Section 1 – Project Summary

Objective of the project:

The main objective of the project is to learn to implement Competency Mapping for various roles
in the Organization. Also, understand the process to develop BARS for various roles and use it for
multiple purposes such as Recruitment and Selection, Promotion, Succession Planning, Training
designing, Training delivery, Performance Management System etc. in the Organization

Scope of the project:

This project assignment for Competency Mapping includes identifying the competencies of three
Positions of Training and Development department:

 Japanese Bilingual Sales representative

 Sales Manager
 Training Manager

The project has been written basis the needs and requirement of my current organization.

Findings:
 Job Description:

Job descriptions are arrived from Job analysis. It gives a clear picture of not just the responsibility
areas of an employee but also the core competencies, functional competencies he/she should
possess, kind of experience demanded for the position, skills required to effectively perform the
role etc.

 Job Element Analysis:

focusses on functional competencies demanded for the role, knowledge and skills a person
should have to effectively perform each element of the job

 BARS:

BARS is an effective tool in identifying the development needs of the employee in the
organization as it clearly tells what the current maturity level is and where he has to reach.

Conclusions:

 Competency Mapping exercise is an assessment tool to determine where the employee

stands in terms of the competencies required to perform the job vs competencies he
possess.
 As Competency mapping serves multiple purposes, it is important for every organization
to have the competencies defined for each and every role.
Section 2 – Creating a Job Description

Job Description for the roles of Japanese Bilingual Sales representative/ Sales Manager/Area
Sales Manager/ Business Development Manager

Major Key Responsible Areas of the above roles/positions:

- Responsibility for growing and delivering on the agreed sales and targets set for specific
area.
- Identify new business opportunities within the specific area and take responsibility for
personally closing the generated opportunities.
- Engage in Up-selling/ cross-selling other company products when appropriate
- Review and implement in conjunction with the manager/management regarding the most
effective methods of approaching new customers.
- Seeking out new customers and sales opportunities for driving revenue
- Build long term relationships with key contacts and target customers
- Manage the sales pipeline by reporting probabilities
- Develop persuasions skills and ability to spot opportunities
- Identify customer’s requirement and able to provide solutions with the help of delivering
team
- Support the business in cross-functional projects to drive organizational enhancement
- Support sales people in all aspects of sales process and keep their team members
accountable to KPIs that drive the business
- Maintain high customer satisfaction ratings that meet company standards
- Manage and interpret customer requirements – speaking with clients to understand,
anticipate and meet their needs
- Prepare responses to RFP (Request for proposal) and RFI (Request for information)
- Attend and participate in trade shows, conferences/seminars and other marketing events
- Design brand building strategy
- Develop strategies to grow the current business into a larger business opportunity
- Make professional presentations and negotiate deals

Skills required for the roles of Japanese Bilingual Sales representative/ Sales Manager/Area
Sales Manager/ Business Development Manager

- Strong team player with high integrity standards, able to work in a fast changing,
demanding and highly matrix business environment
- Able to provide excellent customer service
- Ability to speak Japanese fluently with the Japanese people
- Strong understanding or ability to understand the products
- Ability to adapt and learn new concepts quickly
- Confidence and ability to interface professionally with a wide spectrum of executives
- Ability to apply common sense understanding to carry out detailed but uninvolved
written or oral instructions
 - Strong internal and external customer service orientation, excellent written and verbal
communications
- Excellent presentation, communication and negotiations skills
- Ability to gather client’s requirement, propose solution
- Able to maintain good client relationship

Qualifications required for the roles of Japanese Bilingual Sales representative/ Sales
Manager/Area Sales Manager/ Business Development Manager:

 Japanese language level N1/ N2 /BJT

 BA/BCom/MA/BBA/MBA
 iPass 4.0
 PMP
 Price2
 CloudPass (AWS/Azure)
 Salesforce
 Business Japanese Proficiency Test (BJT) (score range J5 to J1+)
 J-Test (score Special A-F level)
 Training based on Technical Handbook

Job Description for the roles Training Manager

Core Competencies:

o Passion
o Accountability
o Ownership
o Commitment

Functional Competencies:

o Budget Planning and Forecast

o Train the Trainer
o Training Delivery
o Provide Leadership
o Training Calendar implementation

Job Purpose:

Oversee the department, provide strategic vision, sets performance metrics, evaluates
productivity, and helps workers create long-term career plans within the organization.

Major Key Responsible Areas:

o Develop an annual budget to meet required targets

o Devising a detailed training strategy for the organisation
 o Plan the implementation calendar and ensure that all the trainings, programs (in-
house/external), material printing is managed within the allocated budget
o Lead and manage the Training team to ensure the achievement of strategic objectives of the
organization
o Managing the delivery of training and development programmes for senior managers and
the key positions of the organizations
o Ensure employees are equipped with the requisite knowledge and skills to complete their
tasks successfully
o Delegate the instructions to training officer and review the quality and efficiency of his/her
work
o Provide leadership development education
o Trains instructors and supervisors in techniques and skills for training and dealing with
employees
o Prepare quarterly feedback reports on training groups, targets and accomplishments and
present it to core management
o Help employees create a long-term career plan within the organization
o Ensure the quality of training delivery and assessment is as per the organisational standards

Section 3 – Job Element analysis and identification of competencies of Training Manager

S.No. Job Elements Threshold Competencies Differentiating Competencies

 Ability to train the training team in  Ability to transfer the
Train the Trainer delivering the effective trainings experience and knowledge to
1.  Knowledge of all the styles of training training team
delivery
 Ability to define long term strategy of  Ability to present the annual
training department which is linked training plan to the
Strategic vision with vision and mission of the Management, thereby
2.
organization enhancing the importance of
 Good knowledge/awareness of the Training programs by showing
organization and industry for which linkage of Trainings to Business
trainings are to be organized Results
3. Budget Planning  Ability to prepare training budget,  Ability to use the funds
and forecasting ascertain measures to reduce the effectively so as to have
training cost on yearly basis maximum impact with minimal
 Knowledge of mathematical tools overhead cost
used for calculating Training Budgets
and allocating Budget for various
departments
Training  Ability to draft the annual calendar in  Ability to list down and plan all
4. Calendar such a way that it will meet the needs the trainings that will be
implementation of each and every individual organized throughout the year
 Thorough Knowledge and in the beginning of the year
understanding of identified training itself
 needs across the
organization/departments etc.
Provide  Ability to lead the training  Ability to create pipeline of
5. Leadership team/department efficiently leaders in training department
 Knowledge of various styles of etc.
leadership and knows exactly what
style works best for her/him

Devise career  Ability to define a career path within  Ability to effectively use career
6. plan the organization that reflects the plan as a retention tool
aspirations and professional
development of employees
 Knowledge of tools like career
progression etc.
 Knowledge of different Styles of  Ability to make the training
training delivery highly engaging for participants
7. Training Delivery  Ability to influence participants with
the presentation style and
communication

Set Quality  Ability to set quality standards in  Ability to ensure that the
8. standards training department and maintain delivery of training does not go
consistent quality in all the programs below the standards set
K: Knowledge of various tools to
assess the quality of training delivery
9. Training Design  Ability to create a blueprint for the  Ability to modify the existing
development of instruction. material based on the target
 Knowledge of various designs like audience
classroom training, web based or
electronic format or using
combinations of methods etc.
10. Training  Knowledge of Kirkpatrick's Four-Level  Knowledge of other tools and
Evaluation Training Evaluation Model concepts used for measuring
 Ability to analyze the effectiveness and training effectiveness.
impact of training, so that it can be
improved in the future

BARS

Planning

Planning
Beginner Learner Advanced Expert
 Plans the activities in  Has developed 5  Has been able to  Has been able to link
advance, keeps the years business plan, develop a long term the strategic plan
training calendar knows clearly where strategy of training with the vision and
ready by 1st of she plans to take the department that will mission of the
January every year organization in next 5 help employees organization
for the entire year. years. create a long term
 career path in the
organization

Decision Making

Decision Making
Beginner Learner Advanced Expert
 Frequently changes  Sometimes Involve  Always involves  Takes quick and
the decisions taken, team in decision team in decision confident decisions,
seems highly making but continues making process, involves teams in
indecisive, does not to change strategies stick to the decision the process
involve in team in in short run. taken
decision making
process

Result Oriented

Result Oriented
Beginner Learner Advanced Expert
 Works hard to  Has strong desire to  Always meets the  Has been
achieve results but achieve results, deadline and has consistently meeting
mostly delays the mostly meets the high drive to achieve deadlines without
work when strict deadline. results compromising on
deadlines are in place the quality of the
work.

Detailed Oriented

Detailed Oriented
Beginner Learner Advanced Expert
 Overlooks details  Have started focusing  Plans taking into  Plans taking into
pertaining to on details but need to consideration all the consideration all the
data/situation while be more alert while major issues but relevant details and
planning observing data sometimes overlook minute details of the
minute details data

Organization and industry awareness

Organization and
industry awareness

Beginner Learner Advanced Expert

 Works in isolation,  Have started  Has reached at a  Has clear
doesn’t see herself as interacting with other good understanding understanding of
a part of larger departments, about the organization, can
organization and only understands their organization, able to understand the
 focusses on delivery work and modify well draft the exact development
trainings as per their training plan based needs of
exact needs on organization organization, as well
needs as individuals

Acceptance

Organization and
industry awareness

Beginner Learner Advanced Expert

 Does not  Listens to others  Accepts others view  Respects the views
accept/listen others view but mostly give point but does not of others and gains
view point rather priority to her own express if has a their acceptance
dominates her own view point contradictory view
view on others point

Manages Conflict

Manages Conflict

Beginner Learner Advanced Expert

 Does not pay  Have started listening  Easily approachable,  Has proactive
attention to team to team for their actively listens to approach to
issues issues but not all the team concerns, conflicts, ensures
time approachable suggests all the that no conflict
easily possible solutions arises at all at any
level

Regular view of progress

Regular View of progress

Beginner Learner Advanced Expert

 Rarely sits with team  Have started regular  Not only suggests  Checks with
to review the meetings, reviews the future course of employees on a
performance of performance and action but also helps regular basis on the
individuals suggests the future employee develop in areas where they
course of action the area that needs stuck often and
improvement frequently comes up
with a solution

Section 3 – Job Element analysis and identification of competencies

Job elements for the roles of Japanese Bilingual Sales representative:

S.No. Job Elements Threshold Competencies Differentiating Competencies

 Ability to assist in gathering business  Ability to independently gather
(domain knowledge) requirements requirements from the
1. Requirement from the users customer and guide the
Gathering  Ability to independently gather customer (domain expert).
requirements from the customer  Should have created some
white papers and participated
as a speaker in conference in
relevant domain.
 Ability to assist RFPs/RFI activities  Ability to lead research to
2. Solution  Ability to liaison between company identify new markets and new
proposing and and the clients client needs.
support in RFPs
 Should be able to understand stated  Ability to foster strong
activities
and unstated business requirements relationships with senior
and assist in document them in form management /decision makers
of a business requirement document  Ability to review various
and use cases. artifacts
 Ability to demonstrate thought
leadership.
3. Persuasive and  Ability to create effective sales  Ability to conduct client
negotiating with presentations meetings for new business
the client  Ability to communicate smoothly and  Ability to persuade and
ensure client satisfaction negotiate with the client
 Ability to generate leads and then  Ability to achieve the sales
Generating new seek appointments target by training the sales team
4. business leads  Ability to develop solution based and mentoring them
proposals  Ability to chalk out a roadmap
for conducting events and
promotions in line with the
overall organizational objectives
 Knowledge and application of  Ability to track and monitor all
5. Managing applications necessary to accomplish sales activities of the sales team
account and routine tasks like MS Excel.  Ability to implement a brand
leads
building strategy and execution
by means of contests, seminars
etc.
Client  Ability to communicate confidently  Ability to negotiate price,
6. relationship with clients under the guidance of delivery terms and
management/Co seniors specifications with clients
mmunication
 Ability to create the project progress
with clients
report for clients

 Handles communication coordination  Groom and support senior
in target language (Japanese) with members in carrying out
7. Bilingual / greater ease and better communication coordination
Multilingual understanding of customer with their respective clients.
Proficiency requirements & specifications. Able to 
strike better rapport with the internal
and external customer.

 Ability to mentor and guide the junior  Ability to create training and
team members career plan for the team
Mentoring and  Ability to mentor and guide the sales  Possesses Delegation skills
8. coaching
team  Has excellent understanding of
 Relationship management,
leadership, time management,
team building, business
practices, and Japanese / Indian
distinct way of working.

Skills:

 Requirement Gathering
 Solution Proposing
 Client Relationship Management

Section 4 - BARS

 Analytical Thinking

Analytical Thinking Interpreting, linking, and analyzing information in order to understand

issues/business
Beginner Learner Advanced Expert
 Breaks down  Sees connections or  Integrates  Plan and implement
concrete issues into trends in the information from strategic goals and
parts and synthesizes information available. diverse sources, organization-wide
briefly.  Identifies the often involving large priorities.
 Collects and analyses implications and amounts of  Uses techniques of
information from a possible information. advanced business
variety of appropriate consequences of  Thinks several steps and organizational
sources. trends or events. ahead in deciding on analysis to identify
 Identifies the links  Draws logical best course of and assess problem
between situations conclusions, action, anticipating definitions and
and information. providing options and likely outcomes. potential solutions.
 Identifies and uses recommendations.  Applies knowledge,  Anticipates the
wide range of  Analyses complex and expertise to possible outcome of
knowledge sources situations, breaking support value potential solutions.
 Accesses a wide each into its integral creation, tailoring to  Identifies multiple
range of knowledge parts. the specific needs of relationships and
sources relevant to  Recognizes and the client. disconnects in
client needs assesses several likely processes in order
causal factors or to identify options
ways of interpreting and reach
the information conclusions.
available.
 Identifies
connections between
situations that are
not obviously related.
  Communication Skills

Clearly and effectively conveying and receiving information and ideas through a
Communication Skills variety of median to individuals or groups in a manner that engages the audience,
helps them understand and retain the message and permits response and
feedback from the audience.
Beginner Learner Advanced Expert
 Makes self-available  Elicits comments or  Handles complex  Able to effectively
and clearly feedback on what on-the spot present to and
encourages others has been said. questions. facilitate influential
to initiate  Maintains  Communicates groups.
communication. continuous open complex issues  Develops strategic
 Listens actively and and consistent clearly and credibly proposals in a style and
objectively without communication with with widely varied language necessary to
interrupting others. audiences. guide, inform or
 Checks own  Openly and  Uses varied persuade.
understanding of constructively communication  Is capable of
others discusses diverse systems, communicating to
communication. perspectives that methodologies and diverse audiences.
 Presents could lead to strategies to  Effectively influences
appropriate misunderstandings. promote dialogue outcomes, sells the
information in a  Effectively and shared benefits of the position
clear and concise communicates understanding. they are proposing,
manner, both orally decisions or  Delivers difficult or and negotiates to find
and in writing and recommendations unpopular solutions that the
Displays use of that could be messages with majority will accept.
appropriate perceived clarity, tact and  Creates and
business language negatively, with diplomacy. implements
and grammar sensitivity and tact.  Acknowledges appropriate
 Responds to and success and the communication
discusses issues in need for strategies to support
an understandable improvement. projects.
manner without  Synthesizes  Communicates
being defensive and multiple new ideas strategically to achieve
while maintaining in real time to specific objectives
the dignity of create a unifying
others. message. Writes
 Uses presentation documents, which
tools and techniques compel acceptance
effectively to and action.
engage audience  Actively sought to
 Produces clear client deliver confident
correspondence and and engaging
reports, selecting presentations to a
most appropriate wide range of
style to achieve audiences
desired outcome
  Decision Making

Decision Making Bringing disciplined analysis to data & situation, to see cause and effect and
taking appropriate decisions that are consistent with available facts, constraints
and probable consequences.
Beginner Learner Advanced Expert
 Makes  Applies guidelines  complex  Analyzes situations at
straightforward and procedures that information from both strategic and
decisions based on require some multiple sources to operational level.
pre-defined options interpretation when resolve issues  Identifies the key
using clear dealing with  Makes complex issues, and solutions.
criteria/procedures. exceptions. decisions for which  Demonstrates
 Consults with  Considers the risks there are no set leadership and courage
others or refers an and consequences procedure in order in making tough or
issue/situation for of action and/or to make a well- unpopular decisions.
resolution when decisions. informed decision.  Works collaboratively
criteria is not clear.  Makes decisions  Recommends and tests ideas with a
 Deals with involving minor solutions and often wide range of people
exceptions within consequence of takes decisions in internally and
established error. an environment of externally.
parameters using  Seeks guidance as risk and ambiguity,  Makes decisions
clearly specified needed when the often high risk through weighing up
rules and situation is unclear. strategic decisions market outlook,
procedures.  Balances the risks that may have technology insights,
 Makes decisions and implications of significant cost benefit analysis
involving little or no decisions across consequences. and risk implications.
consequence of multiple issues.  Balances a  Demonstrates
error.  Develops solutions commitment to leadership and courage
 Verifies that the that address the excellence with the in making tough or
decision/resolution root cause of the best interests of unpopular decisions.
is correct. problem and clients and the
prevent recurrence. organization when
 Recognizes, making decisions.
analyzes and solves  Uses principles,
problems across values and sound
projects and in business sense to
complex situations. make decisions.

 Result Orientation

Outcome focused approach, consistently delivering results by effective planning,

Result Orientation setting goals & priorities, which are in line with the organizational direction,
departmental objectives & customer expectations. Analyses performance
information to set priorities and take calculated risks to improve the delivery of
services & operations.
Beginner Learner Advanced Expert
 Sets goals and  Stays focused on  Seeks significant  Recognizes and
works to meet outcome and challenges outside capitalizes on
established consistently of the Current job opportunities.
expectations and achieves established scope.  Sets and maintains high
 maintains expectations  Guides others to performance standards
performance levels. through personal achieve tasks, for self and others that
 Pursues commitment. goals, processes, support their
organizational  Makes adjustments performance organizations strategic
objectives with to activities based standards and plan and holds self and
energy and on feedback, organizational other team members
persistence. Sets observation and improvement. accountable for
high personal management  Models excellence achieving results.
standards for information to and motivates  Tries new things to
performance. improve the fellow reach challenging goals
 Adapts working efficiency of system organizational and persists until
methods in order to and processes members to follow personal and team
achieve objectives.  Exceeds current his/her example. goals are achieved and
 Accepts ownership expectations and Encourages commitments met.
of and responsibility pushes for improved constructive  Identifies future
for own work. results in own questioning of competencies and
 Develops performance. policies and expertise required by
understanding  Takes on new roles practices; sponsors the organization and
about existing ways and responsibilities experimentation develops and pursues
and identifies the with accountability and innovation. learning plans
needs and processes when faced with  Holds employees accordingly.
for improvement. unexpected accountable for  Motivates others to
 Builds on feedback changes. achieving standards translate ideas into
or suggested  Seeks learning of excellence and actions and results.
improvements from opportunities results for the  Actively seeks out the
others beyond current organization. views and opinions of
requirements  Uses organizational others, both within and
 Works with clients change as an outside immediate
to determine a opportunity to team/directorate, and
handover process to develop new skills acts upon those views
ensure skills and knowledge.  Sees changes an
transfer, opportunity not a
sustainability of problem, creates a
results and clear rationale for
knowledge capture change and builds buy
as appropriate for in and commitment.
project.

 Customer Orientation

Customer Orientation Focus on meeting customer’s needs. Establishes and monitors standards of
customer satisfaction and strives to meet the clientele's needs and expectations.
Beginner Learner Advanced Expert
 Asks questions to  Responds to  Monitor customer  Consistently looks for
identify customer’s customers with an satisfaction opportunities to
needs or appropriate level of regularly improve the business
expectations or to urgency  Looks for ways to area.
determine  Involves continuously  Develops and
customer’s stakeholders in the improve results or implements customer
awareness of the full decision making or outcomes to standards and plans to
 range of available problem-solving increase customer achieve the highest
services. process as early as satisfaction possible standards of
 Demonstrates ability possible.  Works with service excellence.
to deliver business  Takes a variety of customers to  Translates operational
solutions in the actions to fully develop realistic feedback into strategic
customer/partner understand and objectives or time improvements. Acts
industry or market. meet a customer’s frames decisively to address
 Describes business needs/outlook and  Finds synergy inefficient or
solution strategy to devises approach for between underperforming areas
customers/ partners meeting it. technology and of the business.
 Opportunity analysis customers'  Sets service targets
and customer business vision and and monitors progress
engagement. goals. in order to drive up
 Presents technical  Influences service standards.
solutions in a way strategies to  Forms strategic &
that clearly identifies achieve business diverse
their value to the alignment. groups/partnerships to
customer/ partner  Has the ability and improve services.
business. understands the  Takes responsibility for
 Delivers business importance of ensuring that
impact to the delivering a improvements are
customer. solution that actioned and have the
 Promotes provides a real desired effect.
management business impact to
consultancy services the customer
and adopts  Owns, leads and
consultative selling manages complex
to customers. client bids and
proposal teams

 Vision and Strategic Thinking

Vision and Strategic Obtaining information and identifying key issues and relationships relevant to
Thinking achieving a long range goal or vision. Successfully manifesting visions & basing
leadership on an inspirational & positive picture of the future, as well as a clear
sense of direction as to how to get there, based on logical assumptions, facts,
available resources, constraints & organizational values.
Beginner Learner Advanced Expert
 Sets personal work  Effectively  Foresees obstacles  Designs, develops and
goals in line with communicates and and opportunities implements plans and
operational goals of interprets the for the organization actions to realize the
work area. strategic vision to and acts organization’s goals
 Continually employees within accordingly. within own
evaluates personal area of  Leads the division/department
progress and actions responsibility. development of the /team.
to ensure alignment  Clearly articulates vision for the  Aligns the
with organizational and promotes the organization. department’s goals
vision and significance and  Scans, seeks out with the organization’s
operational goals. impact of employee and assesses strategic direction.
 Liaises with others contributions to information on  Can clearly
to ensure alignment promoting and potential future communicate the
with the business achieving directions. overarching goals and
goals and vision of organizational goals.  Defines issues, objectives of own area
the organization  Monitors work of generates options of Designs, develops
team to ensure and selects and implements plans
alignment with solutions, which are and actions to realize
strategic direction, consistent with the the organization’s
vision and values for strategy and vision. goals within own
the organization.  Energetically and division/department
 Proactively Works persistently /team.
with teams and promotes strategic  Aligns the
helps to set objectives with department’s goals
program/operational colleagues in other with the organization’s
goals and plans in business lines. strategic direction.
keeping with the  Can clearly
strategic direction. communicate the
 Regularly promotes overarching goals and
the organization, its objectives of own area
vision and values to of responsibility, and
clients, stakeholders puts this into wider
and partners. context.
 Works with  Understands the
employees to set decision making
strategic goals for processes within the
own sector of the organization.
organization.  Uses this information
for the benefit of own
area and to progress
wider issues.
 Is able to articulate
strategy to the team
members.
 Describes the vision
and values in
compelling terms to
develop understanding
and promote
acceptance/
commitment among
employees and
stakeholders.
 Identifies,
conceptualizes and
synthesizes new trends
or connections
between
organizational issues
and translates them
into
  Stakeholder Management

Stakeholder Stakeholder management is about your ability to identifies and initiate working
Management relationships and to develop and maintain them in a way, that is of mutual
benefits to self as well other party.
Beginner Learner Advanced Expert
 Understands and  Identify key  Identifies new or  Identifies and
work towards professional important deliberately develops
building rapport working relationship professional strategically important
with stakeholders and works to working external relationships.
 Active listening and develop them over relationships and  Uses strategical
open for ideas time. work to develop relationship to manage
 Shares information  Pro-actively works them over time. growth expectations
openly with concern to effectively  Identifies working and develop business
ed stakeholders communicate their relationships opportunity to
own ongoing needs between others, influence change
with in the working within groups or within relevant
relationship. Also to team situations and Domain.
ensure a real promotes effective  Works to communicate
understanding of development of organizational vision
the needs of other those relationships and to understand
parties.  Proactively strategic priorities of
 Recognizes where engages in and other parties, in order
there may be a promotes clear to promote recognition
conflict of interest communication of of long term mutual
and works to reach information and benefits with in a
to a solution that needs, with in relationship.
benefits both the working  Pre-empts potential
parties, ensuring the relationship. conflicts of interest by
future development  Recognizes developing mutually
of the relationship. potential conflict of advantageous long
interest within own term strategies.
working  Works to develop
relationship and strong relationship
those working with with their own
in the team or organizational member
group. Seeks to and with their peers
facilitate with in their own close
negotiation of professional network.
mutually beneficial
outcomes, which
do not jeopardize
the group or team
dynamics. Ensures
positive future
development of
personal and group
relationships.

 Creativity and Innovation

 Creativity and Ability to develop new insights into situations and apply innovative solutions to
Innovation make improvements. Creates a work environment that encourages creative
thinking and innovation in the design of programs and processes.
Beginner Learner Advanced Expert
 Has the ability to  Has the ability to  Identifies designs  Identifies gaps against
think creatively and think creatively and and develops best practice. Puts
implements strives to continually innovative forward proposals and
solutions for improve own programs and develops strategic
everyday problems. processes and areas processes. implementation plans
 Has the ability to of business.  The ability to create to introduce new and
think creatively and  Works with team / a viable solution improved ways of
uses initiative. unit members to from a blank page - operating.
 Voluntarily puts identify new Demonstrates  Ensures that
forward suggestions opportunities. lateral thinking. opportunities for
for improvements.  Implements and  Keeps up-to date business development
 Promotes shares ideas within with best practice identified by self or
improvement ideas own division/depa in all sectors and others are acted on.
to more senior rtment/peers. seeks opportunities  Identifies funding
colleagues in own  Reviews what to implement /revenue/ opportunities
division/depart industry is doing and within to action ideas.
ment/team. seeks to influence organization.  Develops clear action
improvement  Scans the external plans to close gaps.
measures within environment to  Obtains and provides
scope of own role. identify resources to enable
 Recognizes small opportunities for implementation of new
changes can make a new learning ideas / initiatives.
big impact programs/fundi ng
sources.
 Encourages others
to ‘think outside
the box’.
 Encourages and
values new ideas,
perceptions and
suggestions.
 Fosters a safe
environment in
which risks are
supported.

 Agility

Agility Adjusting own behaviors to work efficiently and effectively in light of new
information, changing situations and/or different environments; It is about being
able to think on your feet, and not being disconcerted or stopped by the
unexpected.
Beginner Learner Advanced Expert
 Accepts that things  Adapts personal  Publicly supports  Creates an
will change. approach to meet and adapts to, environment where
 Seeks clarification the needs of major/ fundamental change is ‘the norm’
when faced with different or new changes that show and ways of working
ambiguity or situations. promise of are consistently
uncertainty.  Seeks guidance in improving challenged and
 Demonstrates adapting behavior to established ways of achieved as per
willingness to try the needs of a new operating. organization’s goal.
new approaches. or different situation  Seeks opportunities  Helps people to
 Suspends judgment;  Adapt new ideas for change in order develop a clear
thinks before acting. and initiatives across to achieve understanding of what
 Acknowledges the a wide variety of improvement in they will need to do
value of others’ issues or situations. work processes, differently, as a result
contributions  Needed to deal with systems, etc. of changes.
regardless of how new or changing  Maintains  Performs effectively
they are presented demands. composure and amidst continuous
shows self-control change, ambiguity and,
in the face of at times apparent
challenges and chaos.
changes.  Shifts readily between
 Shifts priorities, dealing with macro
changes style and strategic issues and
responds with new critical details.
approaches
 Anticipates change
and makes large or
long-term
adaptations in
organization in
response to the
needs of the
situation.
 Actively seeks out
information in
relation to changes
which affect their
division/depart
ment/team and
puts plans in place
to ensure
implementation
 Communicates the
need and rationale
for change –
explains the ‘why’
and the ‘what’.