Behaviorally Anchored Rating Scales (BARS)
~ Penn
~ Human Resources
Collaborates BARS by Level
Collaborates
Building partnerships and working collaboratively with others to meet shared objectives.
Behavior
Entry/Support
1. Makes productive
contributions to the
group.
2. Solicits input from others.
3. Acknowledges others’
efforts, advice, and
contributions.
4. Volunteers to help others
when needed.
Individual Contributor
1. Shares information with
others so there are no
surprises.
2. Involves others as
appropriate to accomplish
individual and group goals.
3. Encourages unity rather
than “us vs. them”
thinking.
4. Welcomes and
acknowledges the ideas
and input of others.
Needs Improvement
Makes limited or ineffective
contributions to the group; may
focus largely on own agenda
without considering how to
support the whole team.
Asks few questions to draw
upon the input of others.
Overlooks chances to
acknowledge what others are
doing; may come across as
wanting all the credit.
Misses opportunities or rarely
volunteers to help others.
Allows surprises to arise by
withholding information that
others would have liked to
know.
Works in isolation, even when
the best outcomes can be
attained by partnering with
others.
Engages in “us vs. them”
thinking or allows it to exist
within the team.
Focuses largely on own views;
misses opportunities to
acknowledge others’ ideas and
input.
Meets Expectations
Learns how to operate as a
team player and seeks to
contribute actively to the
group’s efforts.
Seeks out others’ input.
Demonstrates understanding
and appreciation for how
others contribute to team and
organizational goals.
Steps forward to help others
when the need is clear.
Keeps in touch with
stakeholders and makes sure to
share the facts they need to
know.
Readily involves others as
appropriate to accomplish
individual and group goals.
Discourages “us vs. them”
thinking in self and others.
Accepts and conveys
appreciation for others’ ideas
and input.
Exceeds Expectations
Identifies multiple ways to
contribute to the group;
considers and explores new
ways to add value.
Probes to draw out richer input
from others.
Acknowledges others’
contributions and gives them
credit for their efforts.
Makes self a resource to help
others and seizes opportunities
to assist whenever possible.
Ensures that stakeholders
remain well informed and that
surprises are eliminated.
Identifies and enlists a wide
variety of stakeholders who can
add value to team outcomes.
Confronts and challenges “us
vs. them” thinking when it
arises, reminding others that all
are working toward the same
goal.
Urges others to share their
ideas and input; expresses
strong appreciation for these
contributions.
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 Behaviorally Anchored Rating Scales (BARS)

~ Penn
~ Human Resources
Behavior
Supervisor/Manager
1. Credits others for their
contributions and
accomplishments.
Needs Improvement
Allows credit to be distributed
inappropriately; gives an
individual credit for shared
successes, or shared credit for
someone’s personal
accomplishments.
Meets Expectations
Makes sure that both
individuals and the team as a
whole receive credit for
contributions and
accomplishments.
Exceeds Expectations
Distributes credit skillfully;
ensures that the team receives
accolades for shared successes
and individuals are rewarded
for their contributions.

2. Encourages people to Provides limited opportunities Encourages people to share Regularly solicits others’ ideas
express their views for people to express their honest views and reacts in and perspectives and leaves
openly. themselves openly. a non-defensive way when they space in a conversation for
do so. people to contribute.

3. Facilitates effective Misses opportunities to ensure Encourages coworkers and Takes clear steps to simplify,
collaboration among effective collaboration among external partners to work enhance, and improve
coworkers and external coworkers and external together as a team. collaboration among coworkers
partners. partners. and external partners.

4. Involves others in making Make decisions without Involves others as appropriate Seeks out and draws upon a
decisions on behalf of the including affected team when making decisions on diversity of perspectives when
group. members. behalf of the team. making decisions on behalf of
the team.

Director/Executive
1. Exemplifies collaborative Remains overly independent or Seeks out a broad range of Adeptly pursues, investigates,
leadership by inviting a relies on a narrow spectrum of perspectives when leading and integrates a wide array of
wide variety of views rather than broadening discussions, formulating viewpoints when leading
perspectives to the the conversation. solutions, or charting discussions, formulating
discussions. strategies. solutions, or charting
strategies.

2. Creates a climate where Acts in ways that discourage Supports an environment Creates and enforces an open
people communicate fearless communication. where people feel able to climate where people have
fearlessly. express themselves with venues to communicate
honesty. fearlessly.

3. Builds a culture of Misses opportunities to engage Promotes a culture of Initiates and advocates
collaboration and in and advocate greater cross- collaboration across significant efforts to build and
teamwork across organization teamwork. boundaries; urges teamwork promote a culture of
organizational boundaries. with other groups, functions, collaboration that spans
and teams. organizational boundaries.

4. Removes organizational Allows culture, structure, or
barriers to collaboration. processes to drive competition
rather than collaboration (i.e.,
structure or compensation
system).
Takes clear steps to address the Introduces initiatives to
major barriers to collaboration. encourage collaboration and
actively breaks down barriers
between groups.