Supervisory Skills Spectrum

SUPERVISORY Provides Thought Leadership - Consistently adds real value, providing innovative ideas, leading to improvement initiatives and best in class service and efficiency for the customer. Unskilled

Developing

Proficient

Highly Skilled

Role Model

Treats success derived from implementing best practices as a secret to be kept versus a tip to be shared.

Routes articles regarding technical, professional and industry knowledge to others.

Networks with others inside and outside the company to identify new trends and best practices.

Hoards knowledge and information as a way to gather more power or influence.

Discusses differences and looks for common ground.

Initiates and champions innovation and process improvement when needed.

Expresses frustration with people who express contrary views. Shows indifference towards planning against goals and working the plan. Displays a limited perspective of the Convergys mission, goals, strategies, strengths and weaknesses within the scope of their supervisory responsibilities.

Demonstrates the ability to see beyond the obvious and think outside of defined norms.

Evaluates project’s strategy and goals against industry trends based upon knowledge from own role.

Uses continuous improvement and quality tools when creating or documenting processes. Accesses internal and external resources that provide information on industry and market trends.

Achieves Extraordinary Results - Consistently delivers results that directly impact business success. Unskilled

Developing

Proficient

Highly Skilled

Treats the action of seeking different opinions, perspectives and approaches as a waste of time.

Provides team with focus and necessary resources to achieve goals.

Over-promises and under-delivers on commitments and results, causing credibility to suffer.

Sets and achieves goals consistently to provide highest quality product/services which meet needs and requirements of customers.

Impedes progress towards goals by unnecessarily prolonged decision making.

Shows determination to achieve important goals. Persists despite obstacles and opposition.

Keeps self and others focused on key performance deliverables.

Establishes unrealistic project completion dates. Consumed by individual plans at the expense of managing the overall strategy.

Role Model

Creates value for customer and exceeds expectations by knowing customer business and key drivers and delivering services and products to Service Level Agreements.

Identifies genuine priorities and communicates an appropriate sense of urgency about goals, tasks, and projects. Demonstrates understanding of how the efforts of their team contribute to the success of the organization.

Seeks further resources on a proactive basis; does not wait until resources are depleted. Makes fulfilling customer needs and meeting deliverables the highest priority.

Coaches for Improved Performance - Provides helpful, specific feedback for employee development and improved performance in a timely manner. Unskilled

Developing

Fails to help team members turn mistakes into opportunities to learn and improve performance.

Proficient

Highly Skilled

Role Model

Acknowledges and recognizes people for their contribution. Recognizes and reinforces people's developmental efforts and improvements.

Provides helpful, behaviorally specific feedback for employee development and improved performance in a timely manner.

Schedules coaching time with their employees just as they would any other fundamental business activity.

Meets with team members immediately after they complete a training program to review what was learned and how lessons are to be applied to the work setting.

Shows impatience when coaching team members. Avoids confronting team member’s poor performance and hesitates to begin constructive action. Gives vague feedback to team members and does not offer specific ideas on how to improve performance. Discusses the outstanding accomplishment of team members with manager or others on an infrequent basis, if ever.

Supports an inclusive work environment, where each employee has the opportunity to contribute and achieve. Assesses strengths and development needs of employees in an accurate manner.

Recognizes and rewards people who achieve an outstanding result immediately. Determines and measures personal accountability for accomplishing work goals as well as own goals. Customizes what forms of recognition or rewards are most meaningful to each team member. Uses variety of non-monetary rewards that are unique and motivates each team member.

Drives Change - Proactively identifies change/improvements that will add value and helps employees understand what they will need to do differently as a result of changes. Unskilled

Developing

Does not communicate changes on a timely basis or to all parties affected.

Proficient Looks for better ways of doing things.

Highly Skilled

Role Model

Communicates innovative approaches and ideas that create operational efficiencies.

Keeps alert to new practices and technologies. Resists change and is obstinate when a different approach is suggested. Pressures team to deal only with the task at hand and stifles reactions to change. Overlooks dealing with people's reactions and feelings during and after tough issues are discussed. Seeks to convince others rather than seeking to understand the other's point of view.

Initiates and champions process reform when needed. Seeks challenging and critical thinking and diverse opinions from others. Communicates changes in a way that makes the changes sound feasible. Communicates pending changes, rationale, for change, and needed participation from team.

Communicates with other teams or groups involved in implementation of the change. Gives guidance to team members as they work through the process of transition. Initiates and/or proposes solutions proactively.

Leadership Presence - Influential and confident without being arrogant, and skilled at communicating at all levels. Unskilled

Developing

Proficient

Highly Skilled

Role Model

Hoards knowledge and information as a way to gather more power or influence.

Admits mistakes and seeks opportunities to strengthen selfinsight by inviting feedback from others; is authentic.

Gains trust and respect from others by consistently delivering results on commitments and acts with integrity.

Unable to sound convincing or persuasive when challenged to defend rationale for decisions.

Gives priority to activities where others achievements are praised and highlighted.

Acknowledges courageous employees who have demonstrated high ethical standards or beliefs through their behavior.

Tends to hire, promote and surround themselves with people who only share their background and experience.

Practices “management by walking around” to ask employees for both negative and positive comments.

Uses clichés and words with vague meanings rather than more precise words.

Demonstrates and models the performance standards expected from others.

Seeks to win by intimidating others rather than seeking cooperative solutions to issues.

Engages in effective, concise two-way personal communication.

Cultivates a broad network of relationships to exchange ideas and rally support. Expresses appreciation and respect for others when they share contrary opinions or sensitive feelings. Fosters an environment of trust and respect for the individual.

Builds and Leverages External Relationships - Leverages relationships with internal/external customers to attain business goals, focused on meeting the customer's objectives. Unskilled

Developing

Proficient

Highly Skilled

Role Model

Fails to develop relationships throughout the organization and experiences difficulty in achieving goals as a result.

Collaborates with other business units to seek alignment.

Builds customer confidence by communicating and demonstrating regular progress against deliverables.

Gets caught off guard by marketplace changes due to the lack of network contacts and information.

Cultivates a broad network of relationships to exchange ideas and rally support.

Networks with others inside and outside the company to identify new trends and best practices.

Relies upon limited or select sources of information.

Builds constituencies and consensus.

Utilizes effective negotiation skills (win/win).

Fails to enlist the assistance of key organizations.

Takes advantage of available internal resources to maximize operational performance.

Cultivates mutually beneficial relationships throughout the organization in the interest of achieving results.

Gathers information from multiple sources (external and internal).

Uses strong interpersonal and communication skills to develop relationships in organization.

Works alone at times when working with others would build stronger relationships and produce better results.

Collaborates to Achieve Company Goals - Works cooperatively, listens to learn others' perspectives, and puts company goals ahead of individual goals. Unskilled

Developing

Seeks to win by intimidating others rather than seeking cooperative solutions to issues.

Proficient Viewed as a team member, not a competitor with peers.

Highly Skilled

Role Model

Achieves desired business results through others with different backgrounds, perspectives, and approaches.

Encourages the team to consider better ways of doing things. Fails to challenge organizational policies or practices that appear to be exclusionary. Focuses exclusively on own operation rather than developing a broad perspective of other initiatives in the organization. Hoards knowledge and information as a way to gather more power or influence.

Listens, and allows for silence to help others generate differing opinions. Encourages and welcomes discussions of difficult or controversial topics in staff meetings. Keeps their word by doing what they say they'll do.

Explores alternatives and positions to reach outcomes that gain all parties support and acceptance. Encourages peers and team members to create and share process improvement ideas. Supports an inclusive work environment, where each employee has the opportunity to contribute and achieve Engages team as problem-solvers for all challenges.

Does not demonstrate interest or encourage others to share ideas.

COMPETENCY MODEL MAPPING PREVIOUS TO STREAMLINED

SUPERVISORY (PREVIOUS MODEL) RESULTS - Sense of Urgency - Delivers on Commitments - Focus on Priorities - Multi-tasking - Troubleshooting - Quality - Change Implementation BUSINESS - Project Implementation - Data Analysist - Organization Knowledge - Operations Knowledge - Industry Knowledge PEOPLE - Coaching - Models the Way - Accountability - Recognition - Personal Development COLLABORATION - Open Environment - Relationships - Respect for Others - Conflict Resolution - Knowledge Sharing - Meeting Management COMMUNICATION - Effective Dialogue - Communicating Information - Written Communication - Effective Presentation

SUPERVISORY (STREAMLINED MODEL) Achieves Extraordinary Result Achieves Extraordinary Results Achieves Extraordinary Results Achieves Extraordinary Results Achieves Extraordinary Results Achieves Extraordinary Results Drives Change Achieves Extraordinary Results Achieves Extraordinary Results Thought Leadership Thought Leadership Thought Leadership s Coaches for Improved Performance Leadership Presence Coaches for Improved Performance Coaches for Improved Performance Leadership Presence Collaborates to Achieve Company Goals Collaborates to Achieve Company Goals Collaborates to Achieve Company Goals Collaborates to Achieve Company Goals Collaborates to Achieve Company Goals Collaborates to Achieve Company Goals Leadership Presence Leadership Presence Leadership Presence Leadership Presence