being done in your work area?
• How do you go about explaining a complex technical problem to a person who does not understand technical jargon?
• Tell us about a time when you had to use your verbal communication skills in order to get a point across that was important to you.
• What kinds of writing have you done? How do you prepare written communications?
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12. Creativity and
Innovation
Uses the imagination to create something new or different, such as work products, inventions, works of art, or performances. Identifies
new and different approaches or solutions to situations, problems and opportunities.
Unsatisfactory
• Has difficulty making connections
between past experiences and current
needs
Effective
• Quickly processes information. Uses
information to frame approach to
solving a problem or creating
something new
Exceptional
Understands the value of continuous
improvement and seeks information to
facilitate the growth of new ideas
• Not able to conceptualize new or
different ways of doing things; resists
new ideas
• Receptive to new ideas; able to
provide new approaches to situations
• Thinks “out of the box”; consistently comes
up with unique ideas
• May be quick to discredit the creative
efforts of others; unable to suspend
judgment of others’ ideas.
• Brainstorms well with others;
respectful of other’s ideas
• Creates an atmosphere or climate that is open
to ideas. Consistently refines and/or builds
on the ideas of others
• Wastes time on ideas that will not
work or are unrelated to the task at
hand. Gets side-tracked.
• Able to identify several alternatives,
approaches, product options, or
adaptations of current processes for
use when necessary.
• Projects how potential ideas may play out
and is able to identify and then choose the
best idea for the circumstance.
• Focused on the routine; close-minded
to new approaches
• Challenges the status quo; Looks
toward the future
• Dares to fail and allows others to fail; Is a
risk-taker while continuing to respect future
needs of the unit or organization
Behavioral Interview • What kinds of decisions are most difficult for you? Describe one?
Questions • Can you think of a situation where innovation was required at work? What did you do in this situation?
• Describe a situation when you demonstrated initiative and took action without waiting for direction. What was the outcome?
• Describe a time when you came up with a creative solution/idea/project/report to a problem in your past work.
• Describe something that you have implemented at work. What were the steps used to implement this?
• Give me an example of when you took a risk to achieve a goal. What was the outcome?
• Tell us about a problem that you solved in a unique or unusual way. Were you satisfied with it?
• What have been some of your most creative ideas?
• What new or unusual ideas have you developed on your job? What was the result and did you implement them?
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13. Critical Thinking Practices objective rather than subjective modes of reasoning and action. Maintains perspective when assessing qualitative and
quantitative information. Appropriately challenges and questions common beliefs.
Unsatisfactory
• May let emotions get in the way of
careful consideration
Effective
• Approaches problem solving in a
systematic objective manner.
Exceptional
• Uses data to predict and address hidden
problems; able to solve the most complex
problems
• Uses only one or few lenses to view
issues and solutions
• Looks at issues and solutions from
multiple perspectives; balances
qualitative quantitative information
• Can easily anticipate and pose future
scenarios to address issues and solutions and
respond accordingly
• May be impatient & jump to
conclusions; conversely, may make
issues overly complex, resulting in
“analysis paralysis”
• Looks beyond the obvious; doesn’t
stop at the first answer
• Sees the “big picture”; finds answers that
support strategic goals
• Tied to common beliefs, even when
not supported by data
• Able to challenge common beliefs
through careful analysis
• Proactively uses rigorous analysis to
challenge common beliefs, and provide
innovative solutions
Behavioral Interview • Describe the project or situation which best demonstrates your analytical abilities. What was your role?
Questions • Tell me/us about a time when you needed to develop and use a detailed procedure to successfully complete a project.
• Give me a specific example of a time when you used good judgment and logic in solving a problem.
• Tell us about a job or setting where great precision to detail was required to complete a task. How did you handle that situation?
• Tell us about a time when you had to analyze information and make a recommendation. What kind of thought process did you go
through?
• Tell us about your experience in past jobs that required you to be especially alert to details while doing the task involved.
• Describe how your position contributes to your organization's/unit's goals. What are the unit's goals/mission?
• Tell us about a politically complex work situation in which you worked.
• Some people consider themselves to be "big picture people" and others are "detail oriented". Which are you? Give an example of a
time when you displayed this.
• Tell me/us me about a situation when it was important for you to pay attention to details. How did you handle it?
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14. Delegates-Shares
Responsibility
Appropriately allocates decision-making authority and/or task responsibility to others; maximizes the use of individual resources to
increase organizational effectiveness.
Unsatisfactory
• Does most things by him/herself;
conversely, may over-delegate or
leave tasks to others
Effective
• Delegates/shares responsibility and
accountability for tasks and decisions
Exceptional
• Seeks opportunities to delegate/share
responsibility and accountability all team
members
• Keeps knowledge and expertise to
himself/herself
• Willingly shares knowledge and
expertise with others
• Seeks out ways to share knowledge and
expertise that supports the strengths and
interests of others and encourages
development
• Does not want to or know how to
empower others; may delegate/share
some tasks, but not pass on decision-
making authority, or set guidelines or
parameters
• Willingly empowers others by
delegating/sharing tasks and decision-
making authority.
• Ensures that employees can be successful;
provides clear information and tools
• May delegate, but micromanages
and/or finishes the work assigned to
others; conversely, may become
uninvolved
• Trusts people to perform and finish
assignments
• Actively provides support without removing
responsibility; is a teacher & mentor;
expresses confidence in the individual
• Takes credit for the work of others • Recognizes the accomplishments of
others
• Finds ways for employees & colleagues to
succeed and be recognized
Behavioral Interview • Do you consider yourself a macro or micro manager? How do you make the decision to delegate work?
Questions • What was the biggest mistake you have had when delegating work? The biggest success?
• Have you ever had an employee whose performance was consistently marginal? What did you do?
• How have you adjusted your style when it was not meeting the objectives and/or people were not responding correctly?
• What have you done in the past to contribute toward a teamwork environment?
• Give an example of your ability to build motivation in your co-workers, classmates, and even if on a volunteer committee.
• Have you ever been a member of a group where two of the members did not work well together? What did you do to get them to
work together?
• How do you manage cross-functional teams?
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15. Facilitates Change
Recognizes and fosters the implementation and acceptance of constructive change within the workplace.
Unsatisfactory
• Rarely seeks information about
change initiatives
Effective
• Understands and is able to articulate
the value of specific change initiatives
Exceptional
• Sustains and reinforces change vision,
creating milestones and symbols to rally
support
• Establishes barriers to change
without properly communicating
logic around the resistance
• Listens actively to others and presents
own ideas for a balance of perspective
• Recognizes barriers to change and works pro-
actively to remove impediments
• Views change as a loss, has difficulty
altering own behaviors; may not
understand how change happens.
• Seeks role models exhibiting change
behaviors and similarly adapts self
• Persistent; models change behavior through
consistent words and actions in support of the
change
• Does not recognize value in change;
lives by the motto, “it it isn’t broken,
don’t fix it”
• Challenges the status quo • Creates a sense of urgency with regard to
change; is able to clearly define the business
value or imperative for change
• Rarely speaks optimistically
regarding change or change leaders
• Acts as an advocate for change leaders • Motivates people to change through
interpersonal influence; leads by example
Behavioral Interview • Have you ever met resistance when implementing a new idea or policy to a work group? How did you deal with it and what Questions happened?
• When is the last time you had to introduce a new idea or procedure to people on this job? How did you do it?
• Describe a major change that occurred in a job that you held. How did you adapt to this change?
• Tell us about a situation in which you had to adjust to changes over which you had no control. How did you handle it?
• What do you do when priorities change quickly? Give one example of when this happened.
• Describe a time when you made a suggestion to improve the work in your organization.
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16. Gains Commitment Effectively explores alternatives and positions to facilitate agreements with the support and acceptance of all parties. Uses appropriate
interpersonal styles and strategies to gain acceptance of ideas or plans.
Unsatisfactory
• Focused on getting own point across
before trying to understand others
Effective
• Demonstrates good listening skills
Exceptional
• Quickly gains the trust of all parties
• May have to win every battle;
conversely, may give in too easily
just to gain agreement
• Can be both forceful and diplomatic • Able to win difficult concessions without
damaging relationships
• Poor conflict manager; difficulty
dealing with contention
• Comfortable with conflict; able to
settle differences with little noise
• Skillfully diffuses attack, contention, and
non-negotiable issues
• Poor negotiator; May give in too
easily; conversely, may leave bad
feelings
• Reaches agreements without damaging
relationships
• Skillfully negotiates the toughest situations
with internal and external groups
• May not seek or know how to find
common ground
• Finds “win-win” solutions • Consistently finds creative solutions to the
most difficult problems
• Has difficulty rallying support after
an agreement
• Gains internal and/or external support
once an agreement has been reached
• Champions the agreement or plan, and
motivates others to be champions
Behavioral Interview • How do you communicate to others that you can be trusted (to keep a confidence or to be responsible for action)?
Questions • What is your approach to defusing tense situations?
• Tell me about a time when listening kept you out of trouble or when not listening got you into trouble.
• What do you do when you think someone is not listening to you?
• Tell me about a time when you came up with a solution to a problem others could not solve.
• When you are part of a team solving a problem, what role do you usually play? Give an example.
• Have you ever gotten another person to commit to an idea or project they did not originally support? How did you do this?
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17. Impact Consistently displays professionalism and confidence; creates a positive first impression as an individual and as a representative of the
University.
Unsatisfactory
• Sometimes nervous about dealing
with employees and others; may
respond aggressively or not at all
Effective
• Stays calm; does not appear nervous
or overly anxious; responds openly
and warmly when appropriate
Exceptional
Develops rapport with senior managers,
customers and the general employee
population
• Sometimes comes across as shy or
afraid to ask questions
• Speaks with a self-assured tone of
voice
• Never loses composure or gets rattled when
questioned
• Sometimes think he/she already
knows what the customer needs; or is
more committed to own needs vs.
those of others
• Is dedicated to meeting the
expectations and requirements of
internal and external customers
• Skillfully handles the criticisms, complaints,
and special requests of customers
• Doesn’t meet the minimum standards
and expectations of internal and
external customers
• The feedback from customers &
coworkers is almost always positive
• Consistently builds effective relationships
with customers & coworkers, & gains their
trust & respect
• May try to simplify too much or be
very tactical
• Can articulately paint credible pictures
and visions of possibilities and
likelihoods
• Is future oriented and always represents the
University positively
Behavioral Interview • What do you do when things don’t go as planned? Questions • Could you give an example of an experience that has shaped the way you handle stress or pressure?
• How do your co-workers describe their first impression of you?
• Have you ever been asked a question while presenting or in front of a group where you did not know the answer? How did you handle
that?
• The last time you missed an important deadline, how did you respond?
• Can you give an example of when someone provided you with constructive criticism? How did you handle it?
• When a co-worker (or employee) makes a mistake in their work how do you approach them?
• Describe a time when your confidence was rattled. How did you handle it?
• What have you found to be most effective in building positive working relationships with your
coworkers/peers/management/customers?
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18. Individual Efficiency Effectively manages time and resources to ensure that individual work is completed efficiently.
Unsatisfactory
• May believe that everything’s
important; ; or unable to prioritize
own work tasks
Effective
• Understands what’s critical and
what’s not; able to prioritize
Exceptional
• Links individual tasks to larger strategic
goals, without losing sight of the little things
• May give up too easily in the face of
obstacles
• Able to eliminate roadblocks as they
arise
• Anticipates roadblocks; plans and takes
action to handle them; helps others remove
similar obstacles
• Disorganized, wastes time; reactive
to what’s hot; may be unable to say
no
• Uses time efficiently & effectively;
focuses on the priorities
• Gets more done in less time than others; can
attend to multiple priorities
• Doesn’t have or follow a plan; may
rely too much on self; conversely,
may push tasks off on others
• Plans the work & works the plan;
ensures that resources and time are
available to complete individual tasks;
works to avoid conflicts
• Can orchestrate complex projects to achieve
a goal; takes advantage of available resources
to complete work
Behavioral Interview • Describe your process of prioritizing your responsibilities.
Questions • When you are planning the work of others or your own how many contingencies do you prepare for?
• When is the last time you missed a deadline? What would you done differently?
• What do you find challenging, exciting, or fun?
• How do you gather information in a hurry?
• What do you do when you are faced with a deadline that was extremely difficult to meet?
• Describe a person that you would characterize as efficient and explain why you feel that way about them.
• Describe a time when you alerted your co-workers or management to a possible problem that helped them avoid delaying a project.
• What do you find helps you manage your time?
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19. Interpersonal
Versatility
Succeeds in understanding others. Is open and skilled in using one's interpersonal style to meaningfully interact with others, including
empathy, humility and patience. Demonstrates tolerance and civility when engaging with employees, colleagues and customers.
Unsatisfactory
• Does not build relationships easily; is
seen as unapproachable; conversely
may be seen as a “smooth talker”
Effective
• Can interact with a variety of people,
both within and outside of the
University; puts others at ease
Exceptional
• Easily relates to, and is convincing to a wide
variety of people; highly regarded
• Is threatened by others’ strengths, or
takes advantage of others’
weaknesses
• Recognizes and understands the
strengths and weaknesses of others
• Recognizes, understands, and capitalizes on
the strengths of others; seeks to develop
others’ weaknesses
• Unable to read others well;
misinterprets the intentions, actions,
or words of others; makes incorrect
assumptions
• Notices and accurately interprets what
others are feeling, based on their
choice of words, tone of voice,
expressions, and other nonverbal
behavior
• Uses knowledge of others’ behavior to frame
own position and influence others
• shy or lacking in self confidence;
conversely, may be raw or too direct;
panics or attacks in the face of
conflict or criticism
• Is diplomatic and tactful;
communicates sensitive issues in a
non-threatening way; resolves conflict
calmly
• Able to sway opposing views and deliver
constructive criticism so it is recognized and
accepted; defuses high-tension situations
comfortably; does not get rattled
Behavioral Interview • Have you ever been in a situation where you recognized someone was uncomfortable sharing information with you? What did you do Questions (to put them at ease)?
• What do you do when someone comes to talk to you about a problem they are having but you do not find it important?
• Describe a time when you have given up something important to you to help someone else.
• Describe a time in your life when you were able to transition from being an “outsider” to an “insider” of a particular group.
• How do you deal with groups/people you don’t agree with?
• Have you ever gotten out of a tough situation with your charm?
• Describe a time when you handled a “crisis”. What was it and what was your role?
• How do you get to know new coworkers/people?
• How does your perception/impression of someone change the way you interact with them?
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20. Leadership Presence Lives the University’s core values and leads by consistent example; daily actions are consistent with espoused values and demonstrates
expectations. Helps other understand the organization's vision and values and keeps them at the forefront of organizational decision
making and action.
Unsatisfactory
• Behaviors are not influenced by core
values. Refuses to adapt self to the
vision of the University.
Effective
• Positive about the University and its
core values; communicates the values
to others
Exceptional
• Recognizes and rewards others who live and
reflect the University’s values.
• Actions don’t match words • Walks the talk; leads by example • Consistently inspires others through words
and actions
• Does not show respect for others. • Respects the rights, dignity, and
differences of others.
• Continuously promotes an open and
respectful environment
• Takes the back seat; waits for others
to step in on a project.
• Knows how to get things done • Is looked to in a time of crisis; moves others
to act.
Behavioral Interview • What is your definition of a successful leader?
Questions • Have you ever had to lead people who didn’t want to be led? How did you proceed?
• Describe a time when you handled a “crisis”? What was it and what was your role?
• How do you celebrate the successes of others on your team or work group?
• Describe a time when you have remained calm under pressure? What allowed you to maintain your composure?
• What are the values that you structure your professional life around?
• Tell me about a time when you had to use your skills to influence someone's opinion.
• What does it mean to be successful? According to your definition, how successful have you been so far?
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21. Manages Conflict Takes positive action, using appropriate interpersonal styles and methods, to reduce tension or conflict between two or more people.
Effectively handles antagonistic situations using objectivity and avoiding personal attacks.
Unsatisfactory
• Avoids conflict situations;
conversely, may get in the middle of
other’s problems
Effective
• Recognizes and addresses conflicts
quickly
Exceptional
• Anticipates and acts to address potential
conflict situations; helps others address
difficult situations
• May drive for a solution without
understanding the problem or before
others are ready
• Collects information to understand the
conflict; listens to all sides
• Indentifies and gains agreement on the key
issues to be resolved
• Gets upset as a reaction to conflict;
may engage in personal attacks
• Stays focused on resolving the conflict • Uses conflict as an opportunity for
improvement
• Gives in & says yes too soon;
conversely, may be overly
competitive & need to win every
dispute
• Finds common ground; and settles
disputes equitably
• Resolves conflicts in ways that strengthen
relationships and the organization; creates
“win-win” results
Behavioral Interview • Have you ever been blamed for something that was not your fault? How did you respond? Questions • When is the last time someone came to you just to talk? Why did they come to you?
• Describe a time when you foresaw a conflict? What did you do?
• Have you ever had to help coworkers find common ground to move forward with their work or project?
• Describe a situation when you had to work through conflict with an individual or group?
• Have you ever avoided speaking to someone directly as a result of a dispute? Why did you choose to do this?
• Think of a time when listening kept you out of trouble. What would have happened had you not listened?
• Has someone ever misunderstood the meaning of your statements and taken offence? How did you find out and what did you do?
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22. Manages Information
Collects and makes effective use of information needed to manage an organization or ongoing activities within it.
Unsatisfactory
• Fails to protect, or misuses sensitive
information
Effective
• Understands and applies policies &
procedures for managing sensitive
information
Exceptional
• Creates an environment that supports
effective management of sensitive
information
• May provide too much or too little
information, or does not provide
timely, accurate information
• Provides timely, accurate information
that meets the needs of the
organization
• Anticipates the needs of the organization &
provides information to support those needs
• Data not collected or reviewed in a
timely manner or on a regular basis
• Collects and reviews data on a regular
basis to determine progress, anticipate
needs, and make necessary
adjustments to personnel or processes
• Recognizes opportunities and advises the
organization based on detailed and timely
review of available information
• Provides information that may be
unclear, or in a manner that may
upset people
• Provides the information people need
to know and do their jobs
• Provides information that inspires high level
of employee engagement & productivity
Behavioral Interview • How do you keep others informed at work? Questions • What kind of information do you seek out when you are making a decision at work? How do you obtain the information?
• Describe a time when you received information about a project or work related item that was critical for success. How did you share
the information and when did you share it with the work group?
• Think of a time when someone started a conversation with you saying “You can’t tell anyone I said this, but”. How did you respond?
• Have you ever communicated something you wish you hadn’t? Why do you think you did this and what did you do after it was
disclosed?
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23. Mentors and Coaches Recognizes and acknowledges strengths in others. Provides timely guidance and feedback to help others develop knowledge and skill
areas to accomplish tasks or solve problems.
Unsatisfactory
• Is unwilling or reluctant to coach or
mentor other employees
Effective
• Willingly mentors other employees
who need help and further
development
Exceptional
• Seeks out opportunities to mentor & coach
employees; showcases the successes of
others
• Feedback is infrequent; may avoid
difficult conversations
• Provides honest and timely feedback
and reinforcement
• Looks for opportunities to give appropriate
feedback on performance; reinforces efforts
and checks on progress
• Does not provide clear expectations
or guidance, and does not follow-up
or check for understanding
• Explains and demonstrates expected
behaviors; encourages questions to
ensure understanding
• Explains, demonstrates, and reinforces
expected behaviors, knowledge, and skills; is
a role model
• Assumes what employees &
coworkers need; may have trouble
adapting to their needs
• Is an active listener; adapts mentoring
to the needs of employees &
coworkers
• Inspires employees & coworkers to develop
and grow
Behavioral Interview • What do you do to put people at ease? Questions
• How do you set boundaries with direct reports?
• Tell me about a time when you had to use tough love with a direct report, friend, someone younger/less experienced.
• Tell me about a time when you had to deal with an arrogant, condescending person or one who made you angry.
• What is your way of getting upset? What do you do?
• Tell me about a big challenge you provided for someone else.
• Tell me about people you helped do something they didn’t want to do.
• Do you ever listen as a tactic to defuse a situation?
• What do you do when morale is low in your team or with a specific employee you are dealing with?
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24. Organizational Agility Understands how the University operates and the reasoning behind key practices; savvy; accomplishes tasks through formal and informal
channels and networks.
Unsatisfactory
• May not know or care how things
work within and beyond their
organization
Effective
• Understands the operations within and
beyond their organization
Exceptional
• Understands why things work the way they
do; knowledgeable of trends outside of U.Va.
• May be too timid or lack the
experience to get things done outside
their area
• Willing and able to get things done
through formal and informal channels
• Develops a strong network through the
University; an expert at navigating through
the organization.
• May be too direct or naïve;
conversely, may be seen as too
political or manipulative
• Can navigate complex situations
effectively and quietly
• Anticipates potential problems and plans
accordingly
• May not understand the impact of
their actions; may be unaware of the
needs of other stakeholders
• Is sensitive to the U.Va. culture;
understands other stakeholders and
their needs
• Uses the political process to further
University strategic interests, while creating
goodwill
Behavioral Interview • Tell me about a time when you took a significant personal risk (career, personal). Questions • What newspapers/magazines do you read?
• Have you ever coached a children’s team with parents on the sidelines?
• Tell me about a time when you handled a crisis.
• What do you do to prepare when you know ahead of time that the negotiation will be difficult?
• Tell me about a time when you got a new or revised policy/practice/procedure approved.
• Tell me about a time when you had a project dropped on you (United Way, party, convention, trade show) that you’d never done
before.
• Tell me about a time when you put together and managed a project team.
• Have you ever had to mediate something between two people more powerful than you?
• Tell me about a time when you got something approved under time pressure that was out of the ordinary.
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25. People Focus Makes people and their needs a primary focus of action; takes full responsibility for fostering productive people relationships; focused
on creating goodwill.
Unsatisfactory
Is a poor listener; has difficulty clearly
explaining ideas; easily frustrated by
misunderstandings
Effective
Listens more than talks; is patient yet
persistent
Exceptional
Puts others at ease; gains trust quickly
Is viewed as a loner; seldom interacts
with colleagues; aloof
Takes time to get to know colleagues, to
build rapport and establish a common
bond
Demonstrates genuine concern and interest in
others; notes and recalls important information
about others
Works around rather than through
others; discounts or discredits others’
contributions or suggestions
Values, appreciates, and includes others;
acknowledges their perspectives and
ideas
Sees the larger picture; willing to sacrifice
personal goals for the greater good
Takes others for granted; claims others’
ideas, or discredits those ideas entirely
Expresses gratitude and appreciation to
others who provide information,
assistance, or support
Helps others without being asked; volunteers
for special projects; goes the extra mile
Is wedded to own ideas; forces ideas
and suggestions on others; doesn’t
compromise
Finds common ground and solves
problems for the good of the majority
Seeks out opposing views; sees differences as a
strength rather than a weakness
Behavioral Interview • Tell me about a time when you managed a conflict with your boss (teacher, parents). Questions
• Tell me about a time when you were about to get a group to change its mind.
• Tell me about a time when listening kept you out of trouble.
• Tell me about a time when you were in a negotiation with an upset customer?
• Have you ever walked out of a store because the service was slow?
• How do you react when your patience is really tested?
• What was your best success story of you getting a group excited about something?
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26. Persistence
Stays with a position or plan of action until the desired objective is obtained or is no longer reasonably attainable.
Unsatisfactory
• Gives up too soon or moves on to
something that’s going better
Effective
• Seldom gives up before finishing,
especially in the face of resistance or
setbacks.
Exceptional
• Consistently sticks to efforts in the face of
overwhelming odds
• May find it difficult to change course
to reach the same objective
• Able to modify a plan in order to reach
an objective
• Changes course with ease; keeps others
focused on the objective
• May hesitate to push when met with
conflict or disagreement
• Pursues work with energy, drive, and a
need to finish
• Takes charge, when called upon, to complete
tasks that others are unable to complete
• Doesn’t attempt tasks more than once
or twice
• Actively works to overcome obstacles
by changing strategies, doubling
efforts, using multiple approaches,
• Often sought out by others to assist in the
creation of strategies to overcome
bottlenecks and complications
• Unable to recognize when a goal
cannot be achieved
• Recognizes when a goal cannot be
achieved, and adjusts focus
• Almost always redirects energy into related
achievable goals, if necessary
Behavioral Interview • Tell me about a time when you were the first to take on a tough issue.
Questions • Tell me about an impossible situation you had to manage.
• Have you ever had to lead people that didn’t want to be led?
• Have you ever tried to champion a cause others had abandoned?
• Tell me about a time when you got results when others tried and failed.
• Do you think there was a time when you kept pushing beyond reason?
• Tell me about a time when you tried your best and failed.
• Would others label you a perfectionist?
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27. Plans and Organizes Establishes courses of action for self and others to ensure that work is completed efficiently. Develops ways to get work done;
effectively organizes people and activities; sees opportunities for cooperation and integration where others might not.
Unsatisfactory
• May not anticipate or be able to see
how multiple activities come together
Effective
• Determines project/assignment
requirements by breaking them down
into tasks
Exceptional
• Can comfortably handle projects and
assignments that are risky and filled with
uncertainty
• May be a seat-of-the-pants performer
scratching it out at the last minute, or
spends too much time obsessively
reviewing/revising content
• Allocates appropriate amounts of time
for completing own and others’ work;
• Develop strategies to complete work by
actively spending time to understand and
analyze group processes
• May avoid planning and come across
to others as disorganized; conversely,
may micromanage people and
projects
• Avoids scheduling conflicts; develops
timelines and milestones
• Adjusts effectively and is more than tolerant
of normal chaos in work processes
• May not know how to find and
arrange people, materials, budget,
• Takes advantage of available resources
to complete work efficiently
• Is an expert at marshalling resources to get
things done
• Performance decreases as the number
of simultaneous activities increase
• Can orchestrate multiple activities at
once to accomplish a goal
• Never loses his/her effectiveness when things
don’t go as planned
• Doesn’t follow an orderly method of
setting goals and laying out work
• Measures performance against goals;
evaluates results
• Consistently exceeds performance goals;
most often using SMART goals
Behavioral Interview • How do you allot your work time? Questions
• Tell me about a time when you had to set overall direction for a group.
• When two people need you at the same time, what do you do?
• What factors contribute to you making a decision you feel confident about?
• Have you ever taken over a team that was badly managed?
• When the group is confused or working on many things at once, what do you do to restore focus?
• When you were in a leadership position/running a task force or project, tell me about how you organized the work load, followed up,
set objectives, and checked in with people.
• Tell me about a time when you put together and managed a project team.
• Tell me about a time when you planned and pulled off a complex assignment.
• How do you involve others in helping determine priorities? Give me some examples.
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28. Quality Focus Continually seeks to improve work processes, products and services. Sweats the details. Ensures that work is free from errors and is
accomplished safely; takes action to correct problems
Unsatisfactory
• Produces work that is below the
quality standard; contains errors, and
usually requires rework
Effective
• Delivers work which meets the needs
of internal and external customers
Exceptional
• Produces work that is always among the best
• May be careless and unconcerned for
quality results; conversely,
perfectionism may limit productivity
• Initiates action to correct problems or
notifies others of issues as appropriate
that impact work quality
• Anticipates and takes action to avoid quality
problems
• Doesn’t follow effective, accurate,
and efficient work processes
• Watches over job processes, tasks, and
work products to ensure freedom from
errors, omissions, or defects
• Creates effective work processes and ways to
measure quality
• Doesn’t know, or doesn’t want to
learn the tools and techniques to
improve work processes
• Leverages technology to positively
impact quality
• Is in the forefront for using tools and
techniques to improve work processes
• May not listen to others about
improving work design
• Is open to suggestions and
experimentation
• Empowers others to design their own work
processes, lending assistance, if necessary
• Unaware of safety standards. May
not follow safety procedures or report
problems
• Understands and applies safety
standards. Reports and corrects safety
problems
• Creates an environment committed to
upholding safety standards
Behavioral Interview • Have you ever left a job or company over a matter of ethics or values?
Questions • Tell me about a time when you had to manage a crisis situation.
• As it pertains to you current position, do you have any current ideas or thoughts that might lead to successful innovations?
• What do you consider your best innovation?
• Tell me about a time when you organized and managed others on a complex task from start to finish.
• Tell us about a time when you took responsibility for an error and were held personally accountable.
• Sometimes it is essential that we break out of the routine, standardized way of doing things in order to complete the task. Give an
example of when you were able to successfully develop such a new approach.
• Have the jobs you held in the past required little attention, moderate attention, or a great deal of attention to detail? Give me an
example of a situation that illustrates this requirement.
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29. Technical/Professional
Knowledge
Is professionally and technically accomplished to perform one’s job. Achieves an accomplished level of technical and professional skill
or knowledge in position-related areas; consistently staying abreast of current developments and trends in areas of expertise.
Unsatisfactory
• May be using out of date skills and
technologies
Effective
• Has the technical and professional
knowledge to do the job at a high
level of accomplishment
Exceptional
• A subject matter expert.Able to bridge
technical & professional knowledge with
personal, interpersonal, & managerial skills
• Lacks interest or experience in higher
education or in one’s functional area
• Knowledgeable in best practices
affecting his/her department or
function
• Can anticipate future consequences and
trends accurately; is a go-to person for best
practices in his/her department or function
• Doesn’t learn new technical skills
willingly; may be a slow learner
• Willing and able to learn new skills
and knowledge
• Continuously experiments with & creates
new processes in order to be at the leading
edge of innovation in the workplace
• Is among the last to learn or adopt
new technology; is not interested in
learning new technologies
• Does well in technical courses and
seminars affecting productivity; is
eager to learn new things
• Is sought out to explain or instruct in new
technology or business processes
Behavioral Interview • Could you give an example of steps you have undertaken to keep your skills current in your present job? Questions • What’s coming next in your technical area? What or who’s at the leading edge?
• What’s the latest new technical trick or skill you have learned and applied?
• Tell me about a time when you became too hands-on and had to let go.
• What’s the most significant improvement you have ever made to a work process?
• Tell me about a time when you were an early adopter of some new technology.
• Have you ever made a suggestion to improve a work flow that your supervisor accepted and implemented?
• Tell me about a time when you moved into a job where the work processes/systems/work groups were delivering poor quality and had
to be fixed.
31 | P a g e Return to home page
30. Values Diversity and
Equity
Demonstrates a commitment to equity and diversity in one’s work. Collaborates with and involves others with divergent viewpoints, as
well as diverse people and groups, contributing to developing an environment that is equitable, inclusive, respectful and cooperative.
Unsatisfactory
• Only works with people that he/she is
comfortable with
Effective
• Works with others because of their
talents and contributions, rather than
personal attributes
Exceptional
• Never shows an inappropriate preference for
a single group of people; actively reaches out
to others
• Is not interested in differing
viewpoints and insights
• Seeks out and uses ideas and talents
from various sources and individuals
• Champions inclusiveness; involves others to
improve results and increase support
• May act inappropriately with those
different from him/her
• Establishes relationships with and
learns more about people with
different characteristics, experience,
perspectives, and backgrounds
• Creates effective teams that reflect the
spectrum of differences in the community
• Doesn’t see the business value of
diversity; may ignore compliance
requirements
• Advocates the value of diversity to
others; takes actions to increase
diversity in the workplace; applies
diversity laws, regulations, and
organizational policies to own work
• Champions diversity; confronts inappropriate
behavior by others
• May carry around negative and
demeaning stereotypes he/she has
trouble getting rid of
• Examines own biases and behaviors to
avoid stereotypical actions or
responses; plans and takes actions that
consider the diversity of those
involved or affected
• Continuously challenges own biases and
assumptions; knows personal strengths, and
weaknesses; is receptive to talking about
shortcomings
Behavioral Interview • What is the most diverse team you have been a part of?
Questions • Give a specific example of how you have helped create an environment where differences are valued, encouraged and supported.
• Tell us about a time when you had to adapt to a wide variety of people by accepting/understanding their perspective.
• What have you done to further your knowledge/understanding about diversity? How have you demonstrated your learning?
• What have you done to support diversity in your unit?
• Tell us about a time when you had to adapt to a wide variety of people by