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Rules of the Game (KALE)

o 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. Please
refer to the competency dictionary that is provided below.
o Four roles have been defined across organisation as - ENTRY LEVEL / JUNIOR
o Each role in the organisation will require a particular combination of
competence with varying levels (A, B, C, D) of capability.
o In the Flip chart, roles are listed against various competencies, you have to
mark appropriate competency with the level required against each role.
o Every role should have a minimum of 5 and a maximum of 7 top
o Please use the round stickers provided to you to indicate the competencies for
that particular role and write the level that you think is required for that role,
on the sticker.
o For example – for the role of head, leadership is required at say level
D, so put the sticker against leadership in the column provided for
head and write D on it.
1.1.Organisation and Business Awareness

Definition: Understanding and utilizing economic, financial, and industry data to accurately diagnose
business strengths and weaknesses, identifying key issues, and developing strategies and plans.


Understands the broad Understands the broad Understands the key Understands the economic
business direction and business direction and economic drivers drivers in industry and how
links this to daily links this to daily affecting the business. value is created at all levels
activities. activities. Remains alert to in the organization.
Has some understanding political, economic, Pro-actively scans the
of the factors impacting technological and other market place for information
the business and where developments that may on political, economic, and
the business is heading. impact the business. technological and other
Pushes for changes in developments outside the
the business to take normal boundaries of the
advantage of business.
opportunities. Understands how the
Understands where the organization is positioned for
business is heading and the future relative to its
how it is positioned. environment.
Drives to take advantage of


Definition: 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.


Listens when Understands the reasons Responds to peoples' Ensures effective channels
approached by others. behind other people’s concerns by altering own of communication between
Picks up signals to thoughts and concerns. behavior in a helpful, and across business
others' thoughts, Uses this understanding responsive manner. boundaries.
concerns, and feelings. to predict and prepare for Works with others to Is capable of
Asks questions to clarify others' reactions. Has an resolve their difficulties. communicating to senior
and understand others' 'open door', goes out of Is capable of giving industry leaders in a
views. Creates a good the way to invite effective feedback to persuasive and committed
first impression through conversations and express subordinates and manner. Tailors own
careful attention to interest in the ideas of superiors. Able to language to the level of
appearance and others. Has the ability to successfully negotiate the audience.
grooming. make a group mutually agreeable and
Is capable of developing presentation to peers challenging work
letters and reports and and/or superiors. objectives with
handling customer Is able to communicate subordinates and
queries efficiently. effectively in-group and superiors.
individual work situations.

Definition: Actively participating as a member of a team to move the team toward the completion of goals.


Participates willingly with Communicates Takes action outside daily Uses strategies to promote
the team by doing information about the work routine to build team effectiveness across
his/her share of the business to commitment to the team the business such as
teams' work. Works well management and as a focus. Models providing information to
within the team employees. Actively teamwork in own other areas of the
environment to establish organizes activities behavior. Facilitates a organization to help make
constructive ideas or aimed at building team beneficial resolution of decisions collaboratively and
solutions that meet spirit. Encourages conflicts. Promotes the sharing resources to solve
organizational objectives. others to see team's achievement in the mutual problems.
Assists in establishing a themselves as part of larger organization.
strong commitment the team. Genuinely
amongst work group values others' input
members. and expertise. Self
Makes positive comments directed and takes the
about the abilities and initiative in achieving
potential of individual team goals.
team members. Identifies the
information and
operational resources
required for the team
to work effectively.

1.3.Planning and Organising

Definition: Establishing courses of action for self and others to ensure that work is completed efficiently.


Diaries appointments Meets deadlines, delivers Able to assist other team Can organize activities
and keeps to them on work on time without members where necessary to and allocate resources
time. Can prioritize sacrificing quality. formulate objectives. cost-effectively, and
tasks and recognize Is a positive influence on Remains focused on own and take into account the
the difference between the use of time in-group team goals and objectives, skills mix within the
urgent and important meetings - helps maintain regularly reviewing these work group or team. Is
tasks. focus. against agreed performance effective in planning the
Tackles the high Able to contribute to measures and amending plans best balance of
priority tasks before departmental plans by as necessary. resources including
the low priority tasks. formulating clear, SMART Accountable for preparation human, financial and
Able to analyses own goals and objectives and and delivery of plans for an technological to meet
time use, identify appropriate performance activity or project undertaken goals.
common “time measures. by a work group or team. Monitors and makes
stealers” and act to Sets realistic but Recognizes the importance of decisions to achieve
reduce these challenging timeframes considering plans of other operational goals.
Plans for interruptions, and deadlines. departments and involves all Able to identify and
allowing for Able to take the longer stakeholders in the planning anticipate future
contingencies. term view in planning own process. opportunities and
work rather than just Understands and can potential problems and
planning day-to-day incorporate scenario building incorporate contingency
activities into the planning process. (“what if”) plans into the
planning process

1.4.Interpersonal Skills

Definition: Develop effective relationships with others

Demonstrates trust in Adopts an open Demonstrates leadership Acts in a manner consistent
team colleagues. Helps participative credibility by being visible with the values of the
other team members to communication style. and living the values. organization and influences
achieve targets. Supports Coaches individuals Facilitates individual others to adopt them.
team decisions. Builds and teams to meet learning and development Demonstrates
open and honest organizational and within the process area. approachability at all times.
relationships with others. personal objectives. Actively seeks and gives Seeks feedback from and
Understands impacts of Provides opportunities feedback. Builds effective gives feedback to others.
their actions on others for individuals to learn relationships with others Actively facilitates the
and on organization and and develop. Provides and presents ideas acquisition and sharing of
displays a positive and seeks constructive persuasively and knowledge and skills
approach. Gives open and consistent confidently throughout the organization.
and constructive feedback and gives Builds effective relationships
feedback to others in people the freedom to with others and presents
team and managers. do their work ideas persuasively and
Takes ownership of and confidently
find ways to meet
personal development
needs and takes
responsibility for own

1.5.Health, Safety and Environment

Definition: Continually strives for excellence ensuring that all work is completed to agreed standards and
enhances the image of the organization without compromising safety.


Has a high awareness of Implements safety and Understands and is able to Sets vision and overall
the importance of quality quality standards. set performance, quality objectives for quality and
and safety. Complies with Reinforces and and safety standards for safety. Takes ultimate
quality and safety communicates the their process area. responsibility for quality and
standards. Takes quality and safety Communicates and safety standards.
personal responsibility for message. Drives reinforces the Benchmarks against
the quality of and the quality within their performance, quality and competitors. Drives quality
safe execution of work area through safety message across the through personal example
assigned work. Is aware personal example and process area. Takes and by encouraging others.
of personal and team by encouraging others. responsibility for the Understands and
performance and takes Implements quality management of quality. communicates the strategic
action to improve quality programs including Ensures that development importance of quality
of team work and is assessing training needs of all staff in the including costs and benefits
aware of personal needs of team and process area are identified and ensures that
development needs and addressing gaps and and addressed and development needs of the
works with manager to seeks continuous promotes continuous organization are addressed to
address these improvements in improvement in the areas promote excellence
quality of quality.
1.6.Results Orientation

Definition: Commits to delivering results on time and to the agreed standards through effective objective
setting and monitoring and by taking personal responsibility for achieving them


Works to meet standards Demonstrates a firm focus on Sets challenging goals (for Makes strategic
set by others results and the pursuit of self and team), which are decisions, which
(management or excellence by identifying demanding, realistic and commit significant
customers). Asks opportunities for specific attainable. Addresses resources to enable
questions to clarify improvement. Goes beyond performance problems in a the achievement of
immediate requirements immediate or at hand sources timely manner by assessing results. Maintains a
of a situation. and taps own network of performance against focus on results and
Acts responsively to contacts to gather additional standards, providing the pursuit of
ensure desired results information which will honest, constructive excellence across
are achieved whilst enhance the provision of feedback and diverse and complex
ensuring they are of service or will resolve a communicating expectations tasks. Develops an
quality nature. problem more satisfactorily. for performance empowering culture
Able to delegate tasks in order improvement. Empowers
to maximize the utilization of own team

1.7.Change and Innovation

Definition: Is willing to try new ways of working and turn ideas into action so that the organization is
capable of adapting to the changing business environment


Seeks opportunities Creates opportunities Actively encourages Breaks new ground, creates new
to achieve better and minimizes employee innovations, concepts that are not obvious to
outcomes. Uses potential problems by improvement initiatives and others so as to explain situations
common sense to introducing value-added activities. or resolve problems. Takes
create solutions. something new or Publicly acclaims successful calculated entrepreneurial risks
Makes different. Applies innovations. Anticipates and exploits challenging
improvements in known solutions and and prepares for a specific opportunities, including
own area concepts in novel opportunity that is not anticipating situations 2 to 5
ways. obvious to others. years ahead so as to create
Has a continuous Advocates and supports a opportunities and avoid
improvement focus continuous improvement problems.
culture. Develops a continuous
improvement culture.

1.8.Customer Focus

Definition: Focuses efforts on understanding and meeting internal and external customer needs.


Follows through on Works to understand and Works with a long-term Negotiates critical business
customer queries, anticipate the customer’s perspective in addressing interests with significant
requests and complaints. current and future customer needs. Takes a internal and external
Collaborates to reach requirements. Ensures partnership approach. stakeholders and builds
agreement. Able to mutual benefit. Takes Looks for long-term partnerships with them.
identify current and personal responsibility benefits to the customer. Fully familiar with
potential customers and for maintaining regular Becomes intimately customer research so that
ensures quality customer and clear communication involved in and 'expert' on strategies meet customer
service at all times. with customers, for the customers business. needs. Actively analyses
correcting customer Seeks mutual gain and reviews marketplace
service problems and partnership with key so as to take advantage of
following up to ensure customers. potential growth
the customer is satisfied. Reviews activities to opportunities.
ensure that thinking and
actions are focused on
customer needs.
1.10 Leadership
Def: Leadership is an interpersonal influence directed towards the achievement of a goal or goals.

Level A Level B Level C Level D

Recognizes conflicts In case of conflict, Finds the root cause of the Foresee the conflicts and tries
and acts accordingly. remains calm and thinks problem and informs his superiors to minimize the same before it
Senses the need to of logical ways to solve of the same and generates arises, thus takes necessary
assign duties to the problem alternatives steps
people and Clear about who should Assigns responsibility to different Gives them freedom to work
delegating. be given which tasks people according to their capability within the framework.
Takes advantage of Coaches people when and sets deadlines for the same Monitors that correct decisions
most opportunities, required and open to give Recognizes the areas that require are made and time lines are
could do more to advice when asked. improvement in subordinates, adhered
leverage them Inspires trust and gives them suggestions, which Can spot talent in individuals.
through others. credibility among others they implement. Gives excellent feedback.
Encourages a Maximizes self and other's Highly sought after as a
participative contribution for the organization mentor
approach and by creating value One of the most proactive at
initiative recognizing business
opportunities and creating a
vision that excites and
motivates others.
1.11 Problem Solving and Decision making

Definition: Processes problems into solutions and new opportunities.


Reacts to situations, “ Identifies problems, Identifies and educates Uses a systematic approach
fire fighting” with short- Secures relevant others to focus on causes, to anticipate problems.
term solutions. information from all not symptoms, of Generates creative solutions,
sources and seeks problems and works co ensures there are appropriate
potential solutions operatively to seek contingency plans in place.
solutions. Comes up with Combines reason, logic and
creative alternatives to intuition in taking prompt
arrive at optimal solution decisions

1.12 Critical Thinking

Definition: It is used to describe thinking that is purposeful, reasoned, and goal directed-the kind of
thinking involved in solving problems


Is aware of the simple Probes for deeper Personal vision, focus, Can identify and recognize
cause and effect understanding of non – energy, patience and patterns in the surrounding
relationships, but obvious issues, commitment to creative environment. Utilizes solution
unaware of larger, relationships. Challenges development of new from traditional frames of
complex and multi – and uses other team solutions/ processes build reference in providing leadership
dependency systems members for input to see upon thorough multi and action for the patterns
processes in new ways. dependency system observed.
Tries to think forward in analysis
a series of ifs/ thens