Tends to apply previously accepted solutions instead of using creative thinking and/or business acumen to solve problems and meet objectives

Manages people with a focus on task completion without seeking opportunities for continuous learning/development of direct reports

Avoids taking on leadership responsibilities beyond responsibility for direct reports

Conceptual knowledge base and skills demonstrated lag behind current practices and professional trends

Continues to use outdated technology even when new technology is available and more effective

Applies knowledge and expertise, analytical skills, creative thinking, business acumen and people skills to accomplish results through others

Takes responsibility for technical/professional excellence and continuous improvement of self and direct reports

Increasingly applies knowledge to help solve problems across work groups

Is continually building on conceptual knowledge base

Stays current with emerging technology and processes; seeks opportunities to apply available technology and processes to improve OU effectiveness

Meets Expectations and:

Is sought after to help solve problems within and across work area

Ensures that direct reports have access to resources needed to improve their knowledge and technical skills

Continually seeks opportunities to put new content knowledge into practice

Often takes on leadership responsibilities beyond direct reports

Allows resistance to change to flourish without attempting to control or minimize

Fails to recognize when existing practices/beliefs are no longer effective in OU environment

May give up easily or become aggressive when ideas are faced with opposition

Loses focus of tasks and may fail to successfully complete tasks in situations of ambiguity and uncertainty

May implement changes to current work processes without seeking input from others; fails to explain the need for change and its benefits

Reacts negatively to innovative suggestions for change; may attempt to sabotage change efforts

Understands and addresses resistance to change; recognizes when prevailing practices/beliefs should be challenged to accomplish process improvements

Constructively voices new ideas; persists, takes steps to overcome opposition

Adapts methods and approaches to a constantly changing environment

Effectively carries out tasks in situations of ambiguity and uncertainty

Works with and through others to implement change; encourages innovation in others

Helps direct reports and others understand rationale for change

Encourages training to increase skills required by changing work environment

Meets Expectations and:

Champions new ideas with enthusiasm

Regularly offers innovative solutions and changes to current processes to improve results; acknowledges risks of change and promotes benefits

Often takes on leadership role for uncertain and ambiguous projects; quickly identifies objectives, resource needs, and effective solutions

Accepts others’ ideas for change with enthusiasm; lends support and professional expertise to help implement change

Regularly voices the need for change to direct reports and others; incorporates change updates into regularly scheduled communications

Fails to incorporate performance management process into daily operations and interactions with subordinates and supervisors

Provides feedback and coaching to direct reports only during performance review meetings; often falls behind in conducting performance reviews

Performance goals set are often unclear or not communicated effectively to subordinates

Seeks feedback from others only occasionally; can react negatively when direct reports, peers, and customers offer feedback

Fails to see the development of direct reports as a key responsibility of job

Views training activities as unimportant and/or as a barrier to completing work duties

Resists adjusting work schedules or routines to accommodate development activities

Actively uses performance management process in interaction with subordinates and supervisors:

- Establishes up-front performance goals and expectations

- Provides regular performance feedback and coaching with high level of sensitivity

-Works with direct reports to develop performance improvement plans when needed

- Conducts timely performance reviews

-Seeks and accepts feedback from direct reports, peers, customers

- Rewards and recognizes employee’s performance using appropriate tangible & intangible methods 

Meets Expectations and:

Allocates or assists in directing use of approved resources to support development of direct reports

- Identifies/creates development opportunities

- Identifies and may approve training

-Assigns special projects

-Authorizes re-scheduling of work to accommodate development activities

Views continuous development and performance improvement as a high priority for self and direct reports

Works with direct reports to develop career paths based on their personal interests and aligned with university needs

Fails to uncover underlying customer needs; resolves surface issues only

Is reactive rather than proactive in resolving customer requests

Can be rude or disrespectful when hurried or under stress

Fails to follow up with customer to ensure needs were met and/or obtain feedback on customer service performance

Fails to explain to customer’s satisfaction rationale behind the inability to provide service

Treats customers as partners; builds “win-win” relationships

Partners with customers to resolve complex problems, responds to unique needs and delivers  timely, cost-effective, quality solutions; monitors customer satisfaction

Anticipates customer needs; keeps customers abreast of relevant changes; distributes helpful information

Effectively follows OU policies in a manner respectful to customers

Provides courteous service

Meets Expectations and:

Helps create and implement customer-driven work processes within work area; may suggest similar improvements to other work areas

Takes steps to address underlying customer needs beyond those initially expressed 

Identifies opportunities to modify work processes for improved customer service

Working relationships tend to be strained

Lacks enthusiasm when participating in team activities; may attend but not actively participate

Often accomplishes work group tasks independently and without input from team members

Puts own needs and concerns above the needs and concerns of the work group

Keeps technical/process expertise to self; shares information only when asked

Develops effective working relationships across OU

Significantly contributes to team efforts by sharing technical/process expertise and providing guidance

Works with others to accomplish common goals

May have team/project leadership responsibility (beyond direct reports)

Regularly seeks and provides updates on team project status

Meets Expectations and:

Recognizes when a team approach is the better way to solve work problems

Inspires team members to accomplish project objectives

Often takes on leadership responsibilities beyond direct reports

Regularly shows willingness to put team needs above personal self-interest

Builds/maintains a network of colleagues within and across work groups to exchange ideas and share expertise

Leads efforts to help others develop effective working relationships throughout the organization

Fails to consider the views of others in daily work operations.  Avoids communication except when necessary

Is unable to handle sensitive situations with tact

Reacts with hostility when opinions are challenged; resists compromise; may create conflict

Avoids working with men and women from a variety of ethnic, social and educational backgrounds

May use slurs and negative comments about other groups; calls attention to others’ differences

When leading projects:

Fails to update team members of project status

Gives inconsistent or unclear directions

Allows outstanding team issues to reach critical status before addressing

Listens actively.  Maintains frequent and open communication

Shows understanding of others’ perceptions and reacts accordingly

Displays cooperative and open-minded behavior in working with others; demonstrates willingness to compromise

Diplomatically handles situations and effectively resolves  misunderstandings without raising antagonism or hostility

Behaves professionally and supportively when working with men and women from a variety of ethnic, social and educational backgrounds

Avoids using stereotypes when dealing with others; may correct others on the use of slurs and negative comments about other groups

When leading projects and/or direct reports

Is an effective and timely communicator; keeps team members/direct reports well informed of issues/direction

Note: Accountability of the manager on this and other competencies is in the performance initiative competency

Meets Expectations and:

Applies proficiency in active listening skills and communication skills to positively influence and negotiate where there are opposing ideas or diverse perspectives

Sees differences in people and their views as opportunities for learning and personal growth

Communicates the benefits of welcoming diverse backgrounds and perspectives throughout work area and across organizational lines

Speaks out against the use of inappropriate language, slurs, and other negative comments

Projects a sense of trust and trustworthiness to others

When leading projects:

Effectively engages all team members in the problem-solving process

Often misses deadlines and work commitments; work assignments completed are of poor quality

Tends to use excuses or blame others when mistakes are made; fails to incorporate lessons learned and may repeat previous mistakes

Takes action to improve effectiveness of work processes only when specifically instructed by supervisor

Seeks quick-fix solutions to work process issues; often overlooks root cause of process inefficiencies

When leading projects:

May fail to clearly communicate project objectives, status, and responsibilities

Allows team members to miss commitments without consequences

Assumes responsibility for completing work assignments; meets commitments and deadlines

Accepts responsibility for mistakes; learns from them, and applies lessons learned to completion of future work

Seeks opportunities and takes actions to improve effectiveness of work processes

Carefully weighs benefits and costs of process improvement initiatives; ensures that value-added processes are implemented

When leading projects and/or direct reports:

Ensures team members/direct reports understand project/unit objectives and what they need to do to support them

Holds team members/direct reports accountable for honoring their commitments

Meets Expectations and:

Frequently completes work assignments ahead of deadlines

Sets and meets challenging goals for self and unit

Maintains a consistently high level of productivity even under adverse conditions

Thinks through implications of work projects; anticipates and prepares for work problems that are not obvious to others, and shares lessons learned

When leading projects:

Takes responsibility for providing team members with the resources they need to successfully meet their commitments

Continually checks with  team members to ensure they have the information they need to be well-prepared regarding their roles and responsibilities on projects