03 employees critical area attributes
TRANSCRIPT
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CORPORATE HUMAN RESOURCE DEPARTMENT
EMPLOYEES CRITICAL AREA ATTRIBUTES
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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES
Table of Contents
1. BACKGROUND ................................................................................................................................ 3
2. INTRODUCTION TO ATTRIBUTES ...................................................................................................... 3
3. BENEFITS OF USING ATTRIBUTES ..................................................................................................... 4
4. OVERVIEW TO ATTRIBUTES ............................................................................................................. 4
5. ATTRIBUTES’ DETAILS .................................................................................................................... 10
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1. BACKGROUND
Success is made up not just by “what we do” but also “how we do it”. Having the skills, experience
and behaviours (attributes) to do our job well is an important part of being of Muhibbah
Engineering (M) Berhad. All of us need to continue to build our confidence and attributes in the
delivery and to be proud of what we have achieved and how we accomplished our work.
The Employees Critical Attributes framework is a tool to help us. It will enable us to identify the
skills and behaviours we need to do our job to the highest standards and if, we are in the manager
category, how we can support our people in our team to do this.
As an integral part of the performance management system, we will use the framework to help
ourselves do well in our current job, and also to select the right development activities to assist us
in planning our career.
Based on the principles of “what we do” – using our skills and experience and “how do we do it” –
the personal attributes framework applies to us whatever general or specialist skills your job
requires.
2. INTRODUCTION TO ATTRIBUTES
2 1 DEFINITION OF ATTRIBUTES
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3. BENEFITS OF USING ATTRIBUTES
3.1 FOR INDIVIDUALS
Know what is expected in their role;
Are recognised for the skills, knowledge and behaviours that are vital to every role;
Have a tool for discussing on how to improve in their current job, or how to improve
their chances of moving to other jobs; and
Can identify and adapt their skills and behaviours when moving into a new role.
3.2 FOR MANAGERS
Have clear, fair and unbiased statements to use when discussing performance, which
also help in setting job objectives for their Employee;
Have a common language to use when giving employees feedback on their
performance;
Can identify individual learning and development needs, as well as resources, meaning
they can better structure employees’ learning and development; and
Have a tool to help define career paths, provide support for planning on how to fill
t j b d h l l t i t diff t j b
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4.2 THE STRUCTURE OF THE EMPLOYEE’S CRITICAL AREAS OF ATTRIBUTES FRAMEWORK
4.2.1 MAIN FEATURES
The framework itself comprises of attributes described in behaviours for job band fitting
on an A4 page. A lot of information is contained within the framework and the following
diagram shows the main features.
Each attributes contains five
sets of behaviour from the Non-
Executive up to the Top
Management
Each attributes area has a
statement outlining the
behaviour associated with it.
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4.2.2 THE SET OF BEHAVIOURS
Each attributes has five sets of behaviours containing statements describing the skills,
knowledge and behaviours needed to perform effectively at each level.
The framework should be used flexibly to suit the needs of different roles. The needs of
the job should help set the expected level of attributes needed to perform effectively.
The attributes levels are accumulative, for example, those employees who are in the
Middle Management category are expected to be able to show attributes of Non-
Executive and Officer, Executive to Senior Executive as well as Middle Management
(which is Assistant Manager to Manager), so long as they meet the needs of the role.
4.3 DISPLAYING THE BEHAVIOURS OF THE ATTRIBUTES
4.3.1 HOW TO MEASURE ATTRIBUTES AND ITS BEHAVIOURS
The following steps will make sure that the framework is used effectively to measure
attributes and its behaviour.
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4.4 RATING THE BEHAVIOURS
Rating Description of the Rating
1Fails to display the attributes and required behaviours in significant ways - this
person persistently does not demonstrate the required behaviours.
2
Fails to display the attributes and required behaviours in many situations - even
though this person understands the attributes and the required behavioursmean, they fail to demonstrate the required behaviours in many situations.
3
Lives and displays the attributes and required behaviours - this person generally
understand the attributes and in many situations demonstrate the required
behaviours that support the attributes. This is expected of all Muhibbah
Engineering (M) Bhd employees.
4
Lives the attributes and required behaviours in most situations - this person
fully understand the attributes, in most situations demonstrates the required
behaviours. Also encourage others to demonstrate the required behaviours.
5
Role models the attributes and its required behaviours - this person is a role
model for MEB’s employees should emulate and behave. In all situations and in
all ways they embody the attributes and display the behaviours. Coach and
influence others to more fully embody the attributes.
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4.6 WHAT IS EVIDENCE?
There are two types of evidence that can be collected – product evidence and process
evidence. Some pieces of work may show both.
1. Product evidence – examples of what an individual did, or something that was
produced.
For example:
A completed project;
A piece of written work such as a report; or
A completed questionnaire.
2. Process evidence – examples that show an individual went about doing something.
For example:
A statement from someone who witnessed the behaviour being shown (a
testimonial); or
Feedback from a customer, manager, colleague etc.
4.7 TIPS WHEN COLLECTING EVIDENCE
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4.8 RECORDING EVIDENCE
It is each individual’s responsibility to collect and record enough evidence to prove
attributes. Employees can record and present evidence in any format, including spoken
statements describing what was done (however, you must agree this with your manager
beforehand)
There are a number of tools available, such as the achievement log, to help Employee
collect and record evidence. However an individual agrees to present their evidence, it will
need to be structured in the following way.
S.T.A.R. Approach
The situation or taskS.T
What happened & action takenA
The resultsR
This is the background
which sets the scene.
What action you took and how
you went about it.
The end results and any
follow-up actions.
4.9 USE OF OUR EMPLOYEE’S CRITICAL AREA ATTRIBUTES
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5.
ATTRIBUTES’ DETAILS
5.1 ACCOUNTABLE/RESPONSIBLE
Definition: Taking responsibility and accountability for all work related activities and personal actions. Follows through on commitments, implements
decisions that have been agreed upon, maintains confidentiality with sensitive information, acknowledges and learns from mistakes without blaming others
and recognises the impact of one’s behaviour on others.
Non-Executive
Behaviours
(Non-Executive & Officer)
Executive
Behaviours
(Executive – Sr. Executive)
Middle Management Behaviours
(Asst. Mgr. – Manager)
Senior Management
Behaviours
(Sr. Mgr. – Sr. GM)
Top Management
Behaviours
(Director & above)
Takes responsibility
and pride for own
work to achieve
quality results.
Meets deadlines.
Constantly seeks to
improve own
performance.
Responsible and
always observe in
terms of self -
tardiness and
punctuality comingto work.
Set own work priorities
and uses tools to manage
time effectively to achieve
work objectives.
Plans ahead to ensure all
tasks completed.
Actively seeks out
feedback from others on
own performance.
Delivers high quality
output.
Responsible and alwaysobserve in terms of self -
tardiness and punctuality
coming to work.
Plans carefully and sets goals
for improving performance.
Able to quickly prioritise
conflicting demands and
evaluate opposing arguments.
Sets targets to achieve
results.
Follow through on
commitments and
implements decision which
have been agreed upon.
Demonstrate of self -tardinessand punctuality coming to
work and encourage others to
do the same.
Motivates self and others to
focus efforts to meet
deadlines even in demanding
timeframes.
Sets challenging and realistic
goals and clear measures of
success for themselves and
their teams.
Acknowledges and learns
from mistake without blaming
others. Use them for further
improvements.
Demonstrate of self -tardinessand punctuality coming to
work and promotes others to
do the same. Occasionally use
authority to enforce.
Foster an environment
which encourages the team
members to be responsible
for their own action
Deliver excellent outcomes
within deadlines
Demonstrates a passion for
excellence and celebrate
achievements.
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5.2 ADAPTABILITY
Definition: Maintaining effectiveness when experiencing major changes in work responsibilities or environment, adjusting effectively to work within new work
structures, processes, requirements or cultures.
Non-Executive
Behaviours
(Non-Executive & Officer)
Executive
Behaviours
(Executive – Sr. Executive)
Middle Management Behaviours
(Asst. Mgr. – Manager)
Senior Management
Behaviours
(Sr. Mgr. – Sr. GM)
Top Management
Behaviours
(Director & above)
Seeks clarifications
when faced with
ambiguity or
uncertainty.
Demonstrateswillingness to try
new approaches.
Accepts that things
will change.
Adapts personal approach
to meet the needs of
different or new
situations.
Seeks guidance inadapting behaviour to the
needs of a new or
different situation.
Suspends judgement;
thinks before acting.
Quickly modifies
behaviour to deal
effectively with changes in
the work environment.
Adapts to new ideas and
initiatives across a wide
variety of issues or situations.
Shifts priorities, changes style
and responds with newapproaches as needed to deal
with new or changing
demands.
Acknowledges the value of
others’ contributions
regardless of how they are
presented.
Supports and adapts to major
or fundamental changes that
show promise of improving
established ways of operating.
Seeks opportunities forchange in order to achieve
improvement in work
processes, systems etc.
Maintains composure and
shows self-control in the face
of challenges and change.
Anticipates change and
makes large or long-term
adaptations in organisation
in response to the needs of
situations.
Performs effectively amidst
continuous change,
ambiguity and, at times,
apparent chaos.
Shifts readily between
dealing with macro strategic
issues and critical details.
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5.3 ORGANISATION AWARENESS
Definition: The ability to understand and learn the power relationships in one’s own organisation or in other organisations (customers, suppliers, etc.)
Non-Executive
Behaviours
(Non-Executive & Officer)
Executive
Behaviours
(Executive – Sr. Executive)
Middle Management Behaviours
(Asst. Mgr. – Manager)
Senior Management
Behaviours
(Sr. Mgr. – Sr. GM)
Top Management
Behaviours
(Director & above)
Aware of the formal
structure in the
Company.
Respect the waysthings are done in
the Company, and
does what is
expected.
Accepts what the
Management see as
important.
Use informal structures;
can identify key decision
makers and influencers.
Effectively use both formaland informal channels and
networks for acquiring
information, assistance
and accomplishing work
goals.
Expresses pride, pleasure,
and/or dedication about
being part of the
organization.
Achieve solutions acceptable
to various parties based on
understanding of issues,
climates and cultures in own
and external organisations.
Accurately describe the issue
and culture of external
stakeholders. Use the
information to negotiate goals
and initiatives.
Support the Company’s
mission, values and goals.
Makes choices and sets
priorities to meet theorganization’s needs and fit
with the organizational
mission even when it is
difficult to do so
Put Company’s needs before
one’s own needs, as
appropriately.
Stand by decisions thatbenefit the larger
organization even if they are
unpopular or controversial or
undercut the work unit’s
short-term good.
Anticipate issues, challenges
and outcomes and effectively
operates to the best position
the organisation.
Ensure due diligence by
keeping informed of
business and operational
plan and practices.
Demonstrate broad
understanding of social,
economic and legal context
within the Company
operates.
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5.4 TEAM LEADERSHIP
Definition: Team Leadership is the ability to step in and take a role as leader of a team or other group. It implies a desire to lead others and to instil in others a
passion for their work and at the same time willing to develop the team members. Team Leadership is generally, but certainly not always, shown from a
position of formal authority. The “team” here should be understood broadly as any group in which the person takes on a leadership role.
Non-Executive
Behaviours
(Non-Executive & Officer)
Executive
Behaviours
(Executive – Sr. Executive)
Middle Management Behaviours
(Asst. Mgr. – Manager)
Senior Management
Behaviours
(Sr. Mgr. – Sr. GM)
Top Management
Behaviours
(Director & above)
Clearly understand
its role and
responsibilities.
Willingly tocooperate and
support the task or
initiatives given by
his/her superior.
Given a chance,
willing to be the
team leader and
guide others in
completing their
tasks.
Independent in
performing their jobs
/ tasks.
Clearly articulates to team
members their role and
significance in impacting
the organisational
strategies, vision andvalues.
Makes sure the practical
needs of the team and
team members are met.
Always seek for
opportunities to be the
team leader and guide
others in completing their
tasks.
Independent in
performing their jobs /
tasks.
Provides constructive
feedback and supports the
development of team
members by providing the
opportunities to acquirerelevant skills & knowledge.
Stimulates constructive
discussion of different points
of view.
Build cooperation, loyalty and
helps achieve consensus.
Accepts responsibility for the
team’s actions and results;
always seek avenue todevelop the team member.
Independent in performing
their jobs / tasks.
Communicates team
successes and organisation-
wide contribution to other
organisational members.
Create motivating work
environment that enable and
encourage people to bring
their best ideas, work effort
and teamwork for the job.
Encourages the team to
promote their work
throughout the organisation.
Always provide guidance and
coaching to the team
members.
Establishes the team’s
credibility with internal and
external stakeholders.
Build the commitment of
the team to the
organisation’s vision,
mission and values.
Aligns team objectives and
priorities with the broader
objectives of the
organisation.
Ensures that appropriate
linkages / partnerships
between teams are
maintained.
Creates an environment
where team membersconsistently push to
improve team performance
and productivity, foster
coaching culture across the
organisation.
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6.0 CONNECTIVITY ATTRIBUTES
6.1 COMMUNICATION
Definition: Clearly conveying information and ideas to individuals and groups in a variety of situations, communicating in a focused and compelling way that
influences other’s thoughts and actions. Engages the audience and helps them understand and retain the message.
Non-Executive
Behaviours
(Non-Executive & Officer)
Executive
Behaviours
(Executive – Sr. Executive)
Middle Management Behaviours
(Asst. Mgr. – Manager)
Senior Management
Behaviours
(Sr. Mgr. – Sr. GM)
Top Management
Behaviours
(Director & above)
Listens actively and
objectively without
interrupting.
Checks own
understanding of
others’
communication (e.g.
repeats or
paraphrases, ask
additional questions).
Presents appropriate
information in a clear
and concise manner
both orally and in-writing.
Elicit comments or
feedback on what has
been said.
Maintains continuous
open and consistent
communication with
others.
Openly and constructively
discusses perspectives
that could lead to
misunderstandings.
Presents appropriate
information in a clear and
concise manner both
orally and in-writing.
Adapts content, style, tone
and medium of
communication to suit thetarget’s audience’s language,
cultural background and level
of understanding.
Takes others’ perspectives
into account when
communicating, negotiating
or presenting arguments.
Communicates decisions or
recommendations that could
be perceived negatively, with
sensitivity and tact.
Handles complex on-the-spot
questions (e.g. from senior
public officials, special
interest groups or the media).
Communicates complex issues
clearly and credibly with
widely varied audiences.
Uses varied communication
systems, methodologies and
strategies to promote
dialogue and shared
understanding.
Delivers difficult or unpopularmessages with clarity, tact
and diplomacy.
Communicates strategically
to achieve specific
objectives (e.g. consideringsuch aspects as the optimal
message to present, timing
and forum of
communication.
Identifies and interprets
departmental policies and
procedures for superiors,
subordinates and peers.
Acknowledge success andthe needs for improvement.
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6.2 NETWORKING
Definition: Building and actively maintaining working relationship and/or networks of contacts to further the organisation’s goals
Non-Executive
Behaviours
(Non-Executive & Officer)
Executive
Behaviours
(Executive – Sr. Executive)
Middle Management Behaviours
(Asst. Mgr. – Manager)
Senior Management
Behaviours
(Sr. Mgr. – Sr. GM)
Top Management
Behaviours
(Director & above)
Seeks information
from others (e.g.
colleagues,
customers).
Maintains personalcontacts in other
parts of the
organisation with
those who can
provide work-related
information.
Seeks out the expertise of
others and develops links
with experts and
information sources.
Develops and nurtures keycontacts as source of
information.
Participates in networking
and social events internal
and external to the
organisation.
Seeks opportunities to
partner and transfer
knowledge (e.g by actively
participating in trade shows,
conferences, meetings,
committees, multi-stakeholder groups and/or
seminars).
Cultivates personal networks
in different parts of the
organisation and effectively
uses contacts to achieve
results.
Initiates and develops diverse
relationships.
Build networks with parties
that can enable the
achievement of the
organisation’s strategy.
Brings informal teams ofexperts together to address
issues/needs, share
information and resolve
differences as required.
Uses knowledge of the formal
or informal structure and the
culture to further strategic
objectives.
Creates and facilitates
forums to develop new
alliances and formal
networks.
Identifies areas to buildstrategic relationships.
Contacts prospective clients
to identify potential areas of
mutual, long-term interest.
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6.3 TEAMWORK AND COOPERATION
Definition: Working collaboratively with others to achieve common goals and positive results.
Non-Executive
Behaviours
(Non-Executive & Officer)
Executive
Behaviours
(Executive – Sr. Executive)
Middle Management Behaviours
(Asst. Mgr. – Manager)
Senior Management
Behaviours
(Sr. Mgr. – Sr. GM)
Top Management
Behaviours
(Director & above)
Assume personal
responsibility and
follows up to meet
commitments to
others.
Understand the goals
of the team and each
team member’s role
within it.
Deals honestly and
fairly with others,
showing
consideration and
respect.
Willingly gives
support to co-
workers
collaboratively rather
than competitively.
Assumes responsibility for
work activities and
coordinating efforts.
Shares experiences,
knowledge and best
practices with team
members.
Seeks others’ input and
involvement and listens to
their viewpoints.
Shifts priorities, changes
style and responds with
new approaches as
needed to meet team
goals.
Suggests or developsmethods and means for
maximizing the input and
involvement of team
members.
Acknowledges the work of
others.
Builds relationships with team
members and with other
work units.
Fosters team spirit and
collaboration within teams.
Discusses problems/issues
with team members that
could affect results.
Communicates expectations
for teamwork and
collaboration.
Capitalize on the strengths of
all members.
Gives credit for success and
acknowledges contributionsand efforts of individuals to
team effectiveness.
Initiates collaboration with
other groups / organisations
on projects or methods of
operating.
Capitalises on opportunities
and addresses challenges
presented by the diversity of
team talents.
Supports and encourages
other team members to
achieve objectives.
Encourages others to share
experience, knowledge and
best practices with the team.
Encourages the team to
openly discuss what can bedone to create a solution or
alternative.
Facilitates collaboration
across organisation and with
other organisations to
achieve common goals.
Builds strong teams that
capitalise on differences in
expertise, attributes and
background.
Breaks down barriers
(structural, functional,
cultural) between teams,
facilitating the sharing of
expertise and resources.
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EMPLOYEES CRITICAL AREA ATTRIBUTES GUIDELINES
7.0 EXPLORATION ATTRIBUTES
7.1 CREATIVE THINKING
Definition: Constructively question conventional approaches, exploring alternatives and responding to challenges with innovative solutions or services, using
intuition, experimentation and fresh perspectives.
Non-Executive
Behaviours
(Non-Executive & Officer)
Executive
Behaviours
(Executive – Sr. Executive)
Middle Management Behaviours
(Asst. Mgr. – Manager)
Senior Management
Behaviours
(Sr. Mgr. – Sr. GM)
Top Management
Behaviours
(Director & above)
Open to new ideas.
Learn the
conventionalapproaches and
seeks alternatives.
Treat changes and
new situations as
opportunities for
learning and growth.
Analyses strengths and
weaknesses of current
approaches.
Modifies and adapts
current methods and
approaches to better
meets needs.
Identifies alternate
solutions based on
precedent.
Identifies an optimal
solution after weighing the
advantages and
disadvantages ofalternative approaches.
Searches for ideas or
solutions that have worked in
other environments and
applies them to theorganisation.
Uses existing solutions in
innovative ways to solve
problems.
Sees long-term consequences
of potential solutions.
Integrates and synthesizes
relevant concepts into a new
solution for which there is no
previous experience.
Creates new models and
methods for the organisation.
Identifies flexible and
adaptable solutions while still
recognising professional and
organisational standards.
Develops an environment
that nurtures creative
thinking, questioning and
experimentation.
Encourages challenges to
conventional approaches.
Sponsors experimentation
to maximise potential for
innovation.
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7.2 CONCEPTUAL THINKING
Definition: Interpreting, linking and analysing information in order to understand issues.
Non-Executive
Behaviours
(Non-Executive & Officer)
Executive
Behaviours
(Executive – Sr. Executive)
Middle Management Behaviours
(Asst. Mgr. – Manager)
Senior Management
Behaviours
(Sr. Mgr. – Sr. GM)
Top Management
Behaviours
(Director & above)
Understand and
clarify from his/her
superior on the issue
Assist in collecting
the informationrequired to assist
his/superior in
creating the
solutions.
Collects and analyses
information from a variety
of appropriate sources.
Identifies the links
between situations andinformation.
Sees connections, patterns
or trends in the available
information.
Analyses complex
situations, breaking each
part into its constituent
parts.
Identifies the implications and
possible consequences of
trends and events.
Draws logical conclusions,
providing options andrecommendations.
Recognises and assesses
several likely causal factors or
ways of interpreting the
information available.
Identifies connections
between situations that are
not obviously related.
Integrates information from
diverse sources, often
involving large amounts of
information.
Thinks several steps ahead indeciding on best course of
action, anticipating likely
outcomes.
Develops and recommends
policy framework based on
analysis of emerging trends.
Gathers information from
many sources including
experts, in order to
completely understand a
problem / situation.
Identifies multiple
relationships and
disconnects in processes in
order to identify options
and reach conclusions.
Adopts a system
perspective, assessing and
balancing vast amount of
diverse information on the
varied systems and sub-
systems that affect the
working environment.
Thinks beyond the
organisation and into the
future, balancing multiple
perspectives when setting
direction or reaching
conclusions (e.g., social,
economic, partner,
stakeholder interests, short
and long term benefits, etc.)
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7.3 PROACTIVE THINKING
Definition: Identifying and dealing with problems or issues proactively and persistently; seizing opportunities that arise.
Non-Executive
Behaviours
(Non-Executive & Officer)
Executive
Behaviours
(Executive – Sr. Executive)
Middle Management Behaviours
(Asst. Mgr. – Manager)
Senior Management
Behaviours
(Sr. Mgr. – Sr. GM)
Top Management
Behaviours
(Director & above)
Recognises and acts
on present issues.
Offers ideas to
address current
situations or issues.
Worksindependently,
complete
assignments without
constant supervision.
Takes action to avoid
imminent problem or to
capitalise on imminent
opportunity.
Looks for ways to achieve
greater results or add
values.
Works persistently as
needed and when not
required to do so.
Acts quickly to address a crisis
situation drawing on
appropriate resources and
experience with similar
situations.
Implements contingency
plans when crises arise.
Exceeds requirements of job,
takes on extra tasks.
Takes action to avoid or
minimize potential problems
or maximise potential
opportunities in the future by
drawing on extensive
personal experience.
Fosters an environment that
anticipates and acts upon
potential threats and
opportunities.
Coaches others to
spontaneously recognise
and appropriately act on
upcoming opportunities.
Gets others involved in
supporting efforts and
initiatives.