98 · Representative Documents: Competency Models
NORTHWESTERN UNIVERSITY
Recognizing and Rating Northwestern Behaviors
Recognizing and Rating Northwestern Behaviors
Has no mission or communicates mission
unclearly to team members
Communicates a clear, compelling
mission to team members and motivates
them to achieve that mission
Motivates others in the organization to
achieve mission
Does not use the Performance Excellence
Process to enhance employee
performance
Uses the Performance Excellence
Process to set expectations, coach
employees, and conduct annual
performance reviews
Champions the Performance Excellence
Process and uses it successfully to
increase productivity and develop
employees
Makes the majority of important team
decisions
Encourages and supports team decision
making and problem solving
Helps team develop more collaborative
and productive ways of problem solving
and decision making
Insensitive in dealing with employee
mistakes or failures
Motivates others to perform by providing
constructive and timely feedback
Encourages employee growth and
achievement by emphasizing learning
from mistakes and failures and building on
successes
Viewed as uncomfortable, closed, or
withholding when communicating
Communicates openly, honestly, and
comfortably with others
Teaches staff better ways of
communicating with customers, peers,
and each other
Has a history of not selecting the right
candidates for the job and/or not
thoroughly orienting them
Selects the right people based on
candidate’s past experiences, successes,
and fit to the area’s culture and orients
them to their jobs
Assesses talent well people want to work
with him/her
Leadership (as applicable)
Needs improvement Effective Outstanding
9 Northwestern University Recognizing and Rating Northwestern Behaviors
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