performance factors worksheet · this section of the performance factors worksheet is designed to...

Performance Factors Worksheet

Linking people's talents to your business results

Completed for

Position Title:

Employer Name:

Rev 04/10/2008 of 15


Performance Factors Worksheet Copyright © 2008 The Bus Concept , LLC. All rights reserved. www.busconcept.com

The overall pathway to performance can be viewed as two opposite sides of the same pathway to business results. Each pathway starts at two different places, headed in opposite directions, but both the manager and the employee want to meet at the same place - better results.

To avoid the more common problems that occur between a top-down and a bottom-up approach to getting business results, you link people's talents to your desired business results. You can achieve your desired business results powered by your people's talents by identifying the performance factors that lead to desired action in the job. This worksheet will help you determine and identify the natural behaviors and the skills critical to success in this position. Section 1: Natural Behaviors for this Job How people deliver their decisions on the job Section 2: 9 Pathways Structure Quality and quantity of individual skills and clusters of skills required to make effective decisions The performance factor analysis systematically explores the performance factors required for better-than-average results in a specific role.

Introduction

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80%

70%

60%

50%

40%

30%

20%

10%

0%

90%

100%

DOMINANCE: How much assertion do you need this position to deliver?

STRENGTH

Doormat

Mild

Moderate

Decisive

Forceful

Fire Breather

DOMINANCE or ASSERTIVENESS

1 Section 1: Natural Behaviors for this Job

This section of the Performance Factors Worksheet is designed to help you describe the desired BEHAVIORAL STYLE for this position. While behaviors alone are not a reliable indicator of predictive performance, when teamed with our core measurements of the QUANTITY and QUALITY of a person's evaluative judgment, behaviors can amplify or mitigate the performance you are seeking. The FOUR BEHAVIORAL PERFORMANCE FACTORS are shown below: Dominance, Influence, Steadiness, and Compliance. How important is each these is to the success of the person in this job? For each behavioral performance factor, identify the DEGREE OF STRENGTH for that factor, and also the relative strength of that factor compared to the other factors. Consider the day-to-day requirement for each factor. For example, if this job requires strong direction and leadership on a daily basis, you might assign a 90-100% strength for Dominance. On the other hand, if the job calls for occasional bold and aggressive action, but most of the time requires a more team-focused, cooperative effort, you would NOT want the person in this job to have 90-100% Dominant behavior.

80%

70%

60%

50%

40%

30%

20%

10%

0%

90%

100%

INFLUENCE / EXTROVERSION: What degree of people skills do you need this position to deliver?

STRENGTH

Antisocial / Critical

Bland

Logical

Demonstrative

Dynamic

Live Wire / Outgoing

INFLUENCE or EXTROVERSION

Greg

Text Box

1

Greg

Text Box

4

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80%

70%

60%

50%

40%

30%

20%

10%

0%

90%

100%

STEADINESS: What degree of patience do you need this position to deliver?

STRENGTH

Must Do It Now!

Impatient / Urgent

Consistent / Active

Patient

Not Passionate

Easy as She Goes

STEADINESS or PATIENCE

80%

70%

60%

50%

40%

30%

20%

10%

0%

90%

100%

COMPLIANCE: What degree of analysis, detail, precision, and rules focus do you need this position to deliver?

STRENGTH

Haphazard & Careless

Unstructured & Open

Independent & Flexible

Neat & Precise

Careful & Cautious

Demand Accurate Details

COMPLANCE & ACCURACY

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In this section, you will work through the 9 Pathways to Superior Performance:

Trust Responsibility & Integrity Innovation & Change Team Synergy Getting Results Preparation & Tactics Vision & Mission Success Strategies & Discipline Consistency & Conformity For each pathway, there are 12 statements on the left side that describe critical performance factors that might CONTRIBUTE to superior results in this position, and 12 statements on the right side that describe critical performance factors that might INTERFERE with the ability to achieve superior results in this position. Please read the statements, and then for each pathway, identify the 4 performance factors on the left that are MOST CRITICAL for strong performance IN THIS POSITION, and the 4 performance factors on the right that would be MOST TOXIC to strong performance IN THIS POSITION.

2 Section 2: Discriminating Performance Factors & Performance Blockers for this Job

9 Pathways : Structure for Performance

The 9 Pathways Structure for Performance is built on the Nobel Peace Prize-nominated work of Dr. Robert S. Hartman, applied by one of his most prolific students of the past 20 years, Wayne Carpenter. With the 9 pathways, we have aimed at making the measurement of performance skills in a logical, simplistic manner possible to make the measurement of what you believe is required in a job and to improve the quality and accuracy of linking people's talent to your business results.

The 9 Pathways Structure for Performance is all about making sometimes complex talent decisions simpler.

The 9 Pathways Structure for Performance provides executives and managers a comprehensive structure for ranking and measuring performance skills - i.e., how the candidate or incumbents meet the demands of their job tasks by applying a strategy of performance. An example of a performance skill is a manager who will select a team of people, acquire the resources needed, and guide the team to meet the requirements of the task. Note that skills are not normally concerned with a single response, but rather chains or clusters of actions to obtain a result. Some performance strategies are more effective than others. Skills consists of choosing and implementing the most effective strategies.

Skill is the exposure and measurement of specific chains or clusters of decisions that consist of:

• Your NetTalent (i.e., your strengths measured against your weakness) for perceiving all the relevant factors in people, objects or ideas.

• Your capacity for accessing your NetTalent in specific environments. • The attitudes that work for you and against you when you make decisions.

The following core details are measured for each candidate or incumbent using the 9 Pathways. This information is used to help you make accurate talent decisions that depend on the types of decisions you and our organization are required to make.

To make effective right decisions, you need a very powerful technology that not only captures the skills required to perform in a specific job and job environment, but also provides a framework within which you can weigh the relative importance of one factor against another in your specific job environment.

The 9 Pathways system uses a unique value system that allows you to determine the strengths and weaknesses in an individual 9 Pathways ranking, which is then used to determine the level of access to these skills and individuals has compared to the level of access you desire in the job, noting the differences or matches in each of the 9 pathways.

Net Talent = The strengths of your strengths, impacted by the strength of your performance blocks

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Pathway 1: Trust

If you feel inclined to mark the same statement for both CONTRIBUTING PERFORMANCE FACTORS and INTERFERING PERFORMANCE FACTORS, ask yourself which is more critical to success in this position: HAVING the positive factor, or AVOIDING the negative factor. If the two are equally important, please DO mark both and we will factor both sides into the benchmark for this job.

- Treating each person as unique - Building confidence and competence - Respecting the rights of each person

CONTRIBUTING Performance Factors relating to the pathway of TRUST

X the 4 most critical

factors

X the 4 most toxic

factors

INTERFERING Performance Factors relating to the pathway of TRUST

Must DEVELOP & MAINTAIN trust from others. 1 1

Will have difficulty BUILDING TRUST in others.

Must be SENSITIVE to the needs, concerns, and attitudes of others. 2 2

Will not be concerned about the NEEDS AND ISSUES of others.

Must make an effort to make OTHERS feel VALUABLE. 3 3

Will not take the TIME to make OTHERS FEEL WORTHWHILE.

Must be PLEASANT, COURTEOUS, and TACTFUL toward others. 4 4

Will NOT be CONCERNED about being pleasant or courteous.

Must help others to have the CONFIDENCE to TAKE RISKS. 5 5

Will build and create DOUBT in others about taking RISKS.

Must motivate OTHERS in a positive and reinforcing way. 6 6

Will NOT go out of their way to motivate in a POSITIVE way.

Must ENCOURAGE others and provide positive reinforcement. 7 7

Will not likely take the TIME to encourage others.

Must suggest improvement and adjustment in a positive manner. 8 8

Will give ADVICE to others in a superior, critical way.

Must be sensitive to the inner worth of other people. 9 9

Will not pay attention to TREATING OTHERS in a negative way.

Must be open to perspectives and suggestions from others. 10 10

Will not be open to the ideas and perspectives of OTHERS.

Must be open to listening to others' views without personal bias. 11 11

Will tend to develop NEGATIVE BIASES about others.

Must be able to promote autonomy and freedom of action. 12 12

Will try to CONTROL the decisions of others.

For this pathway, please select four Critical Performance Factors from the left side of the page and four Toxic Performance Factors from the right side of the page.

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Pathway 2: Team Synergy

CONTRIBUTING Performance Factors relating to the pathway of TEAM SYNERGY


factors

X the 4 most toxic

factors

INTERFERING Performance Factors relating to the pathway of TEAM SYNERGY

Must embrace and reinforce the VALUE of sharing and cooperation. 1 1

Will not be willing to COOPERATE and share.

Must be OPEN to the IDEAS and SUGGESTIONS of others. 2 2

Will not be OPEN to others' ideas and input.

Must be willing to LISTEN to others' OPPOSING points of view. 3 3

Will not be willing to LISTEN to opposing points of view.

Must be able to maintain a POSITIVE and SUPPORTIVE ATTITUDE. 4 4

Will not be CONCERNED about being SUPPORTIVE and POSITIVE.

Must be able to keep COMMUNICATIONS CLEAR and to the point. 5 5

Will not COMMUNICATE in a clear, direct manner.

Must be able to provide FEEDBACK in a positive manner. 6 6

Will provide FEEDBACK in a negative manner.

Must be able to ASSIGN TASKS clearly and specifically. 7 7

Will not give CLEAR DIRECTIONS about what to do.

Must be able to be certain that delegation of duties is clearly assigned. 8 8

Will not let others know what they EXPECT from them.

Must treat and direct others FAIRLY and CONSISTENTLY. 9 9

Will not PAY ATTENTION to being fair and consistent.

Must be able to set PRIORITIES in relationships with others. 10 10

Will have difficulty deciding what is IMPORTANT in relationships.

Must be able to deal with CONFLICTING ISSUES in a positive manner. 11 11

Will have DIFFICULTY DEALING with DIFFICULT or CONFLICTING issues.

Must be able to EVALUATE PROBLEMS from a variety of perspectives. 12 12

Will have DIFFICULTY SEEING the forest for the trees.

- Cooperating and sharing, making certain each person feels part of the team - Listening, delegating and developing - Being fair and consistent



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Pathway 3: Vision & Mission

CONTRIBUTING Performance Factors relating to the pathway of VISION & MISSION

x the 4 most critical

factors

X the 4 most toxic

factors

INTERFERING Performance Factors relating to the pathway of VISION & MISSION

Must be able to MAINTAIN a strong sense of DIRECTION and PURPOSE. 1 1

Will not demand the BEST from themselves or others.

Must have a strong sense of AMBITION. 2 2Will have difficulty keeping their WORD and COMMITMENTS.

Must be able to communicate OPTIMISM, VISION, and PURPOSE. 3 3 Do not stick by their DECISIONS.

Must be able to embrace the organization's COMMON MISSION. 4 4

Will make commitments they CANNOT or WILL NOT keep.

Must have a sense of OPTIMISM and a belief that things WILL work out. 5 5

Will tend toward NEGATIVE, SKEPTICAL THINKING, focusing on what is WRONG rather than what is RIGHT.

Must exhibit confidence that things are being taken care of. 6 6

Will NOT be OPTIMISTIC that things will work out for the best.

Must maintain a POSITIVE attitude toward the world and those in it. 7 7

Will have a CAUTIOUS, SKEPTICAL, and HESITANT attitude.

Must have a high level of SELF CONFIDENCE and a POSITIVE view of self. 8 8

Will tend to be DOUBTING and SKEPTICAL about themselves.

Must reinforce a PERSONAL COMMITMENT to strive to do one's best. 9 9

Will LACK a SENSE OF INNER DIRECTION, PURPOSE and MEANING.

Must keep one's PROMISES and PERSONAL COMMITMENTS to others. 10 10

Will not consistently PUSH to achieve their goals.

Must be able to STICK BY THEIR DECISIONS. 11 11Will focus on the NEGATIVE, constantly seeing why things will NOT work out.

Must be willing to KEEP THE COMMITMENTS they make to others. 12 12

Will focus on their OWN PRIORITIES at the expense of the team.

- Personal commitment, dedication - Optimism, seeing and expecting the best - Sense of purpose and meaning



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Pathway 4: Responsibility & Integrity

CONTRIBUTING Performance Factors relating to the pathway of RESPONSIBILITY & INTEGRITY


factors

X the 4 most toxic

factors

INTERFERING Performance Factors relating to the pathway of RESPONSIBILITY & INTEGRITY

Must be responsible and accountable for their OWN ACTIONS. 1 1

Will not worry about ACCEPTING RESPONSIBILITY for their actions or the actions of others.

Must be capable of INDEPENDENT, AUTONOMOUS, and RESPONSIBLE actions. 2 2

Will not worry about OWNERSHIP for their mistakes and inappropriate decisions.

Must pay attention to doing the RIGHT thing. 3 3

Will not be concerned, not pay attention to doing things RIGHT.

Must be personally responsible for their own MISTAKES. 4 4

Will not FEEL or ACCEPT RESPONSIBILITY for their mistakes.

Must make and keep their COMMITMENTS and PROMISES. 5 5

Will not typically deliver on their commitments or promises.

Must reinforce others' personal commitment to do THEIR BEST. 6 6

Will not be concerned about doing their best.

Must have a personal commitment to do what is RIGHT. 7 7

Will not be bothered by SLOPPINESS or INEFFECTIVE, INAPPROPRIATE decisions.

Must accept responsibility for the consequences of their PERSONAL ACTIONS. 8 8

Will not worry about the CONSEQUENCES of their ACTIONS.

Must pay attention to STANDARDS and CODES OF CONDUCT. 9 9

Will not be worried about living up to STANDARDS and CODES OF CONDUCT.

Must be certain the CONSEQUENCES of their actions REFLECT STANDARDS. 10 10

Will not be concerned about inappropriate decisions or actions.

Must keep decisions consistent with beliefs, goals, and plans. 11 11

Will not be worried about BEING INCONSISTENT, like a ship without a rudder.

Must pay attention to the value of ESTABLISHED STANDARDS. 12 12

Will look for and even seek ways around existing STANDARDS and CODES.


- Being responsible and accountable - Walking the walk, keeping promises - Respecting principles, standards and codes


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Pathway 5: Getting Results

CONTRIBUTING Performance Factors relating to the pathway of GETTING RESULTS


factors

X the 4 most toxic

factors

INTERFERING Performance Factors relating to the pathway of GETTING RESULTS

Must be WILLING TO DO WHATEVER IT TAKES to accomplish goals. 1 1

Will have difficulty knowing what to do NEXT.

Must be REALISTIC and HONEST with self about what they can do. 2 2 Will not set CHALLENGING PRIORITIES.

Must be able to be COUNTED ON in good times and bad. 3 3

Will not PAY ATTENTION to getting things DONE.

Must be able to STAY ON TRACK until the task is completed. 4 4

Will tend to OVERLOOK or LET PRIORITIES slide.

Must be able to GET THINGS DONE. 5 5 Will say or do things at the WRONG TIME.

Must be able to take care of the DAILY DETAIL WORK. 6 6

Will not feel a sense of URGENCY to take care of IMMEDIATE PROBLEMS QUICKLY.

Must be able to RESPOND to IMMEDIATE PROBLEMS. 7 7

Will not pay attention to taking care of DAILY DETAIL WORK.

Must have a good sense of TIME and TIMING. 8 8

Will tend to have difficulty in ACTUALLY GETTING THINGS DONE.

Must set and take care of PRIORITIES. 9 9Will have difficulty staying FOCUSED and ON TRACK.

Must be able to PAY ATTENTION to what NEEDS to be done. 10 10

Cannot be counted on in GOOD TIMES and BAD.

Must be able to set PRIORITIES that will INTEGRATE all needs. 11 11

Will not be honest with themselves about what they can ACTUALLY DO or ACCOMPLISH.

Must be able to tell the CRITICAL from the IMPORTANT problems. 12 12

Will not be willing to do WHATEVER IT TAKES to accomplish their goals.

- Putting yourself into your work - Paying attention to getting things done - Prioritizing actions, setting priorities



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CONTRIBUTING Performance Factors relating to the pathway of STRATEGY & DISCIPLINE


factors

X the 4 most toxic

factors

INTERFERING Performance Factors relating to the pathway of STRATEGY & DISCIPLINE

Must have very STRONG COMMITMENT to goals. 1 1

Will not worry about CLEANING UP their messes or any CONFUSION they caused.

Must be able to IDENTIFY OBSTACLES and ways to OVERCOME them. 2 2

Will not THINK AHEAD and have a PLAN B if things do NOT work out.

Must put the INTERESTS of the TEAM and ORGANIZATION above selfish interests. 3 3

Will not consider the CONSEQUENCES of "shooting from the hip," will tend to be more REACTIVE than PROACTIVE.

Must SEEK FEEDBACK from others to improve performance. 4 4

Will not PAY ATTENTION or FOCUS on LONG-RANGE GOALS.

Must translate PRIORITIES into decisions. 5 5Will not ANTICIPATE or take time to create ways to SOLVE PROBLEMS ahead of time.

Must track the SUCCESS and FAILURE of decisions. 6 6

Will not be likely to KEEP THINGS ON SCHEDULE.

Must MONITOR PROGRESS to keep things on schedule. 7 7

Will not see or understand WHY SPECIFIC DECISIONS SUCCEEDED OR FAILED.

Must BUILD STRATEGIES for CRISIS INTERVENTION. 8 8

Will not be able to translate PRIORITIES into decisions, will tend to have difficulty doing what is MOST important.

Must pay attention to LONG-TERM GOALS. 9 9 Will not be inclined to ask for HELP.

Must make decisions on a PROACTIVE BASIS. 10 10

Will not put the interests of the TEAM above their OWN PERSONAL PRIORITIES.

Must plan for things NOT WORKING OUT as expected. 11 11

Will not be able to see and plan ways to work around and overcome obstacles or problems.

Must attend to CONCRETE and CONCEPTUAL organizing. 12 12

Will not be concerned about meeting their goals.

Pathway 6: Success Strategies & Discipline

- Personal discipline - Translating plans into action, being effective and efficient - Building well organized strategies and long-term goals



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Pathway 7: Innovation & Change

CONTRIBUTING Performance Factors relating to the pathway of INNOVATION & CHANGE


factors

X the 4 most toxic

factors

INTERFERING Performance Factors relating to the pathway of INNOVATION & CHANGE

Must be open to THEIR OWN MISTAKES and willing to change. 1 1

Will NOT pay attention to or focus on CRITICAL ISSUES.

Must continually seek to IMPROVE PERFORMANCE. 2 2

Will NOT be open to INVENTIVE THINKING, will tend toward being CLOSED-MINDED.

Must keep an OPEN MIND. 3 3Will NOT take the time to consider and try out NEW and INVENTIVE IDEAS and ALTERNATE ways of doing things.

Must have NO FEAR of success or failure. 4 4Will NOT see PROBLEMS before they moved into CRISIS MODE and HIT THEM IN THE FACE.

Must use inventive thinking WITHOUT losing perspective. 5 5

Will NOT know WHEN to take RISKS and CHANCES.

Must promote confidence in others to take risks. 6 6

Will NOT have the confidence to ACT and will be too worried about making the RIGHT DECISION to take action.

Must know when to take risks and make changes. 7 7

Will NOT be able to keep PERSPECTIVE and will become TOO FOCUSED on seeking new or inventive solutions.

Must see problems BEFORE they hit them in the face. 8 8

Will NOT be effective due to a FEAR of EITHER SUCCESS OR FAILURE.

Must pay attention to inventive thinking. 9 9Will NOT have an interest or inclination toward ideas and strategies for IMPROVING THEMSELVES.

Must take time to be creative and inventive. 10 10

Will NOT be open to their own MISTAKES or WILLING to CHANGE and CORRECT their actions.

Must be open to ideas for solving problems. 11 11

Will NOT be inclined to embrace INVENTIVE THINKING.

Must be inventive and aware of CRITICAL issues. 12 12

Will NOT pay attention to IMPROVING THEMSELVES.


- Learning to adapt and grow - Acting as a change agent and risk taker - Being inventive, spontaneous, creative, thinking outside the box


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CONTRIBUTING Performance Factors relating to the pathway of PREPARATION & TACTICS


factors

X the 4 most toxic

factors

INTERFERING Performance Factors relating to the pathway of PREPARATION & TACTICS

Must make decisions with confidence. 1 1 Will NOT be able to manage CONFUSION.

Must keep composure in STRESSFUL situations. 2 2

Will NOT be able to budget the TIME needed to complete tasks and projects.

Must have good problem-solving ability. 3 3Will not be inclined to deliver projects and commitments ON TIME, not inclined to get things done ON SCHEDULE.

Must think ahead about problems and solutions. 4 4

Will NOT be able to IDENTIFY the DRIVING FORCES or ROOT CAUSES of a problem.

Must know what NEEDS to be DONE and what CAN be done. 5 5

Will NOT be able to see the difference between a GENUINE CRISIS and a MINOR PROBLEM.

Must know what is NEEDED to support decisions. 6 6

Will NOT pay attention to the KEY COMPONENTS of an issue and what is NEEDED to GET THINGS DONE.

Must be able to identify BOTH CRISIS ISSUES and MINOR PROBLEMS. 7 7

Will NOT be able to DIAGNOSE problems and CREATE effective SOLUTIONS to those problems.

Must be able to discover what is CAUSING PROBLEMS. 8 8

Will NOT be inclined to take the TIME to THINK AHEAD.

Must make an effort to keep things on SCHEDULE. 9 9

Will NOT be inclined to practice GOOD PROBLEM SOLVING and DECISION THEORY protocols.

Must know the time needed to complete tasks. 10 10

Will NOT be able to SOLVE PROBLEMS with speed and accuracy.

Must keep SCHEDULES tied to PRIORITIES. 11 11Will NOT be inclined to KEEP THEIR COMPOSURE in emotional or or conflicting situations.

Must focus on PLANNING and PRIORITIES. 12 12Will NOT be realistic in evaluating their abilities; will tend to OVER or UNDER-ESTIMATE their ability to get things done.

Pathway 8: Preparation & Tactics

- Personal competence and confidence - Knowing what is needed to get the job done, documenting success - Building action plans, schedules and timelines


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Pathway 9: Consistency & Conformity

CONTRIBUTING Performance Factors relating to the pathway of CONSISTENCY & CONFORMITY


factors

X the 4 most toxic

factors

INTERFERING Performance Factors relating to the pathway of CONSISTENCY & CONFORMITY

Must respect authority. 1 1Will NOT see or worry about the consequences of their choices and solutions.

Must respect principles, rules, and property. 2 2

Will NOT typically set REALISTIC EXPECTATIONS.

Must maintain commitment to plans and programs. 3 3

Will NOT be able to AVOID making inconsistent decisions.

Must emphasize importance of standards and codes. 4 4

Will NOT be concerned about making certain that things are done RIGHT; QUALITY CONTROL will be a low priority.

Must set CHALLENGING and ATTAINABLE goals. 5 5

Will NOT FOCUS ON and might DISCOUNT the importance of SHORT- and LONG-TERM GOALS.

Must set realistic, relevant, and clear goals. 6 6Will NOT be able to ORGANIZE their thinking with effective strategies and programs.

Must build organized strategies and programs. 7 7

Will NOT tend to set REALISTIC, ACHIEVABLE goals.

Must be attentive to short- and long-term goals. 8 8

Will NOT accept ownership for their decisions; will struggle to stay on PLAN and on PROGRAM.

Must focus on maintaining QUALITY CONTROL. 9 9

Will NOT respect company rules, codes, or even property.

Must focus on making consistent decisions. 10 10Will NOT AVOID a NEGATIVE "CHIP ON THE SHOULDER" attitude.

Must set realistic standards and expectations. 11 11

Will NOT take the time to plan or schedule activities.

Must be attentive to consequences of solutions. 12 12 Will NOT typically set REALISTIC GOALS.

- Respecting authority, rules and codes - Setting clear goals - Creating standards



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Thank you. You have completed the Performance Factors Worksheet.

Please save a copy of your completed worksheet for your future reference, and submit a copy of the completed form to your Talent Specialist by email.

performance factors worksheet · this section of the performance factors worksheet is designed to...

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