1.

Essential Requirements

1.1 Accountability
Definition- Demonstrates an understanding of the link between ones own job responsibilities and overall organizational goals needs, and performs ones job with the broader goals in mind. Key Indicators: Helps and supports fellow employees in their work to contribute to overall organization success. Demonstrates understanding of the overall business- its goals, purpose, functions, competition, etc. that helps increase employee commitment and interest. Looks beyond the requirements of ones own job to offer suggestions for improvements of overall organization operations. Takes personal ownership in organizations success.

1.2 Adaptability
Definition- Changes behavioral style or method of approach when necessary to achieve a goal; adjusts style as appropriate to the needs of the situation. Responds to change with a positive attitude and a willingness to learn new ways to accomplish work activities and objectives. Key Indicators:

Looks for ways to make changes work rather than only identifying why change will not work. Adapts to change quickly and easily. Makes suggestions for increasing the effectiveness of changes. Shows willingness to learn new methods, procedures, or techniques, resulting from departmental or University-wide change. Shifts strategy or approach in response to the demands of a situation.

1.3 Diversity
Definition- Demonstrates respect for all differences (e.g., race, gender, ethnic background, disabilities, sexual orientation, age, career levels, style and opinions) Key Indicators: Refrains from behavior or language that is exclusionary or offensive in nature. Solicits opinions from many diverse perspectives. Considers different ideas when making business decisions. Adheres to the policy on sexual and other unlawful harassment.

1.4 Flexibility
Definition- changes behavioral style or method of approach when necessary to achieve a goal; adjusts style as appropriate to meet the needs of the situation. Key Indicators: Adjusts easily to changes at work. Modifies a strongly held position in response to contrary evidence. Recognizes the merits of different approaches and uses them in accomplishing work activities. Modifies own behavior to fit the situation at hand or to meet the expectations of others.

1.5 Integrity
Definition- Acts in an honest and trustworthy manner based on personal accountability and a moral conviction to do the right thing. Key Indicators: Acts consistently with personal standards of ethical judgment when participating in group decisions and problem- solving. Acts to protect and does not violate or compromise the confidentiality of information. Recognizes when situations or directives are directly or indirectly in conflict with professional ethics or with the organizations stated values. Promises only what can reasonably be delivered. Appropriately and consistently complies with policies and procedures.

1.6 Reliability
Definition- Demonstrates a high level of dependability in all aspects of the job. Key Indicators: Completes all assigned tasks on time and with minimal supervision. Is punctual and present for work. Fulfills all commitments made to peers, co- workers, and supervisor. Informs appropriate individuals when assigned tasks will not be completed in agreed upon time frame.

1.7 Interpersonal relationships

Definition- Thinks carefully about the likely effect on others of ones words, actions, appearance, and mode of behavior. Maintains stable performance and emotional control when faced with opposition, pressure, hostility from others and/or stressful conditions. Key Indicators:

Demonstrates appropriate and professional behavior at all times. Uses a high degree of tact and diplomacy in working with others. Models and exercises sound judgment regarding personal conduct. Is aware of ones own style or preference and its impact on others. Earns the respect of others. Stays calm in the face of others anger or lack of control or when faced with complaints.

2. General Competencies

2.1 Achievement Orientation

Definition- Achievement is about having the sustained energy and determination in the face of obstacles to set and meet challenging targets, in compliance with quality, time and diversity standards and delivering the required business results. Key Indicators: Clarifies what is expected. Is positive and enthusiastic about the job. Does not give up at the first obstacle. Respect the rights of others whilst achieving ones own goal. Understands and works towards goals set by others. Measures progress against targets. Seeks to understand reasons for obstacles and to find ways to overcome. Acknowledges the work and contributions from others. It determined despite frequent obstacles. Tackles difficult problems and takes personal responsibility for reaching solutions. Seeks ways to improve overall performance levels to give higher levels of satisfaction to target groups. Achieves significant progress in the long term, wider performance of the council. Sets out to be the best- has own measures of excellence and works to these. Makes decisions through weighing up the cost- benefit and risk implications. Acts entrepreneurially to make performance gains.

2.2 Analytical Thinking/ Problem Solving

Definition: Analytical thinking is about bringing a disciplined analysis to data and situations, to see cause and effect to use this to make effective decisions. Builds a logical approach to address problems or opportunities or manage to situation at hand by drawing on own knowledge and experience base and calling on other refrences and resources as necessary. Key Indicators: Undertakes a complex task by breaking it down into manageable parts in a systematic, detailed way. Anticipates the consequences of situations. Thinks of several possible explanations or alternatives for a situation. Identifies the information needed to solve a problem effectively. Gets input from internal/external contacts who are closest to the problem. Presents problem analysis and recommended solution to others rather than just identifying or describing the problem itself. Acknowledges when one doesn't know something and takes steps to find out. Anticipates potential obstacles and develops contingency plans to overcome them. Considers the organizations priorities when making decisions or analyzing the costs and benefits of various alternative solutions.

2.3 Attention to Detail

Definition- Thoroughness in accomplishing a task through concern for all the areas involved, no matter how small. Monitors and checks work or information and plans and organizes time and resources efficiently. Key Indicators: Provides accurate, consistent numbers on all paperwork. Provides information on a timely basis and in a usable form to others who need to act on it. Maintains a checklist, schedule, calendar, etc., to ensure that small details are not overlooked. Double-checks the accuracy of information and work product. Carefully monitors the details and quality of own and others' work. Expresses concern that things be done right, thoroughly, or precisely. Follows policies, procedures, safety and security measures in using various equipment. Completes all reports and documents according to procedures and standards. Maintains properly equipped work area. Takes necessary actions to produce work that requires little or no checking.

2.4 Collaboration/ Coordination

Definition- Develops cooperation and teamwork while participating in a group of people, working toward solutions which generally benefit all involved parties.

Key Indicators: Solicits the input of others who are affected by plans or actions. Gives credit and recognition to others who have contributed. Finds areas of agreement when working with conflicting individuals or groups. Identifies and pushes for solutions in which all parties can benefit. Demonstrates concern for treating people fairly and equitably. Keeps people informed and up-to-date. Builds consensus. Listens to all points of view. Readily gets cooperation of others for whom one has no direct supervisory responsibility.

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2.5 Commercial Knowhow

Definition- Commercial awareness could be stated as an interest in business and an understanding of the wider environment in which an organization operates: its customers, competitors and suppliers. It might also encompass understanding of the economics of the business and understanding the business benefits and commercial realities from both the organizations and the customer's perspectives. Generally it includes awareness of the need for efficiency, cost-effectiveness, customer care and knowledge of the market place in which the company operates. Key Indicators: Responds to various audit observations related to accounting and initiating necessary actions as per audit recommendations. Possess market knowledge and facts about the company. Acquires knowledge about the commercial realities of the organization with the intense understanding of business benefits. Thinks about the cost effectiveness of the organization.

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2.6 Communication
Definition- Creates an atmosphere in which timely and high quality information flows smoothly both up the organization and down, inside and outside the organization; encourages open expression of ideas and opinions.

Key Indicators: Asks open-ended questions that encourage others to give their points of view. Keeps people accurately informed and up to date. Appropriately expresses one's own opinion. Refrains from immediate judgment and criticism of others' ideas, delivering criticism in a way that demonstrates sensitivity to the feelings of others. Waits for the other person to finish their intended message before responding. Encourages staff to keep one another informed and share information. Uses vocabulary which is appropriate to the audience. Keeps responsible people informed of both positive and potentially negative information. Asks questions as necessary to clarify a message being delivered, demonstrating close concentration on the message. Encourages response and dissent to ideas and issues.

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2.7 Crisis Management

Definition- Performs jobs in a manner that minimizes hazards to oneself, others, and the environment. Maintains a physical work environment that contributes to the well-being of others. Key Indicators:

Knows who to contact in the event of an emergency and departmental fire/disaster plan, and responds to safety issues with an appropriate level of urgency.

Regularly communicates safety and environment awareness as a priority. Takes action to prevent or resolve safety hazards in own work area and within the University.

Considers impact on safety/environmental as practices and procedures are developed and work is delegated.

Continually pursues new developments to improve plant safety/environment.

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2.8 Customer Focus

Definition- Demonstrates concern for meeting internal and external customers' needs in a manner that provides satisfaction for the customer. Customer Service orientation is the willingness and ability to give priority to customers, delivering high quality services which meet their needs. Key Indicators: Responds to customer requests promptly. Asks questions to identify customer's needs or expectations. Checks understanding by stating what he/she understands are the customers needs or expectations and ask the speaker to verify or clarify. Considers the impact on the external customer when taking action, setting policies or carrying out one's own job tasks. Looks for external trends that are likely to shape the wants and needs of customers in the near future. Involves stakeholders in the decision-making or problem-solving process as early as possible. Looks for creative approaches to providing or improving services that may increase efficiency and decrease cost. Works to remove barriers that get in the way of giving customers top notch service. Asks questions of customers to assess satisfaction with service being provided. Refers customer to appropriate department or employee to solve specific problems. When referring customers to different departments, follows up to make sure that the customer has been taken care of. Seeks ways to continuously improve external and internal customer satisfaction with product or service quality and on-time delivery.
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2.9 Initiative
Definition- Does more than is required or expected in the job; does things that no one has requested that will improve or enhance products and services, avoid problems, or develop entrepreneurial opportunities. Plans ahead for upcoming problems or opportunities and takes appropriate action. Key Indicators: Does things before being asked or before the situation necessitates action (i.e., forced to by events). Recognizes and acts upon opportunities. Seeks information from many different sources before deciding on own approach. Does far more than is minimally required in the assignment, task or job description. Digs beneath the obvious to get at the facts, even when not asked to do so. Creates opportunities or minimizes potential problems by anticipating and preparing for these in advance. Tries out new ideas after consideration of all factors involved and potential consequences and outcomes. Seeks out and/or accepts additional responsibilities in the context of the job.

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2.10 Intercultural competence

Definition- Inter cultural competence is the ability to demonstrate respect for, interest in and understanding of a range of attitudes, beliefs and traditions. It describes the ability to contribute to the cultural dialogue needed to develop mutually beneficial relationships. This competency draws of qualities of openness, cultural awareness, cultural understanding and emotional intelligence. Key Indicators: Receptive to new ideas and differences. Demonstrates interests in and understanding of own ad other cultures. Observes personal impact in interactions with colleagues and external contacts and adapts behavior appropriately. Effective in reducing or reversing negative impact. Recognized as an effective communicator in a range of situations. Has high level of curiosity, openness and interest in the possibility of learning from others Uses experience to improve self - awareness and increase own cultural knowledge. Demonstrates critical self - reflection and judgment.

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2.11 Job Focused Learning

Definition- Demonstrates eagerness to acquire necessary technical knowledge, skills and judgment to accomplish a result or to serve a customers needs effectively. Has desire and drive to acquire knowledge and skills necessary to perform job more effectively. Key Indicators: Seeks out opportunities to gain additional operational exposure and experience. Identifies and pursues areas for development and training that will enhance job performance. Maintains fluency in appropriate business applications, software or tools. Keeps up to date on current research and technology in the industry, field or function. Reviews, selects and disseminates information regarding key technologies and best practices and tools to others in the group. Demonstrates resourcefulness in acquiring necessary knowledge inside or outside area of expertise when designing solutions or improving performance. Continually looks for ways to expand job capabilities. Selects appropriate development activities from a range of competing alternatives and pursues them.

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2.12 Organizational Understanding

Definition- interests and needs of one's own group with those of the broader organization. Key Indicators: Understands the organizational implications of events. Knows how to use the organization's formal and informal system to get things done. Demonstrates awareness of goals of other units and of the organization and makes requests or decisions in support of this awareness. Uses the most appropriate channels and cost-effective means in communications within and between departments/divisions. Identifies key decision makers on issues of concern. Recognizes which issues are worth pursuing and when it is time to compromise. Keeps objectives that are related to organizational priorities at the top of one's own priorities and the priorities of one's work group. Works to build a sense of common purpose across all work groups, avoiding a "we versus them" attitude. Identifies underlying problems affecting organizational or individual performance such as market conditions, competitor actions or other external forces.

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2.13 Planning and Organizing

Definition- Establishes a systematic course of action for self or others to ensure accomplishment of a specific objective. maximum productivity. Sets priorities, goals and timetables to achieve

Key Indicators: Develops or uses systems to organize and keep track of information (e.g., "to-do" lists, appointment calendars, follow-up file systems). Sets priorities with an appropriate sense of what is most important. Keeps track of activities completed and yet to do to accomplish stated objectives. Keeps clear, detailed records of activities related to the accomplishment of stated objectives. Plans with an appropriate and realistic sense of the time demand involved. Knows status of one's own work at all times. Creates action plans for achieving performance expectations.

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2.14 Professional Confidence

Definition- Professional Confidence is a justified belief in ones ability to do the job, providing an opinion or advice when necessary and being prepared to take decisive course action. Key Indicators: Addresses problems as they arise and doesnt put them off. Considers the ideas and opinions of others but accepts responsibility for the final decision without excuse. Represents unpopular causes, even when this is difficult, if he/she believes the cause valid. Seeks new responsibilities. Considers new approaches, and takes a lead in persuading others that her/ his idea is valid. Volunteer new challenges or assignments. Welcomes new tasks which are unfamiliar.

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2.15 Project Management

Definition- Project management is to achieve all of the project goal] and objectives while honoring the preconceived constraints. Key Indicators: coordinates the diverse components of the project by quality project planning, execution and change control to achieve required balance of time, cost and quality. Creates quality product by including only the required work and to control scope changes. Ensures timely completion of the project. Ensures that the project is completed within allotted budgets. Ensures that the product will satisfy the requirements. Employs quality leadership to achieve quality teamwork Distribute quality project information. Identify and control risk. Ensures quality service or product acquisition. Manages a project according to a standard process by understanding and using a systems development lifecycle. Optimizes specific activities in the development of a system by selecting and using the best tools, and by performing the technical activities correctly. Manages the implementation of systems so that their design and components fit into the existing (or future) departmental standard infrastructure, software and hardware.

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2.16 Relationship Building for Influence/ Interdepartmental Relationship

Definition- Relationship Building for influence is about building bonds with others and using these to persuade, convince or gain support in order to achieve positive outcomes fot the council. Key Indicators: Learns to make first impressions count. Is friendly and optimistic with people she/ he meet. Actively lobbies behind the scenes. Identifies relationships that are not strong, meets the individual(s) concerned to establish why, and initiates actions to build the relationship(s). Looks for opportunities to introduce team members personally to significant outside contacts (customers, other colleagues, etc.) In preparing for meetings or presentations, anticipates problems and criticism that others might raise so as to be ready to address them. Considers who the decision - makers are, and analyses what others might raise so as to be ready to address them. Considers who the decision makers are, and analyses wht their responses will be to the ideas to be put forward. Easily identifies key individuals or functions within a government department, organization or within the council itself.

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2.17 Regulatory Environment Management

Definition- Regulatory environment management can be stated as the possession of knowledge of laws, rules, and regulations put into federal, state, or other government entities and civilian organizations to control the behavior and actions of business activities. Key Indicators: Acquires an adequate level of knowledge of the regulatory environment within which their terminal operates and to be able to ensure compliance with those regulations. Easily adapts to the regulatory environment of different locations Puts all the learning related to regulatory norms into application. Keeps track of changes/ amendments if any. Ensures that no breach of regulatory laws is made. Creates awareness about the regulatory norms.

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2.18 Results Oriented

Definition- Demonstrates concern for achieving or surpassing results against an internal or external standard of excellence, shows a passion for improving the delivery of services with a commitment to continuous improvement.

Key Indicators: Holds self and other team members accountable for achieving results. Recognizes and capitalizes on opportunities. Sets and maintains high performance standards for self and others that support organizations strategic plan. Tries new things to reach challenging goals while also taking action to minimize the risks involved. Persists until personal and team goals are achieved and commitments met. Finds more efficient and less expensive ways to do things. Works to meet individual and company goals with positive regard, acknowledgment of, and cooperation with the achievement of others goals. Motivates others to translate ideas into actions and results.

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2.19 Self Awareness

Definition- Self awareness is an understanding of your own emotions and triggers and how they impact on your own behavior and/ or the behavior of others. It is also about understanding your own strengths and limitations. Key Indicator: Seeks feedback and considers it carefully. Works with others to bring strengths to projects that she/he may lack. Looks for appropriate opportunities to improve her/his areas of weakness. Manages emotions so as to minimize negative impact on others. Considers her/his approach at meetings or in projects to suit needs of others, rather than own preferences.

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2.20 Systems Knowledge

Definition- demonstrates the ability to use applied systems knowledge (different for different departments) to receive and share information as an active member of the organization and to accomplish position responsibilities successfully.

Key Indicators: Understands the support system that is available. Possess adequate knowledge about the sophisticated IT systems used within the organization. Ability to use the IT systems that support the operations. Like- CISCO, Saran, VIP, etc. Ability to analyze and grasp sophisticated IT tools. Is able to guide others about the usage of the systems followed to complete operations.

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2.21 Team Working

Definition- Team working is about working co-operatively, across cultures and organizational
boundaries to achieve shared goals. Key Indicators: Agrees with the team critical success factors for the team as a whole, and brainstorms ways in which these can be measured. Develops the habit of checking what others are thinking by asking Am I being Clear? or Let me check what you are thinking at this stage. Treats the concerns of other departments as important. Co- operates to meet team goals even at expenses of personal preferences. Recognizes the need for flexibility and sensitivity in dealing with cross- cultural issues.

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2.22 Technical Expertise/Professional Knowledge

Definition- Applies and improves extensive or in-depth specialized knowledge, skills and judgment to accomplish a result or to serve one's "customers" effectively. ["Customers" can be students, co-workers, peers, supervisors or managers, external partners or other stakeholders.]

Key Indicators: Understands technical aspects of ones job. Makes self available to others to help solve technical or procedural problems or issues. Continuously builds knowledge, keeping up-to-date on the technical or procedural aspects of the job. Acts on own to improve and increase technical or procedural knowledge. Uses a wide range and depth of technical or specialized knowledge and skills. Keeps up-to-date on resources available to serve the needs of customers. Thinks of ways to apply new developments to improve organizational performance or customer service. Applies technical/procedural knowledge to correctly address a situation, taking into consideration the full range of available facts. Applies technical procedures correctly and in a timely manner. Recognizes trends in theory and practice of one's own technical area and effectively prepares for anticipated changes.

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2.23 Technical Knowhow/ Basic Computing Skills

Definition- demonstrates the ability to use information technology to receive and share information as an active member of the organization and to accomplish position responsibilities successfully. Key Indicators:

Uses the University email application to share and receive information. Uses the Outlook Calendar to plan and schedule work, meetings, and appointments. Navigates the Wilkes website to obtain information. Demonstrates proficiency in the use of software applications required for the position.

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2.24 Time Management/ Planning and Organising

Definition- Establishes a systematic course of action for self or others to ensure accomplishment of a specific objective. Sets priorities, goals, and timetables to achieve maximum productivity. Key Indicators:

Develops or uses systems to organize and keep track of information (e.g., "to-do" lists, appointment calendars, follow-up file systems).

Sets priorities with an appropriate sense of what is most important and plans with an appropriate and realistic sense of the time demand involved.

Keeps track of activities completed and yet to do, to accomplish stated objectives. Keeps clear, detailed records of activities related to accomplishing stated objectives. Knows status of one's own work at all times. Depreciates the impact of time delays. Enables timely completion of tasks.

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2.25 Working Strategically

Definition- This concerns a willingness to align priorities, planning and action to the strategic objectives. It is also about identifying patterns or connections between complex and ambiguous situations that are not obviously related and using these to come to conclusions about key issues that can affect organizational priorities. Keu Issues: Supports to organizational objectives even when disadvantageous in own department or sphere. Shows commitment to the long- term goals of the organization. Explains the strategic benefits of decisions to the team members or colleagues. Works towards planned career goals and personal ambitions. Uses brainstorming techniques with others to identify opportunities and solve problems.

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3. Management And Leadership Competencies

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3.1 Change leadership/ change Agent

Definition- Applies and improves extensive or in-depth specialized knowledge, skills and judgment to accomplish a result or to serve one's "customers" effectively. ["Customers" can be students, co-workers, peers, supervisors or managers, external partners or other stakeholders.]

Key Indicators: Understands technical aspects of ones job. Makes self available to others to help solve technical or procedural problems or issues. Continuously builds knowledge, keeping up-to-date on the technical or procedural aspects of the job. Acts on own to improve and increase technical or procedural knowledge. Uses a wide range and depth of technical or specialized knowledge and skills. Keeps up-to-date on resources available to serve the needs of customers. Thinks of ways to apply new developments to improve organizational performance or customer service. Applies technical/procedural knowledge to correctly address a situation, taking into consideration the full range of available facts. Applies technical procedures correctly and in a timely manner. Recognizes trends in theory and practice of one's own technical area and effectively prepares for anticipated changes.

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3.2 Coaching
Definition- Works to improve and reinforce performance of others. Facilitates their skill development by providing clear, behaviorally specific performance feedback and making or eliciting specific suggestions for improvement in a manner that builds confidence and maintains self-esteem.

Key Indicators: Reinforces effective behaviors or results immediately after the event. Compares and clearly states actual performance to expected or desired performance. Takes extra time to assist and provides specific, detailed follow-up. Demonstrates or specifically explains correct procedures or desired performance. Devotes time to providing task-related help to others, as needed. Asks questions that help other people recognize the need for performance improvement. Expresses confidence in an individual's ability to improve performance. Talks with others openly and directly about problems with their performance, providing necessary focus, guidance and direction. Tailors feedback and interactive approach to the individual. Discusses problems immediately, before they are forgotten or out of control. Ensures clarity of and commitment to performance expectations. Collects and incorporates the feedback of others to create development plans. Gives specific feedback and examples in a manner that maintains self-esteem.

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3.3 Collaborative Leadership

Definition- Promotes and generates cooperation among ones peers in leadership to achieve a collective outcome; fosters the development of a common vision and fully participates in creating a unified leadership team that gets results.

Key Indicators: Takes into account the organization as a whole when making decisions. Separates ones own interests from organizational interests in order to make the best possible judgments for the university. Supports and acts in accordance with final leadership team decisions even when such decisions may not entirely reflect ones own position. Solicits the input of peers across the university even when those peers may only be tangentially affected or involved. Finds areas of agreement when working with conflicting viewpoints and opinions. Identifies and pushes for solutions in which all parts of the university can benefit. Builds consensus among ones peers in leadership. Communicates key university priorities and how ones division or department contributes to achieving those priorities. Shares annual goals with peers in the university to increase alignment, cooperation and opportunities to collaborate. Builds buy-in for strategic goals across the university.

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3.4 Decision Making

Definition- Makes well- informed, timely and effective decisions, even when data are limited or solutions produce unpleasant consequences; perceives the impact and implications of decisions. Key Indicators: Makes timely decisions. Takes best decision from the available courses of options. Thinks about all factors that are monetary and non monetary before decision making. Takes decision which is increases the efficiency of work place. Makes decision considering to the long term perspective.

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3.5 Delegation
Definition- Utilizes direct reports effectively by allocating decision-making and other responsibilities to the appropriate person.

Key Indicators: Does not complete tasks that are/should be part of a direct report's responsibility. Assigned accountabilities are clear end results, not simply tasks to complete. Assignments are delegated to the appropriate person (i.e., are consistent with the person's job) and that individual is capable of performing them successfully. Individualizes delegation to meet the needs and abilities of the individual. Encourages others to set own deadlines within time constraints of assignment and holds them accountable for meeting the deadline. Asks employee for his/her plan to address issue to be delegated, allowing person to create and "own" the solution. Manages risks by making contingency plans with employee. Clearly communicates expectations or boundaries. Provides the necessary guidance and resources when assigning work.

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3.6 Entrepreneurship
Definition- This is about the ability to formulate new ideas or to adapt or use existing as in new or unexpected way to solve problems, and to think ahead to spot or create opportunities and maximize them. Key Indicators:

Sets aside thinking time to come up with more creative ideas for getting things done. Is
willing to be different.

Is prepared to consider major changes to process and producers if reasoned analysis

shows benefits to be greater than costs.

Responds to new ideas by discussing why they might work instead of telling others why
they wont work.

Asks colleagues to identify key factors that hinder performance, alternative ways to
achieve results and use these to plan improvements.

Acts to take advantage of new technologies and ideas. Uses brainstorming techniques to come up with solutions to problems. Does not just do
same as before.

Looks to other areas and companies for good ideas.

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3.7 Global Sensitivity

Definition- Works to continuously increase knowledge and understanding of other backgrounds, orientations, experiences, cultures and countries; creates an atmosphere in which others feel accepted and invited to participate and bring their unique perspectives.

Key Indicators: Is open to diverse perspectives. Seeks to understand issues, trends and perspectives of different groups that may be represented in the university community. Creates opportunities for people who are different from ones self to participate in important initiatives. Removes barriers for those who are different from the population-majority by helping ones colleagues understand and become more comfortable with differences. Actively seeks input from people with different backgrounds to ones self. Ensures that all members of ones group have the opportunity to contribute to the discussion or process. Recognizes that a persons experience as a minority in the community is different from ones perspective as a majority. Avoids going to the same people for input or to delegate important assignments, considers others that would benefit from the opportunity and who would offer a unique perspective.

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3.8 Holding People Accountable

Definition- Holding people accountable involves the ability to be totally clear with others about what has to be achieved, to what standard, by when, within what budget, and then make clear their accountability for delivery. Key Indicators Brings the team together regularly to discuss ways of working together more effectively. Asks team members to describe what they think current standards are. Uses the opportunity to correct any misunderstanding. In meetings with individuals, outlines responsibilities and standards clearly. Encourages individuals to monitor their own progress against goals. Doesnt waist to wait to talk to people about performance problems or achievements: talks to them as soon as possible, without causing embarrassment.

Confronts people directly and openly, but discreetly, over poor performance.

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3.9 Interdisciplinary working skills

Definition- works in the varied environment which comprises of working in more than one department or technologies.

Key Indicators: Works efficiently at a time within various departments. Collaborates with the workforce of various departments. Works in interdisciplinary culture. Able to work at remote locations, and is adaptable to different work cultures and environment.

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3.10 Innovation
Definition- Generates novel and valuable ideas and uses these ideas to develop new or improved processes, methods, systems, products or services.

Key Indicators: Works to develop new approaches when problem-solving; seeking ideas or suggestions from others as appropriate. Identifies novel approaches for completing work assignments more effectively or efficiently, and works within the "established" system to push for "a better way." Able to envision the impact of possible future changes. Suggests new ways to improve the quality of products or services. Identifies new ideas, solutions, or directions in dealing with daily situations. Displays a high level of curiosity and translates it into new approaches to solutions. Translates adversity into opportunities for improvement.

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3.11 Leadership/ Leading and developing others

Definition- This is all about leading, encouraging, bringing and supporting others to develop confidence and capability to help them realize their full potential. Key Indicators: Delegates routine elements of more complex tasks and encourages others to do the same, confirms when others have understood and learnt from delegated tasks. Treats each team member equitably, and acts as a facilitator when team members experience conflict. By being non defensive and giving feedback, creates a climate where everyone feels they can take risks, make mistakes and learn from them and are willing to support each other. Helps team members to come up with their own answers rather than solving problems for them. Finds ways and time to coach others. Tries to capitalize on diverse skills and ideas offered by team members. Never delegates to individuals without providing necessary support or resource.

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3.12 Risk Management/ Risk Taking

Definition- Takes bold decisive action despite risks, conflict or uncertainty; is willing make radical recommendations and support their implementation.

Key Indicators: Takes calculated risks to achieve goals. Challenges self and others to achieve stretch goals. Pushes forward with important initiatives in the face of uncertainty. Moves ahead without always requiring a consensus. Makes recommendations that challenge the status-quo. Steps forward with a position of principle even when there is ambiguity regarding the facts. Gives people the feedback they need even in difficult situations. Endorses others who take calculated risks to achieve university goals.

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