Rules of the Game (KALE) Each competency has four levels.

These levels are defined as A, B, C and D and are listed at the top of each page above the competency definitions. Level A is the lowest level of capability, and level D is the highest. lease refer to the competency dictionary that is provided below. !our roles have been defined across organisation as " E#T$% LE&EL ' ()#*+$ ,A#A-E,E#T, ,*DDLE ,A#A-E,E#T, .E#*+$ ,A#A-E,E#T, /EAD +! T/E DE A$T,E#T. Each role in the organisation will re0uire a particular combination of competence with varying levels 1A, B, C, D2 of capability. *n the !lip chart, roles are listed against various competencies, you have to mar3 appropriate competency with the level re0uired against each role. Every role should have a minimum of 4 and a ma5imum of 6 top competencies. lease use the round stic3ers provided to you to indicate the competencies for that particular role and write the level that you thin3 is re0uired for that role, on the stic3er. o !or e5ample 7 for the role of head, leadership is re0uired at say level D, so put the stic3er against leadership in the column provided for head and write D on it.

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1.1. Organisation and Business Awareness Definition8 )nderstanding and utili9ing economic, financial, and industry data to accurately diagnose business strengths and wea3nesses, identifying 3ey issues, and developing strategies and plans. LEVEL A )nderstands the broad business direction and lin3s this to daily activities. LEVEL B )nderstands the broad business direction and lin3s this to daily activities. /as some understanding of the factors impacting the business and where the business is heading. LEVEL C )nderstands the 3ey economic drivers affecting the business. $emains alert to political, economic, technological and other developments that may impact the business. ushes for changes in the business to ta3e advantage of opportunities. )nderstands where the business is heading and how it is positioned. LEVEL )nderstands the economic drivers in industry and how value is created at all levels in the organi9ation. ro"actively scans the mar3et place for information on political, economic, and technological and other developments outside the normal boundaries of the business. )nderstands how the organi9ation is positioned for the future relative to its environment. Drives to ta3e advantage of opportunities.

1.!. Communi"ation Definition8 Clearly conveying information and ideas through a variety of media to individuals or groups in a manner that engages the audience and helps them understand and retain the message. LEVEL A Listens when approached by others. ic3s up signals to others: thoughts, concerns, and feelings. As3s 0uestions to clarify and understand others: views. Creates a good first impression through careful attention to appearance and grooming. *s capable of developing letters and reports and handling customer 0ueries efficiently. LEVEL B )nderstands the reasons behind other people;s thoughts and concerns. )ses this understanding to predict and prepare for others: reactions. /as an :open door:, goes out of the way to invite conversations and e5press interest in the ideas of others. /as the ability to ma3e a group presentation to peers and'or superiors. *s able to communicate effectively in"group and individual wor3 situations. LEVEL C $esponds to peoples: concerns by altering own behavior in a helpful, responsive manner. <or3s with others to resolve their difficulties. *s capable of giving effective feedbac3 to subordinates and superiors. Able to successfully negotiate mutually agreeable and challenging wor3 ob=ectives with subordinates and superiors. LEVEL Ensures effective channels of communication between and across business boundaries. *s capable of communicating to senior industry leaders in a persuasive and committed manner. Tailors own language to the level of the audience.

#eamwor$ Definition8 Actively participating as a member of a team to move the team toward the completion of goals. LEVEL A articipates willingly with the team by doing his'her share of the teams: wor3. <or3s well within the team environment to establish constructive ideas or solutions that meet organi9ational ob=ectives. Assists in establishing a strong commitment amongst wor3 group members. ,a3es positive comments about the abilities and potential of individual team members. LEVEL B Communicates information about the business to management and employees. Actively organi9es activities aimed at building team spirit. Encourages others to see themselves as part of the team. -enuinely values others: input and e5pertise. .elf directed and ta3es the initiative in achieving team goals. *dentifies the information and operational resources re0uired for the team to wor3 effectively. LEVEL C Ta3es action outside daily wor3 routine to build commitment to the team as a focus. ,odels teamwor3 in own behavior. !acilitates a beneficial resolution of conflicts. romotes the team:s achievement in the larger organi9ation. LEVEL )ses strategies to promote team effectiveness across the business such as providing information to other areas of the organi9ation to help ma3e decisions collaboratively and sharing resources to solve mutual problems.

1.%. &lanning and Organising Definition8 Establishing courses of action for self and others to ensure that wor3 is completed efficiently. LEVEL A Diaries appointments and 3eeps to them on time. Can prioriti9e tas3s and recogni9e the difference between urgent and important tas3s. Tac3les the high priority tas3s before the low priority tas3s. Able to analyses own time use, identify common >time stealers? and act to reduce these lans for interruptions, allowing for contingencies. LEVEL B ,eets deadlines, delivers wor3 on time without sacrificing 0uality. *s a positive influence on the use of time in"group meetings " helps maintain focus. Able to contribute to departmental plans by formulating clear, .,A$T goals and ob=ectives and appropriate performance measures. .ets realistic but challenging timeframes and deadlines. Able to ta3e the longer term view in planning own wor3 rather than =ust planning day"to"day activities LEVEL C Able to assist other team members where necessary to formulate ob=ectives. $emains focused on own and team goals and ob=ectives, regularly reviewing these against agreed performance measures and amending plans as necessary. Accountable for preparation and delivery of plans for an activity or pro=ect underta3en by a wor3 group or team. $ecogni9es the importance of considering plans of other departments and involves all sta3eholders in the planning process. )nderstands and can incorporate scenario building into the planning process. LEVEL Can organi9e activities and allocate resources cost"effectively, and ta3e into account the s3ills mi5 within the wor3 group or team. *s effective in planning the best balance of resources including human, financial and technological to meet goals. ,onitors and ma3es decisions to achieve operational goals. Able to identify and anticipate future opportunities and potential problems and incorporate contingency 1>what if?2 plans into the planning process

1.'. (nter)ersonal *$ills Definition8 Develop effective relationships with others

LEVEL A Demonstrates trust in team colleagues. /elps other team members to achieve targets. .upports team decisions. Builds open and honest relationships with others. )nderstands impacts of their actions on others and on organi9ation and displays a positive approach. -ives open and constructive feedbac3 to others in team and managers. Ta3es ownership of and find ways to meet personal development needs and ta3es responsibility for own actions

LEVEL B Adopts an open participative communication style. Coaches individuals and teams to meet organi9ational and personal ob=ectives. rovides opportunities for individuals to learn and develop. rovides and see3s constructive and consistent feedbac3 and gives people the freedom to do their wor3

LEVEL C Demonstrates leadership credibility by being visible and living the values. !acilitates individual learning and development within the process area. Actively see3s and gives feedbac3. Builds effective relationships with others and presents ideas persuasively and confidently

LEVEL Acts in a manner consistent with the values of the organi9ation and influences others to adopt them. Demonstrates approachability at all times. .ee3s feedbac3 from and gives feedbac3 to others. Actively facilitates the ac0uisition and sharing of 3nowledge and s3ills throughout the organi9ation. Builds effective relationships with others and presents ideas persuasively and confidently

1.+. ,ealth- *afet. and En/ironment Definition8 Continually strives for e5cellence ensuring that all wor3 is completed to agreed standards and enhances the image of the organi9ation without compromising safety. LEVEL A /as a high awareness of the importance of 0uality and safety. Complies with 0uality and safety standards. Ta3es personal responsibility for the 0uality of and the safe e5ecution of assigned wor3. *s aware of personal and team performance and ta3es action to improve 0uality of team wor3 and is aware of personal development needs and wor3s with manager to address these LEVEL B *mplements safety and 0uality standards. $einforces and communicates the 0uality and safety message. Drives 0uality within their wor3 area through personal e5ample and by encouraging others. *mplements 0uality programs including assessing training needs of team and addressing gaps and see3s continuous improvements in 0uality LEVEL C )nderstands and is able to set performance, 0uality and safety standards for their process area. Communicates and reinforces the performance, 0uality and safety message across the process area. Ta3es responsibility for the management of 0uality. Ensures that development needs of all staff in the process area are identified and addressed and promotes continuous improvement in the areas of 0uality. LEVEL .ets vision and overall ob=ectives for 0uality and safety. Ta3es ultimate responsibility for 0uality and safety standards. Benchmar3s against competitors. Drives 0uality through personal e5ample and by encouraging others. )nderstands and communicates the strategic importance of 0uality including costs and benefits and ensures that development needs of the organi9ation are addressed to promote e5cellence

1.0. Results Orientation Definition8 Commits to delivering results on time and to the agreed standards through effective ob=ective setting and monitoring and by ta3ing personal responsibility for achieving them LEVEL A <or3s to meet standards set by others 1management or customers2. As3s 0uestions to clarify immediate re0uirements of a situation. Acts responsively to ensure desired results are achieved whilst ensuring they are of 0uality nature. LEVEL B Demonstrates a firm focus on results and the pursuit of e5cellence by identifying opportunities for specific improvement. -oes beyond immediate or at hand sources and taps own networ3 of contacts to gather additional information which will enhance the provision of service or will resolve a problem more satisfactorily. Able to delegate tas3s in order to ma5imi9e the utili9ation of resources. LEVEL C .ets challenging goals 1for self and team2, which are demanding, realistic and attainable. Addresses performance problems in a timely manner by assessing performance against standards, providing honest, constructive feedbac3 and communicating e5pectations for performance improvement. Empowers own team LEVEL ,a3es strategic decisions, which commit significant resources to enable the achievement of results. ,aintains a focus on results and the pursuit of e5cellence across diverse and comple5 tas3s. Develops an empowering culture

1.1. Change and (nno/ation Definition8 *s willing to try new ways of wor3ing and turn ideas into action so that the organi9ation is capable of adapting to the changing business environment LEVEL A .ee3s opportunities to achieve better outcomes. )ses common sense to create solutions. ,a3es improvements in own area LEVEL B Creates opportunities and minimi9es potential problems by introducing something new or different. Applies 3nown solutions and concepts in novel ways. /as a continuous improvement focus LEVEL C Actively encourages employee innovations, improvement initiatives and value"added activities. ublicly acclaims successful innovations. Anticipates and prepares for a specific opportunity that is not obvious to others. Advocates and supports a continuous improvement culture. LEVEL Brea3s new ground, creates new concepts that are not obvious to others so as to e5plain situations or resolve problems. Ta3es calculated entrepreneurial ris3s and e5ploits challenging opportunities, including anticipating situations @ to 4 years ahead so as to create opportunities and avoid problems. Develops a continuous improvement culture.

1.2. Customer 3o"us Definition8 !ocuses efforts on understanding and meeting internal and e5ternal customer needs. LEVEL A !ollows through on customer 0ueries, re0uests and complaints. Collaborates to reach agreement. Able to identify current and potential customers and ensures 0uality customer service at all times. LEVEL B <or3s to understand and anticipate the customer;s current and future re0uirements. Ensures mutual benefit. Ta3es personal responsibility for maintaining regular and clear communication with customers, for correcting customer service problems and following up to ensure the customer is satisfied. LEVEL C <or3s with a long"term perspective in addressing customer needs. Ta3es a partnership approach. Loo3s for long"term benefits to the customer. Becomes intimately involved in and :e5pert: on the customers business. .ee3s mutual gain partnership with 3ey customers. $eviews activities to ensure that thin3ing and actions are focused on customer needs. LEVEL #egotiates critical business interests with significant internal and e5ternal sta3eholders and builds partnerships with them. !ully familiar with customer research so that strategies meet customer needs. Actively analyses and reviews mar3etplace so as to ta3e advantage of potential growth opportunities.

A.AB Leadershi) Def8 Leadership is an interpersonal influence directed towards the achievement of a goal or goals. Level A $ecogni9es conflicts and acts accordingly. .enses the need to assign duties to people and delegating. Ta3es advantage of most opportunities, could do more to leverage them through others. Encourages a participative approach and initiative Level B *n case of conflict, remains calm and thin3s of logical ways to solve the problem Clear about who should be given which tas3s Coaches people when re0uired and open to give advice when as3ed. *nspires trust and credibility among others Level C !inds the root cause of the problem and informs his superiors of the same and generates alternatives Assigns responsibility to different people according to their capability and sets deadlines for the same $ecogni9es the areas that re0uire improvement in subordinates, gives them suggestions, which they implement. ,a5imi9es self and other:s contribution for the organi9ation by creating value Level D !oresee the conflicts and tries to minimi9e the same before it arises, thus ta3es necessary steps -ives them freedom to wor3 within the framewor3. ,onitors that correct decisions are made and time lines are adhered Can spot talent in individuals. -ives e5cellent feedbac3. /ighly sought after as a mentor +ne of the most proactive at recogni9ing business opportunities and creating a vision that e5cites and motivates others.

1.11 &ro4lem *ol/ing and

e"ision ma$ing

Definition8 rocesses problems into solutions and new opportunities. LEVEL A $eacts to situations, > fire fighting? with short" term solutions. LEVEL B *dentifies problems, .ecures relevant information from all sources and see3s potential solutions LEVEL C *dentifies and educates others to focus on causes, not symptoms, of problems and wor3s co operatively to see3 solutions. Comes up with creative alternatives to arrive at optimal solution LEVEL )ses a systematic approach to anticipate problems. -enerates creative solutions, ensures there are appropriate contingency plans in place. Combines reason, logic and intuition in ta3ing prompt decisions

1.1! Criti"al #hin$ing Definition8 *t is used to describe thin3ing that is purposeful, reasoned, and goal directed"the 3ind of thin3ing involved in solving problems LEVEL A *s aware of the simple cause and effect relationships, but unaware of larger, comple5 and multi 7 dependency systems LEVEL B robes for deeper understanding of non 7 obvious issues, relationships. Challenges and uses other team members for input to see processes in new ways. Tries to thin3 forward in a series of ifs' thens scenarios. LEVEL C ersonal vision, focus, energy, patience and commitment to creative development of new solutions' processes build upon thorough multi dependency system analysis LEVEL Can identify and recogni9e patterns in the surrounding environment. )tili9es solution from traditional frames of reference in providing leadership and action for the patterns observed.