03 employees critical area attributes

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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


Executive

Behaviours




Senior Management

Behaviours


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


Executive

Behaviours




Senior Management

Behaviours


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


Executive

Behaviours




Senior Management

Behaviours


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


Executive

Behaviours




Senior Management

Behaviours


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


Executive

Behaviours




Senior Management

Behaviours


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


Executive

Behaviours




Senior Management

Behaviours


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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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


Executive

Behaviours




Senior Management

Behaviours


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


Executive

Behaviours




Senior Management

Behaviours


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


Executive

Behaviours




Senior Management

Behaviours


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.

03 employees critical area attributes

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