The core values are the guiding principles that dictate behavior and action. Core values can help people to know what is right from wrong; they can help organizations determine if they are on the right path and fulfilling their strategic goals; and they create an unwavering and unchanging guide to an organization’s identity.

1. THE HCC WAY

2. TABLE OF CONTENTS
The HCC Way 4
Core Values 6
Core Behavioral Competencies Roadmaps 8
Deliver High Quality Work 10
Accepting Responsibility 12
Serving Our Stakeholders 14
Supporting Organizational Goals 16
Driving Continuous Improvement 18
Acting with Integrity 20
Thinking Critically 22
Managing Change - Adapting to Support Change 24
Communicating Effectively 26
Leadership Behavioral Competencies Roadmaps 28
Acting as a Champion for Change 30
Thinking Entrepreneurially 32
Leveraging Opportunities 34
Setting a Strategic Vision 36
Attracting & Developing Talent 38
Inspiring and Motivating Others 40
Acting Strategically 42
Beliefs & Principles 44
Managing Resources 46

3. How Do Core Values + Behavioral Competencies
Improve Performance?
CULTURE ON PURPOSE – Corporate culture can
be reasonably described as the shared motives,
aspirations and behaviors of the organization.
Focusing on the right behaviors will help us take a
much more pragmatic approach to our culture at
Houston Community College.
HIRE THE RIGHT PEOPLE – Behavioral-based
interviewing, based on a prescribed group of
competencies (core, level, job family) will ensure
that we find and hire the kind of people that can fit
in here and help us realize our strategic objectives.
EVALUATE THE PERSON NOT JUST THE JOB
– Evaluating employees for not only their ability to
functionally do their job (their ability to leverage
their knowledge, skills and abilities), but also their
ability to operate in a manner that is consistent with
our values and behavioral expectations will ensure
we create the culture we desire.
What Are Core Values?
The core values are the guiding principles that dictate behavior and action. Core
values can help people to know what is right from wrong; they can help organizations
determine if they are on the right path and fulfilling their strategic goals; and they create
an unwavering and unchanging guide to an organization’s identity.
What Are Behavioral Competencies?
Behavioral Competencies describe the “actions” or “way we do things around here”
that serve as a tangible link between the organization’s identity (who we are), its motives
(what we value) and its business strategy (what we expect to achieve). Behavioral
Competencies are commonly used management tool for identifying desired behaviors
and improving performance. By norming behaviors to a formal competency model,
we can improve our selection, evaluation, promotion and succession efforts, align our
workforce to our strategy and improve our capacity for reliable business execution.
CORE VALUES
+
CORE & LEADERSHIP BEHAVIORS
THE HCC WAY BEHAVIORAL
COMPETENCIES
FOCUS DEVELOPMENT ON WHAT MATTERS
MOST – In addition to development activities relating
to knowledge, skills and abilities, the competency
model serves as a platform for mapping the
organization’s curriculum and focusing individual
development efforts at every level of the organization.
Deficits can be easily surfaced, development plans
can be created and mastery can be pursued along a
predictable path that meets the needs of the individual
while serving the interests of the organization.
PROMOTE FOR TALENT NOT TENURE – By
standardizing our behavioral evaluation and
development efforts, we can purposefully go about
creating a pipeline of talent with the competence to
assume future management and leadership roles in the
organization. Knowledge, skills and abilities may be
unique from one part of the company to another, but
the core behaviors for managers and leaders are for the
most part consistent.
EVALUATION
DEVELOPMENTPROMOTION
SELECTION
Behavioral Interviewing /
Setting Expectations
Improvement Planning /
Coaching / Mentoring
Measuring Performance /
Identifying Performance Gaps
Developing Leaders /
Filling Leadership Funnel
PERFORMANCE MODEL
54

4. CORE
VALUES
BEHAVIORAL COMPETENCIES
CORE LEADERSHIP
Academic Standards Measures of excellence created by professional
organizations, innovative practices, and exemplary research in all instructional fields in order
to establish benchmarks of accountability across the colleges to ensure student success.
Collaboration The open sharing of resources, ideas, skills and knowledge from
diverse perspectives working towards common goals and solutions in order to generate
synergy to achieve HCC’s goals.
Student Success Achievement of the student’s specific goals through a holistic
approach which includes instruction advisement and mentoring, providing the knowledge
and skills for further academic and professional advancement.
Educated Workforce Educated workforce that is responsive to industry needs,
equipped with marketable, professional, social, innovative, futuristic skills and contextual
knowledge to be tomorrow’s leaders.
Culture of Trust Working in an environment driven by honesty, competency,
fairness, reliability and dependability toward organizationally valuable outcomes; promises
made are promises kept and honest failures are not punished.
Innovation Creating the conditions to leverage what has been to what will be and
moving beyond horizons to be a recognized global leader; way of thinking that looks
beyond the horizon and to the trends that others will follow.
Passion Interest and enthusiasm that leads to a drawing desire that shapes our
response to HCC’s goals and purposes for excellence in students’ success through
commitment, belief and persistence.
Accountability The ethical obligation of all HCC employees to take ownership
of the core values to ensure student success, a willingness to accept responsibility for
everything we affect, and to demonstrate that as an institution, we have to met or exceeded
the expectations of our stakeholders.
Student Commitment Provide a welcoming and safe environment; efficiently
and effectively assess, place, educate, and train students by providing the necessary tools,
resources, and information; promote the freedom to engage in learning, complete goals,
and maximize potential.
Consistency Ensuring all stakeholders are treated fairly; all programs and services
are uniform regardless of diversity and geographic location; standard access to these
programs are in line with measurable outcomes.
Delivering High Quality of work
Accepting Responsibility
Serving Our Stakeholders
Supporting Organizational Goals
Driving Continuous Improvement
Acting with Integrity
Thinking Critically
Managing Change - Adapting
to Support Change
Communicating Effectively
Acting as a Champion for Change
Thinking Entrepreneurially
Leveraging Opportunities
Setting a Strategic Vision
Attracting & Developing Talent
Inspiring & Motivating Others
Acting Strategically
Demonstrating Beliefs & Principles
Managing Resources
76

5. Core
Behavioral
Competency
Roadmaps
8 9

6. Approaches all work with quality in mind; critically reviews
work to ensure quality and accuracy; strives for continuous
improvement in work processes and work quality.
• Thoroughly examines work for errors and omissions; pays
attention to details; corrects both major and minor errors
and flaws
• Critically reviews work processes to ensure quality; identifies
and addresses potential problems that could impact quality
or lead to oversights
• Makes sure project deliverables and services meet all
requirements and expectations; creates channels to receive
positive and negative feedback about work quality
• Documents work processes to support continuous
improvement and learning over time; does not make the
same mistakes twice
DELIVERING HIGH QUALITY WORK
Always makes improvements
Quickly addresses issues affecting quality
Strictly measures, monitors quality
Advocates use of formal quality methods
Very committed to quality
Highly productive
Produces work that meets quality requirements and expectations
Solve quality problems
Shows commitment to quality
Makes regular improvements to work
Addresses quality issues in a timely manner
Lacks attention to detail, accuracy
Does not make process improvements
Does not follow documentation or quality processes
Does not address quality issues
Easily distracted, drawn off course
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
1110

7. Takes accountability for delivering on commitments; owns
mistakes and uses them as opportunities for learning and
development; openly discusses his/her actions and their
consequences both good and bad.
• Takes accountability for outcomes; demonstrates ownership
for tasks and goals; does not make excuses for missing
goals/deadlines or try to place the blame on others
• Admits when he/she is wrong or makes a mistake; owns
mistakes and uses them as opportunities for learning and
development
• Calls attention to how his/her actions may have influenced
outcomes; openly discusses decisions and actions he/she
made and their potential consequences both good and bad
• Lets people know in advance about potential problems,
delays, or difficulties; proactively communicates when things
are not going as planned
ACCEPTING RESPONSIBILITY
Accepts responsibility for outcomes, good or bad
Proactively rectifies own mistakes
Consistently reliable
Demonstrates sense of urgency
Volunteers for additional work
Takes initiative to improve own work
Owns mistakes and responsibilities
Sets and follows priorities
Usually accepts additional work
Handles problems independently
Completes assignments
Does not set and follow priorities
Procrastinates
Reluctant to handle problems and corrects own mistakes
Lacks sense of urgency
Resists taking on additional work
Does not own mistakes and responsibilities
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
1312

8. Has knowledge and expertise to serve internal and external
stakeholders enthusiastically; understands stakeholders’
needs; communicates well with stakeholders and follows
up as necessary; is always professional and represents the
organization positively.
• Builds strong relationships with stakeholders; proactively
reaches out to learn about stakeholder goals and interests;
stays aware of stakeholder needs, concerns and satisfaction
• Responds promptly to stakeholder questions and requests;
takes responsibility for meeting stakeholder needs
• Effectively manages stakeholder expectations; does not
promise things that cannot be delivered
• Resolves stakeholder concerns in a calm, positive, and
sensitive manner; makes stakeholder feel valued and
appreciated
SERVING OUR STAKEHOLDERS
Does whatever is needed to be available for stakeholders
Anticipates stakeholders’ needs and requirements
Maintains expert knowledge of the organization’s products/services and how they can
meet stakeholder needs
Develops strong relationships with stakeholders
Presents highly professional demeanor
Actively resolves service problems
Available to and communicates well with stakeholders
Follows service procedures for handling stakeholder problems
Responds quickly to requests from stakeholders
Resolves stakeholder problems
Knows products, services and understands stakeholders’ needs and requirements
Presents professional demeanor
Doesn’t follow service procedures or know products well
Inadequate stakeholder follow-through
Inconsistent stakeholder communication
Does not act on stakeholder feedback
Unavailable to stakeholders
Presents unprofessional demeanor
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
1514

9. Actively supports organizational goals and values; aligns
actions around organizational goals; gives priority to
organizational needs and concerns when making decisions.
• Places the goals of the organization first; gives priority to
organizational needs and concerns when making decisions
• Actively supports organizational goals and values;
demonstrates pride in being part of the company and
enthusiasm toward its goals and mission
• Looks for ways to enhance the organization’s reputation
in the broader business market and community; promotes
the organization to people both inside and outside of the
company
• Aligns actions around organizational goals; calls attention to
actions by individuals or groups that are in conflict with the
organization’s stated mission, vision, and values
SUPPORTING ORGANIZATIONAL GOALS
Developed and defined organizational goals
Promotes organizational goals before individual success
Actions and behaviors align with goals of the organization
Projects organizational goals before individual success
Actions and behaviors aligns with goals of the organization
Projects organizational goals during everyday life
Tries to help others better support organizational goals
Makes decisions that might be better for the organization rather than individually
Places the goals of the organization first
Gives priority to organizational needs and concerns when making decisions
Demonstrates pride in being part of the company and enthusiasm toward its goals and
mission
Looks for ways to enhance the organization’s reputation in the broader business market and
community
Aligns actions around organizational goals
Calls attention to actions by individuals or groups that are in conflict with the organization’s
stated mission, vision, and values
Makes cynical or negative comments about the company and/or its strategic vision
and goals
Takes actions that are more beneficial for him/her than the company as a whole
Fails to align individual actions with organizational strategy and vision
Does things that could be seen as violations of the organization’s values
Tolerates activities that do not align with the mission and vision of the company
Puts personal goals before organizational goals
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
1716

10. Uses formal and informal tools and techniques to achieve
operational excellence; maintains a constant focus on efforts
to improve performance, quality and efficiency of work
processes.
• Establishes methods to continuously monitor and improve
performance of systems and processes; creates and utilizes
metrics to drive continuous improvement
• Emphasizes the use of standardized work methods that
support incremental, ongoing improvement; examines past
practices and results in order to learn from experience
• Utilizes specialized methods and techniques to support
continuous improvement (e.g., Kaizen, Six Sigma, Total
Quality Management)
• Seeks out and adopts practices from other departments
or companies that can be used to improve performances;
compares and “benchmarks” performance practices against
those of other organizations
DRIVING CONTINUOUS IMPROVEMENT
Aggressively overcomes weaknesses
Takes initiative, action
Willing to invest in improvement
Committed to employee development
Operational excellence
Actively tracks performance improvement efforts
Understands organization’s strengths, weaknesses
Monitors performance
Takes action when performance is lagging
Focuses on quality
Inadequate development plans
Not proactive about development
Criticizes changes
Provides no corrective solutions
Does not monitor performance
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
1918

11. Follows through on commitments; lets others know
his/her true intentions
• Conducts business in an ethical manner
• Expresses views openly and honestly; responds
candidly to people’s questions
• Maintains confidentiality of sensitive information;
explains to people why he/she can or cannot share
certain types of information
• Clearly states goals, beliefs and true intentions; can
be trusted
ACTING WITH INTEGRITY
Leads by example
Conducts business in an honorable way
Is sincere with all actions and words
Speaks in a straightforward manner
Inspires trust and ethical business behavior
Highlights unethical behavior
Follows through on commitments
Expresses views openly and honestly
Maintains confidentiality of sensitive information
Explains to people why he/she can or cannot share certain types of information
Lets people know his/her true intentions
Is viewed as trustworthy
Does not keep commitments
Lets personal agenda override business need
Intentionally makes inaccurate statements in order to influence others
Misleads people regarding his/her goals or knowledge
Inappropriately shares sensitive or confidential information
Speaks negatively of others in an unproductive manner
Is not viewed as trustworthy
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
2120

12. Demonstrating disciplined thinking that is clear, unbiased,
analytical and informed by evidence.
• Skilled at finding logical flaws in arguments and plans;
identifies potential problems before they occur
• Works through complex information to identify meaningful
patterns and conclusions; identifies problems and solutions
that others might miss
• Articulates strengths and weaknesses associated with plans
and activities; provides detailed insight and constructive
criticism into problems and complex situations
• Adept at using logic and reasoning to work through
problems and analyze information
THINKING CRITICALLY
Identifies and catches problems that others would not catch
Thinks of creative ways to investigate problems
Takes preventative measures to ensure plans do not go wrong
Critical of things already established in order to make improvements
Efficient at making critical analysis
Critical to ideas and plans, but extremely pleasant to people
Skilled at finding logical flaws in arguments and plans
Identifies potential problems before they occur
Works through complex information to identify meaningful patterns and conclusions
Identifies problems and solutions that others might miss
Provides detailed insight and constructive criticism into problems and complex situations
Fails to see flaws or negative implications associated with different courses of action
Draws flawed or incorrect conclusions from data
Unable to solve complex problems
Becomes confused or frustrated when asked to solve challenging problems
Fails to spend adequate time addressing issues
Unable to critique personal or others’ views
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
2322

13. Supports change and innovation; is comfortable
with a changing environment and is adaptive to
such an environment.
• Embraces and encourages new ideas and
initiatives that will benefit the business
• Looks for positive aspects of changes; focuses on
reasons why changes will work and how they will
be beneficial
• Willingly participates in new change initiatives
and programs
• Abandons outdated or obsolete practices; willing
to try new things
MANAGING CHANGE - ADAPTING
TO SUPPORT CHANGE
Encourages others to support change
Embraces new ideas and enthusiastically participates in change initiatives
Evaluates current processes in hopes of improving performance through change
Embraces new ideas and initiatives
Looks for positive aspects of changes
Focuses on reasons why changes will work and how they will be beneficial
Willingly participates in new change initiatives and programs
Abandons outdated or obsolete practices; willing to try new things
Is open to change despite some level of discomfort
Dwells on problems associated with change
Demonstrates passive resistance toward change
Refuses to participate in change projects; clings to existing methods and past practices
Focuses on reasons why changes will not work
Avoids different ways of doing things
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
2524

14. Shares information; listens and involves others; clearly conveys
ideas in a manner that engages others and helps them
understand and retain the message; willingly hears feedback
and other viewpoints.
• Expresses ideas and information in a clear and concise
manner; messages are both complete and succinct;
focuses on critical information and leaves out irrelevant
or unnecessary details; provides effective responses to
questions
• Tailors message to fit the interests and needs of the
audience; focuses on relevant topics; uses vocabulary and
terminology appropriate to the audience
• Delivers information in a manner that is interesting and
compelling to the listener; makes appropriate use of humor,
examples, and analogies to engage the audience
• Uses appropriate language, grammar and pronunciation; is
easy to understand
COMMUNICATING EFFECTIVELY
Promotes candid and open atmosphere
Ensures shared understanding and addresses misunderstanding
Anticipates information needs and shares accordingly, and encourages others to share
Uses precise and clear language that resonates with the audience
Is persuasive and commands attention
Actively seeks feedback and other viewpoints
Communicates and shares information with co-workers
Adapts style and content to the audience
Conveys messages clearly and succinctly
Actively listens
Is open to feedback and other view points
Difficult to contact and doesn’t share information with co-workers
Ideas and comments are hard to follow
Assumes understanding of what others mean
Does not give others full attention
Uses overly complex language
Does not adapt language to listener
Is too talkative or repetitive, or is too terse
Is not receptive to feedback or other viewpoints
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
2726

15. Leadership
Behavioral
Competency
Roadmaps
28 29

16. Identifies key issues and relationships relevant to achieving
long range goals or strategy for own area of responsibility;
commits to course of action to accomplish goals after
developing alternatives based on logical assumptions, facts,
available resources, constraints, and company values.
• Looks for ways to significantly improve business
performance and growth; explores actions that will lead to
major leaps forward as well as incremental improvements
• Challenges the status quo; encourages people to question
existing methods, practices, and assumptions
• Responds positively and enthusiastically to novel ideas and
suggestions; supports people in their efforts to try new
things; seeks ways to implement new ideas
• Promotes, explains, and when necessary defends the value
of new ideas and suggestions; challenges people to do
things differently
• Can look at problems and issues in fresh and unique ways
ACTING AS A CHAMPION FOR CHANGE
Exemplifies the change in words and actions
Promotes sustained change within an organization
Inspires others to embrace and make important change initiatives successful
Advocates for change that positively impacts the business
Supports employees’ efforts to reconcile themselves to the change
Encourages people to question existing methods, practices, and assumptions
Looks for ways to significantly improve business performance and growth
Explores actions that will lead to major leaps forward as well as incremental improvements
Promotes the value of important change initiatives
Challenges people to do things differently
Responds positively and enthusiastically to novel ideas
Is content to continue doing things as they have been done in the past
Doesn’t challenge the status quo
Critically attacks ideas and suggestions made by others
Is reluctant to pursue changes that may appear difficult or risky
Emphasizes reasons why things won’t work rather than looking for ways to make them work
Responds negatively to or shows little interest in novel ideas and approaches
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
3130

17. Recognizes and pursues opportunities for business growth
that enable the company’s strategic vision; encourages
innovation and creative new solutions.
• Understands how the business fits into the broader market
place; recognizes the competitive strengths and weaknesses
of his/her business and the company
• Identifies breakthrough opportunities for business growth;
finds ways to increase revenue and market share
• Monitors market trends and competitor activity; recognizes
emerging threats and opportunities within the broader
marketplace
• Adept at forecasting revenue opportunities within the
market; has a good sense of what customers will pay for
products and services
THINKING ENTREPRENEURIALLY
Provides creativity and vision for the future
Ideas possess high probabilities of success
Can envision disruptive technologies
Nurtures a culture of innovation
Recognizes highly scalable business opportunities
Possesses expert knowledge of market and envisions future customer needs and solutions
Capable of inspiring others to support an idea
Understands how the business fits into the broader market place
Recognizes the competitive strengths and weaknesses of his/her business and the company
Identifies opportunities for business growth
Adept at forecasting revenue opportunities within the market
Has a good sense of what customers will pay for in terms of products and services
Recognizes emerging threats and opportunities within the broader marketplace
Encourages and rewards innovation
Pays little attention to activity within the marketplace
Unaware of competitor activity and broader economic and technological trends that may
affect performance
Cannot articulate the unique business value provided by the company in a compelling
manner
Does not fully understand his/her business’ or the company’s competitive advantage
Not have a growth plan
Struggles to accurately estimate market potential associated with the company’s products
and services
Does not recognize and reward innovation
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
3332

18. Drives business growth by leveraging knowledge, resources
and technical capabilities; invests in the development of
products and services that enable growth.
• Scans the environment for opportunities to generate new
business or increase operational efficiencies
• Moves to increase the capabilities and performance of the
company; willing to take risks to capitalize on opportunities
• Calls attention to opportunities to grow the business or
accelerate performance; encourages people to exploit
chances to drive the business forward
• Invests resources into opportunities to move the business
forward; creates compelling arguments explaining the
advantages associated with different opportunities
LEVERAGING OPPORTUNITIES
Capitalizes on promising opportunities
Makes sound investment decisions
Promotes communication about future opportunities
Takes chances that only result in profits
Finds opportunities for employees and partners
Successfully captures more customers and market share with investments
Demonstrates high levels of enthusiasm and energy; takes charge of projects and does not
give up until all alternatives have been exhausted
Pushes self and others when needed
Looks for opportunities to generate new business or increase operational efficiencies
Willing to take risks to capitalize on opportunities
Calls attention to opportunities to grow the business or accelerate performance
Encourages people to exploit chances to drive the business forward
Invests resources into opportunities to move the business forward
Creates compelling arguments explaining the advantages associated with different
opportunities
Focuses on existing activities without thinking about new opportunities
Overlooks chances to develop new sources of revenue or improve operational performance
Reluctant to take risks associated with leveraging opportunities
Takes a guarded, conservative approach towards opportunities
Fails to act on opportunities
Does not push him/herself or others to take decisive action to realize opportunities
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
3534

19. Creates and communicates a compelling vision that motivates
others; conveys the purpose and importance of the corporate
vision and mission; links organization, team, and individual
initiatives to those of the company.
Accurately estimates resources and time required to complete
projects; takes steps to avoid potential resource shortages
• Identifies and articulates the strategic goals and direction of
the company, division, or team; clarifies how this strategy will
drive future success and growth
• Presents a compelling picture of the future; identifies and
describes trends, innovations, and opportunities that will
impact the long term growth of the company, division or
team; explains how these future changes will be addressed
or leveraged
• Establishes connections between short term and long term
goals and directions; shows how near term actions support
long-term success; helps people see how their current work
fits into the overall strategic vision of the company, division,
or team
• Candidly discusses challenges and requirements needed to
achieve long-term objectives; encourages people to discuss
what must be done to realize the strategic vision
SETTING A STRATEGIC VISION
3736
Passionate and articulate about the importance of the company’s vision and strategy
Shows how individual or team success impacts the company
Exemplifies company core competencies and values
Is visionary and inspires team to achieve goals
Shows empathy toward others
Communicates vision and the importance of the core competencies to others
Supports vision and core competencies when planning and making decisions
Emphasizes importance of employees’ and team’s contributions to company’s mission
Helps others see connections between the vision and things they care deeply about
Shows an interest in others’ goals and feelings
Communicates authentically
Lacks enthusiasm
Doesn’t have a good enough understanding of the vision
Does not put tasks into larger context and make the connection to the company’s mission
Is not perceived as genuine
Doesn’t understand or is not concerned about what motivates people
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS

20. Has an interpersonal style that engages others, encourages
high performance and delivers results; hires and retains high
performers; values each employee, connecting their role
to team and company success; provides ongoing, timely
guidance and feedback and proactively supports employee
development.
• Devotes necessary time and resources to attracting and
hiring high performers
• Delegates effectively and holds people accountable for
accomplishing goals and complying with rules and policies;
recognizes and rewards people appropriately considering
their results and performance
• Gives constructive, developmental feedback and advice;
encourages staff to fully realize their potential and supports
their development to achieve both business goals and
career goals
• Builds productive teams and retains top talent
ATTRACTING & DEVELOPING TALENT
Creates teams who create extraordinary things
Identifies industry leaders and stars
Gives active, concrete assistance
Provides clear feedback
Helps all employees develop
Attracts high performing individuals
Retains talent
Gives constructive criticism
Treats employees equally
Promotes mutual respect
Demonstrates poor recruiting skills
Evaluates candidates incorrectly
Could handle problems more tactfully
Maintains inconsistent standards
Does not foster inclusion
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
3938

21. Proactively supports colleagues to achieve goals
Involves the right people to ensure quality decision-making
Proactively and effectively navigates the environment to get things done
Promotes candid and open atmosphere
Is very influential
Is fair and impartial
Deals quickly and effectively with conflict
Uses good listening, communication skills
Diplomatic and tactful
Is sensitive and aware of how people and organizations function
Resolves conflicts constructively
Leverages connections to the team’s advantage
Gives and receives support
Shares useful information with team and actively seeks input
Becomes emotional dealing with conflict
Alienates people
Does not support colleagues
Doesn’t hear and understand others
Lacks the skills to influence others
Can be perceived as overly argumentative
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
Connects with others on a rational and emotional level;
communicates passionately in a manner that engages others
to participate fully in the success of the company; gives
people a sense of belonging to something greater than
themselves.
• Helps employees and teams see how their day to day
contributions fit into the larger company vision and strategy
• Emphasizes the importance of team and individual
contributions; lets people know why their work is important
to the company’s success
• Appeals to people at a rational and emotional level;
communicates passionately about the company’s or team’s
mission, enabling others to see connections to things they
care deeply about
• Aligns people’s day to day actions to longer term goals
and strategies; helps people see how their work fits into
the larger organizational vision; gives people a sense of
belonging to something greater than themselves
INSPIRING & MOTIVATING OTHERS
4140

22. Identifies key issues and relationships relevant to achieving
long range goals or strategy for own area of responsibility;
commits to course of action to accomplish goals after
developing alternatives based on logical assumptions, facts,
available resources, constraints, and company values.
• Aligns the team’s day to day activities around broader
company goals; evaluates current actions and decisions
based on whether they support future goals and objectives
• Prioritizes resources based on the strategic objectives of the
company; calls attention to activities that do not align with
the company’s vision and strategy
• Encourages people to work on activities that have the
greatest value for helping the company achieve its strategic
goals
• Considers external market trends when creating strategies
and plans
ACTING STRATEGICALLY
Always makes decisions and recommendations consistent with the company’s strategy
Maintains thorough industry knowledge
Accurately analyzes complex issues
Considers many alternative solutions
Optimizes both tactical and strategic approaches to support long-term strategy
Understands the industry and is aware of competitors and partners
Considers multiple strategic approaches
Is able to take either a tactical or strategic approach and knows which is needed
Operates only at a tactical level
Doesn’t understand industry
Incorrectly diagnoses challenges
Does not anticipate problems
Doesn’t generate strategic alternatives
Does not consider long-term goals
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
4342

23. Defends beliefs in a way not to cause conflict
Others know beliefs and guiding principles
Incorporates principles into daily life and activities
Embodies strong beliefs that are well established
Provides a unique angle to approaching and solving problems
Fully explains beliefs and principles so others understand
Communicates beliefs
Stands their ground
Cordially disagrees when appropriate
Expresses beliefs in a clear and confident manner
Position is made clear on controversial issues
Beliefs do not change around others
Says what pleases others
Changes beliefs around different audiences
Fails to speak up
Avoids confrontation, backs down
Does not possess an established set of values, inconsistent
Is hypocritical
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
Displays behavior that is consistent with the organization’s
values and beliefs; willing to confront actions or decisions that
are inconsistent with those beliefs or principles.
• Communicates fundamental values, beliefs, and goals to
others; lets people know where he/she stands on potentially
controversial issues; maintains consistency in his/her core
beliefs and values
• Openly confronts actions or decisions that do not align
with his/her core beliefs, values and principles; addresses
problems and concerns in a direct and forthright manner
• Stands up to others to defend his/her beliefs and principles;
willing to argue against the majority for things he/she feels
strongly about; not afraid to disagree with others when
discussing things he/she feels are important
• States beliefs in a manner that comes across as confident
without sounding arrogant or stubborn; lets people know
where he/she stands on issues and why; willing to agree to
disagree when appropriate
BELIEFS & PRINCIPLES
4544

24. Manages resources to achieve maximum value with minimum
cost; accurately estimates, invests and monitors resources and
budgets to optimize returns and control waste; makes good
use of company assets and employee time and effort.
Accurately estimates resources and time required to complete
projects; takes steps to avoid potential resource shortages
• Identifies and secures resources needed to complete tasks
and initiatives; lets people know what will be required to
accomplish projects
• Makes efficient use of resources; takes steps to avoid
bottlenecks or other shortages that can lead to lost time
and wasted effort
• Leverages technology and tools to manage resources
• Effectively manages workloads to maintain optimal
productivity and engagement
MANAGING RESOURCES
Watches for and adjusts for staff overload or underutilization, for maximum productivity
Establishes operations and state of the art inventory models to maximize resources
Is continuously aware of and actively manages resources to avoid waste
Plans ahead and secures sensitive resources without wasting resources in the process
Staff is challenged, and understands timelines and future plans
Accurately estimates resources and time required to complete projects
Takes steps to avoid potential resource shortages or surpluses
Identifies and secures resources needed to complete tasks and initiatives
Makes efficient use of resources
Staff is appropriately challenged but not overwhelmed
Leverages technology and tools to manage resources
Over or underestimates time and resources needed to accomplish goals and projects
Fails to keep track of resources
Unaware of how much time, money or effort has been put into projects
Does not think through resource implications associated with projects
Commits to things without making sure necessary resources are available or involving the
right people in the commitment decision
Exceeds budget
Staff is bored or overloaded
LEVEL PERFORMANCE INDICATORS AND BEHAVIORAL EXAMPLES
MEETS
IMPROVE
EXCEEDS
4746

25. Houston Community College, 3100 Main Street, Houston, TX 77002
hccs.edu