An introduction to a freely available Career Development toolkit for video game development studios, called The THUD. Find more information at http://thethud.wordpress.com. Presented at GDC Online 2011 by Joshua Howard.

1. Career Development In a Box:
Introducing a Freely Available Toolkit
Joshua Howard
Executive Producer, Microsoft
Slideshare Version

2. • Career Development comes when you offer
more value to your employer
• Its hard to get better when you don’t know
what better looks like

3. What is the toolkit?
• The Toolkit: “The THUD”
• Created through interviews with dozens of
industry veterans
• Toolkit contents
– Core Competencies
– Competency Indicators
– Job Role Framework
– Job Role Profiles
• Available at thethud.wordpress.com under a
Creative Commons license

4. Target Audience
People Managers Individual Contributors

5. Just Get
Better!
Just Get
Better! I am
sad
How?
Boss Employee
Insisting that employees get Boss Employee
better, without clear expectations
about what better means, is not
likely to succeed…

6. Get
Better!
Now I
can Win!
How?
Boss Employee
Showing employees what
Boss Employee
better looks like sets them
up for success.

7. CORE COMPETENCIES

8. What is a Competency
• Competency = a specific skill necessary for
success on the job
• Core Competencies = competencies that an
organizational considers fundamental
• Competencies describe observable behavior

9. Knowledge
Communication Delivery Problem Solving Drive Management
Application
Communication
• The ability to interact with others in an efficient and
positive manner, in both verbal and written forms.
– Presentation – Able to verbally interact clearly and
concisely, communicating ideas well to others. Demonstrates
ability to deliver quality written documentation.
– Transparency – Demonstrates ability and eagerness to share
information and interact with others in a genuine and honest
manner.
– Collaboration – Demonstrates the ability to interact with others
for the good of the team. Supports a positive work environment
in a manner that fosters teamwork and cooperation. Reacts to
stressful or tense situations in a constructive manner.

10. Knowledge
Communication Delivery Problem Solving Drive Management
Application
Knowledge Application
• The extent to which the individual is able to
practically apply their technical knowledge
and/or specialty expertise in their role.
– Knowledge – Has a depth of knowledge in one or
more technical and/or specialty areas.
– Application – Demonstrates the ability to apply
knowledge appropriately to job responsibilities.
– Development – Maintains and develops technical
knowledge and/or specialty expertise.

11. Knowledge
Communication Delivery Problem Solving Drive Management
Application
Delivery
• The ability to consistently deliver results with
efficiency, timeliness and precision working individually
or as part of a team.
– Organization – Demonstrates the ability to plan and
coordinate efforts to meet deadlines.
– Accuracy – Demonstrates the ability to produce tangible
results that meet the requirements agreed and that fulfill
the responsibilities of the role.
– Quality – Demonstrates a personal commitment to
consistent, high standard of quality.
– Productivity – Demonstrates the ability to perform role
with minimal waste of time and effort; delivers expected
results on time.

12. Knowledge
Communication Delivery Problem Solving Drive Management
Application
Problem Solving
• The ability to identify and solve complex issues
efficiently within your role.
– Research & Analysis – Demonstrates the ability to
explore relevant sources of information, as well as
analyze the most applicable data for resolving an
issue.
– Ingenuity – Demonstrates the ability to seek solutions
that are inventive and original, but remain practical.
– Judgment – Demonstrates the ability to make
pragmatic decisions and take intelligent risks to
resolve issues within the constraints of the business,
schedule and role.

13. Knowledge
Communication Delivery Problem Solving Drive Management
Application
Drive
• Represents initiative, independence and
positive work ethic within your role.
– Autonomy – Demonstrates the ability to work
independently and efficiently within role,
minimizing the need for supervision.
– Passion – Demonstrates the ability to perform role
with dedication, tenacity and enthusiasm towards
company and project goals.
– Initiative – Demonstrates the ability to act without
prompting.

14. Knowledge
Communication Delivery Problem Solving Drive Management
Application
Management
• The ability to manage and motivate your team to
be efficient and productive.
– Direction – Demonstrates the ability to drive project
vision and set clear goals and targets within available
resources.
– Development – Demonstrates the ability to guide,
coach and support individuals, providing them
opportunities to learn and develop.
– Leadership – Demonstrates the ability to motivate the
team, provide appropriate encouragement and
support, and lead by example.

15. Core Competencies
• Communication • Problem Solving
• Knowledge • Drive
Application
• Delivery • Management

16. COMPETENCY INDICATORS

17. Competency Indicators are
• Specific observable behaviors that reflect
different levels of proficiency with a given
competency
• Example behaviors only, not an exhaustive
enumeration of what is expected or possible
• Indicators are subject to interpretation given
an organization’s specific
culture, peculiarities, etc.

18. Competency Levels
• Needs Improvement
– The given competency is insufficiently observable
• Level 5
– High degree of proficiency with a given
competency

19. Needs Improvement
Problem Solving
Level 1 Level 2 Level 3 Level 4 Level 5
Evaluates the
significance of factual
Sometimes needs Identifies relevant facts Analyzes pieces of and/or contextual
Uses 'lessons learned" Inherently knows which
guidance as to which and incorporates disparate information, information. Insightfully
R&A
plus facts and contextual types of information are
pieces of information are contextual information quickly pinpointing determines when certain
information to quickly necessary for diagnosing
necessary for performing when considering underlying causes and issues are systemic in
determine next steps. critical issues.
a task. options. most logical conclusions. nature and will need
management level
attention to resolve.
Problem Solving
Identifies contributing
Approaches complex sources of a problem that Leads troubleshooting
Rapidly determines Effectively contributes to
Ingenuity
Adapts solution ideas to issues with creative are not immediately discussions, asking
solution options without group brainstorming
appropriately address thinking, considering the evident. Makes insightful questions and
forethought or and/or problem solving
straightforward problems. pros and cons of connections that support quickly analyzing critical
consideration. discussions.
alternative solutions. value-added solution factors.
ideas.
Builds appropriate
Efficiently resolves Manages the process of
scenarios that
Is able to avoid 'analysis difficult issues that affect decision making, making
Confidently applies accompany decision
Judgment
Depends on manager paralysis', choosing the self and others within the confident choices after
"lessons learned" to options. Challenges
and/or co-workers for most pragmatic solutions team. Able to temper evaluating the expected
solve routine problems lesser experienced staff
validating choices. for moderately decisions with an impact on the
quickly and effectively. to think critically and
challenging issues. appropriate level of work/quality, the people
contribute to problem
practicality. and the timeline.
solving.
• The ability to identify and solve complex issues efficiently within your role.
• Research & Analysis – Demonstrates the ability to explore relevant sources of information, as well as
analyze the most applicable data for resolving an issue.
• Ingenuity – Demonstrates the ability to seek solutions that are inventive and original, but remain
practical.
• Judgment – Demonstrates the ability to make pragmatic decisions and take
intelligent risks to resolve issues within the constraints of the business,
schedule and role.

20. Communication|Transparency
Needs Improvement
Level 1
Level 2
Level 3
Level 4
Level 5
Needs to be When issues Regularly Regularly Invites Creates an
asked to arise, quickly communicates communicates productive and environment
provide communicates status, progress with peers and regular where
information them to and issues to co-workers to exchanges of open, candid
around status, manager. manager and discuss current information and timely
work progress relevant co- projects and among team discussion is
and current workers issues, looking members and valued and
issues. without being for insight or between encouraged.
asked. collaboration. related teams.

21. Drive|Autonomy
Level 1
Level 2
Level 3
Level 4
Level 5
Needs Improvement
Gets easily Thinks ahead Stays on a Helps co- Willingly Remains
sidetracked. to ensure focused, workers stay supports aware and
distractions efficient path on track for others when eagerly jumps
are kept to a for achieving achieving asked to help in to help co-
minimum. results. results. overcome workers
obstacles. overcome
obstacles.

22. Management|Direction
Level 3
Level 4
Level 5
Needs Improvement
Interested in Monitors work, Creates an Recommends
results and not checking on efficient system useful
necessarily in progress, as for progress technologies or
the process or well as the reporting and industry best
the workflow. methods used results practices that
to achieve validation. should be
results. considered for
improving
performance.

23. PROPER USE OF COMPETENCIES &
COMPETENCY INDICATORS

24. • Expecting everyone in every role to be Level 5
in every competency is unrealistic
– Set high expectations through the competency
levels; everyone should aspire to Level 5
– But decide on minimum expectations for each
level of each role
• Should you expect an entry level developer to
have the same Communication behaviors as a
senior Producer?

25. JOB ROLE FRAMEWORK

26. • A framework with which to understand levels
of an organization
• Offers a consistent model of what is generally
expected at each level
• Provides context for the detailed Job Role
Profiles

27. • Create business vision and direction, determining long term strategy AND
Level 8 • Lead it’s implementation across the organisation CEO
• Develop requirements for, and implement, strategy across business areas
Level 7 • Lead and develop new processes and systems VP of Development
• Plan, design and manage business processes and teams through challenging and interactive work AND
Level 6 • Deliver senior level professional or technical advice likely to have an impact on a significant area of the business EP
Manager of multiple teams/department, coordinating Steers the creative or technical direction of the
Managing
Principal
related activities that ensure the alignment of teams discipline teams, ensuring that the guidance and
with quality expectations and the techniques and advice offered consistently supports the product
Level 5 solutions employed to support them. With vision. Works with Managing to set clear quality
understanding of business strategy and company expectations, as well as to determine the
culture, able to execute work and deliver results techniques and solutions employed to support
beyond the scope of their departmental area. them.
Manages a team within relevant focus area. Uses
Individual Contributors who possess a breadth
Managing
Principal
in-depth discipline knowledge, advanced problem
and depth of creative or technical knowledge,
solving skills and an awareness of the organization's
Principals and practices within a specialized field.
Level 4 priorities to translate strategic direction into tactical
Works with a large degree of independence,
plans and implementation activities. Guided by
conferring with manager on the more complex or
standard industry practices, management
unusual assignments.
precedents and professional standards.
Individual Contributors who possess advanced analytical, technical and problem solving skills. They have a strong awareness of larger
team/department strategies and customer needs. Within defined parameters, job holders have latitude to consider whether new
Level 3 procedures may have to be developed. Works independently and provides consultative advice within specific creative or technical
areas. Manager guidance is readily available. AND May mentor and /or supervise Levels 1-3 team members, having some line
management responsibilities for a small number of people.
Individual Contributors responsible for the delivery of creative or technical productivity within a specified field. Posses good
Level 2 analytical, technical and problem-solving skills and abilities. Work is subject to established practices and procedures, as well as
defined, company policies.
Contributors, new to the discipline, responsible for assisting other team members in their assigned area with day-to-day implementation
Level 1 tasks and documentation. In doing so, these employees gain key and relevant knowledge of their discipline and its functional
relationship within overall game development.

28. JOB ROLE PROFILES

29. Anatomy of a Job Role Profile
• Responsibilities
– What the role does
• Knowledge
– What you need to know
• Skills Required
– What you need to be capable of

30. Level 1 Software Engineer
Responsibilities Knowledge / Skills Required
• Maintain or refactor current code. • Basic understanding of software engineering and computer science.
• Perform limited development assignments and • Competent with object-oriented software design.
related tasks. • Competent with programming language(s) used by project.
• Participate in team development discussions, • Understanding of standard development tools, such as source control, bug
asking clarifying questions and making database use, IDE, etc.
appropriate suggestions. • Able to reliably follow instructions and work with due care and attention,
Level 1 Software Engineer
• Assist Levels 1-5 Engineers in their assigned taking responsibility for delivery and quality of work.
area with day-to-day tasks and • Able to quickly learn, understand and work within standard company
documentation. processes.
• Growth Opportunity: Perform small, self- • Have strong attention to detail and flexibility for quickly switching between
contained projects from start to finish, that projects as required.
serve to demonstrate ability and skill
• Able to work somewhat independently with clear priorities, seeking
development.
guidance when necessary.
• Growth Opportunity: Within area of
• Able to communicate ideas, activities or results effectively, whether verbally
responsibility, proactively troubleshoot issues
or in written format.
and problem solve effectively.
• Able to give and receive helpful feedback; willing to take direction well.
• Have good time management skills and a strong work ethic.
• Prepared to be flexible in working practices, within reasonable company
requirements.

31. Level 5 Software Engineer, Principal
Responsibilities Knowledge / Skills Required
• Collaborate with Level 5 Managing and other disciplines to • Expert understanding of complex software systems. Deep range of
define core product vision and goals. Ensure thorough, technical knowledge.
well-maintained feature requirements. • Strong knowledge of game design Principals and production
• Provide technical leadership for supporting product vision lifecycles.
and quality goals. • Able to successfully influence overall product development strategy,
• Evaluate new developments in engineering techniques while also able to collaborate day-to-day with other managers and
and/or technology for relevance to current product strategy employees.
or for suitability within current project constraints. • Able to quickly diagnose and resolve any software engineering or
• Be a proactive and dynamic force within the group. Work technical issue, minimizing the impact on productivity.
Level 5 Software Engineer, Principal
with Levels 4-5 group members to evangelize the product's • Knowledge of standard project management and software
Engineering vision, working within the established creative development methodologies.
and technical direction. • Able to build effective working relationships and leverage them as
• Stay on top of techniques and processes being developed appropriate for getting things done.
and used internally. Help to push these technologies to • Able to negotiate product requirements and priorities with other Level
their limits and get the best visual and technical results 5 discipline stakeholders.
possible.
• Able to coach Levels 1-5 Engineers with advice in their specialty; to
• Collaborate with other Levels 4-5 within or between lead troubleshooting efforts and find resolutions; as well as to estimate
disciplines to find the best solutions to all major technical required time/effort for their related work areas.
and/or creative challenges facing the team.
• Able to effectively communicate in a variety of formal and informal
• Assist in the Hiring Process by drafting appropriate settings and formats: one-on-one, small and large groups, as well as
interview questions; interviewing candidates; and by in email and product related documentation.
providing feedback to Hiring Manager.
• Able to demonstrate a strong level of initiative, autonomy and self-
• Play an active role in the industry, supporting product sufficiency.
vision and goals with recommendations for cutting edge
• Able to successfully work under pressure in an organized fashion.
techniques or technologies.
• Able to give and receive helpful feedback; willing to take direction
• Be available and suitably prepared for any internal or
well.
external product discussions or presentations organized by
Management or the team. • Demonstrates a high level of professionalism, both internally when
working with fellow employees, as well as externally when
• Be available and ready to communicate with executives
representing the company in a public forum.
regarding the creative and/or technical aspects of current
work in progress. • Prepared to be flexible in working practices within reasonable
company requirements.

32. Level 5 Software Engineer, Managing
Responsibilities Knowledge / Skills Required
• Directly manage multiple teams of Levels 1-5 Engineers for large • Able to coordinate required specialty responsibilities between teams, while
sets of work related to overall product engineering goals. directly managing a team of Levels 4-5, providing consistent motivational and
• Provide regular guidance to group for ensuring that all directional leadership.
deliverables meet the overall technical direction and quality bar. • Able to coordinate individual team overall responsibilities and goals, while
• Evaluate and provide helpful feedback to all team members, supporting a very collaborative, open and supportive work environment.
managing performance appraisals process for group. • Able to lead the coordination of and planning decisions for group within overall
• Organize efficient group structure, managing resource planning product strategy.
and hiring processes for group. • Thorough understanding of complex software systems. Broad range of
Level 5 Software Engineer, Managing
• Hold regular 1:1 discussions with all team members. technical knowledge.
• Focus on high-level issue/implementation resolutions with all • Knowledgeable of the game design and production lifecycles.
areas that intersect with Engineering. • Able to successfully influence overall product development strategy, while
• Be aware of Engineering team high-level schedule and workflow also able to collaborate day-to-day with other managers and employees.
as it connects to overall game development. • Able to approach any software engineering or technical issue and quickly get
• Develop collaborative processes that ensure coherent to the root cause.
functionality and feature sets across disciplines. • Knowledge of standard project management and software development
• Manage the resolution for all personnel conflict within the group. methodologies.
• Determine software engineering policies that ensure consistent • Able to build effective working relationships and leverage them as appropriate
quality across teams. for getting things done.
• Working with other disciplines, negotiate development priorities • Able to negotiate product requirements and priorities with other Level 5
at each stage of the product lifecycle. discipline stakeholders.
• Develop optional development strategies for mitigating risk at • Able to coach Levels 1-5 Engineers with advice in their specialty; to lead
every stage of product development. troubleshooting efforts and find resolutions; as well as to estimate required
• Evaluate new technologies for use in product development. time/effort for their related work areas.
• Collaborate with Level 5 Principal and other disciplines to define • Able to effectively communicate in a variety of formal and informal settings
core product vision and goals. and formats: one-on-one, small and large groups, as well as in email and
• Play an active role in the industry, supporting product vision and product related documentation.
goals with recommendations for cutting edge techniques or • Able to demonstrate a strong level of initiative, autonomy and self-sufficiency.
technologies. • Able to successfully work under pressure in an organized fashion.
• Be available and suitably prepared for any internal or external • Able to give and receive helpful feedback; willing to take direction well.
product discussions or presentations organized by Management • Demonstrates a high level of professionalism, both internally when working
or the team. with fellow employees, as well as externally when representing the company
• Be available and ready to communicate with executives in a public forum.
regarding the technical aspects of current work in progress. • Prepared to be flexible in working practices within reasonable company
requirements.

33. • The full toolkit provides additional Job Role
Profiles
– Art, Audio, Design, Engineering, Production, QA,
and Staff
– From Level 1 to Level 5

34. • We reviewed who the Toolkit was for
• We reviewed what the Toolkit is for
• We reviewed the various pieces of the Toolkit

35. CONCLUSION

36. Additional Resources
• Visit http://thethud.wordpress.com for the
complete toolkit
• Visit my occasional blog on Leadership &
Management at
http://thereisnothem.wordpress.com
• Contact me at mrjoshuahoward@gmail.com

37. Handouts
The following pages compose the
handout that was offered as
part of this presentation.

38. Career Development In A Box
Supplemental Material For More Information
• This handout is part of the GDC • Visit http://thethud.wordpress.com
Online 2011 talk entitled “Career for the complete toolkit
Development In A Box: Introducing a • Contact Joshua Howard at
mrjoshuahoward@gmail.com
Freely Available Toolkit” presented by
• This work is licensed under the
Joshua Howard. Creative Commons Attribution-
NonCommercial-ShareAlike 3.0
Unported License. To view a copy of
this license, visit
http://creativecommons.org/licenses
/by-nc-sa/3.0/
• This material is from “The THUD”.
The THUD is © 2011 Jennifer Howard
& Joshua Howard:
thethud.wordpress.com.

39. Core Competencies Page 1
Knowledge Application Communication Problem Solving
The extent to which the individual is able to The ability to interact with others in an efficient and The ability to identify and solve complex issues
practically apply their technical knowledge and/or positive manner, in both verbal and written forms. efficiently within your role.
specialty expertise in their role. Presentation – Able to verbally interact clearly and Research & Analysis – Demonstrates the
Knowledge – Has a depth of knowledge in one concisely, communicating ideas well to others. ability to explore relevant sources of
or more technical and/or specialty areas. Demonstrates ability to deliver quality written information, as well as analyze the most
Application – Demonstrates the ability to apply documentation. applicable data for resolving an issue.
knowledge appropriately to job responsibilities. Transparency – Demonstrates ability and Ingenuity – Demonstrates the ability to seek
Development – Maintains and develops eagerness to share information and interact with solutions that are inventive and original, but
technical knowledge and/or specialty expertise. others in a genuine and honest manner. remain practical.
Collaboration – Demonstrates the ability to interact Judgment – Demonstrates the ability to make
with others for the good of the team. Supports a pragmatic decisions and take intelligent risks
positive work environment in a manner that fosters to resolve issues within the constraints of the
teamwork and cooperation. Reacts to stressful or business, schedule and role.
tense situations in a constructive manner.
Delivery Drive Management
The ability to consistently deliver results with Represents initiative, independence and positive The ability to manage and motivate your team
efficiency, timeliness and precision working work ethic within your role. to be efficient and productive.
individually or as part of a team. Autonomy – Demonstrates the ability to work Direction – Demonstrates the ability to drive
Organization – Demonstrates the ability to plan independently and efficiently within role, minimizing project vision and set clear goals and targets
and coordinate efforts to meet deadlines. the need for supervision. within available resources.
Accuracy – Demonstrates the ability to produce Passion – Demonstrates the ability to perform role Development – Demonstrates the ability to
tangible results that meet the requirements with dedication, tenacity and enthusiasm towards guide, coach and support individuals, providing
agreed and that fulfill the responsibilities of the company and project goals. them opportunities to learn and develop.
role. Initiative – Demonstrates the ability to act without Leadership – Demonstrates the ability to
Quality – Demonstrates a personal commitment prompting. motivate the team, provide appropriate
to consistent, high standard of quality. encouragement and support, and lead by
Productivity – Demonstrates the ability to example.
perform role with minimal waste of time and
effort; delivers expected results on time.

40. Page 2
Needs Improvement Level 1 Level 2 Level 3 Level 4 Level 5
Applies creative talent Can apply creative talent
Knowledge
Understands the creative Makes self available to Viewed by co-workers as
and/or technical and/or technical
Depends on others for and/or technical others to help resolve the creative talent and/or
knowledge to knowledge to
technical guidance. components of job specialty or technical technical knowledge
successfully carry out job accommodate new or
responsibilities. issues. subject matter expert.
responsibilities. challenging situations.
Skilfully differentiates
Application
Plans the use of own Flexible to modify Negotiates priorities
Completes one task Adequately allots time for between the urgent and
time relative to set schedule to relative to importance vs.
Knowledge Application
before able to begin the normal, daily the important, juggling
priorities without accommodate changing available time and
another task. activities in role. multiple priorities on a
managerial guidance. priorities. resources.
daily basis.
Will happily learn new Investigates new Eagerly seeks out new Seeks out opportunities
Development
Slow to learn new Regularly considers new
methods, technologies or methods, technologies or ways to improve job to gain additional
methods, technologies or technologies and/or best
skills for improving job skills that might improve performance or quality by operational or cross-
skills for improving job practices for improving
performance or quality job performance or learning new methods, discipline exposure and
performance or quality. performance.
when asked to do so. quality. technologies or skills. experience.
Develops industry
Aware of changing
awareness regarding
Knowledgeable of top trends within the industry Has an excellent
Development
Unaware of how other contributing
Familiar with the highest competing products. Is that are relevant to own understanding of how
company and product fit disciplines. Understands
profile companies and able to discuss the area of personal company products and
and compete within the how current trends affect
competing products. features that differentiate expertise. Seeks out technology "fit" into the
marketplace. them, as well as own
them from own product. ways to continuously industry overall.
area of personal
improve performance.
expertise.
Needs Improvement Level 1 Level 2 Level 3 Level 4 Level 5
Evaluates the
significance of factual
Sometimes needs Identifies relevant facts Analyzes pieces of and/or contextual
Uses 'lessons learned" Inherently knows which
guidance as to which and incorporates disparate information, information. Insightfully
R&A
plus facts and contextual types of information are
pieces of information are contextual information quickly pinpointing determines when certain
information to quickly necessary for diagnosing
necessary for performing when considering underlying causes and issues are systemic in
determine next steps. critical issues.
a task. options. most logical conclusions. nature and will need
management level
attention to resolve.
Problem Solving
Identifies contributing
Approaches complex sources of a problem that Leads troubleshooting
Rapidly determines Effectively contributes to
Ingenuity
Adapts solution ideas to issues with creative are not immediately discussions, asking
solution options without group brainstorming
appropriately address thinking, considering the evident. Makes insightful questions and
forethought or and/or problem solving
straightforward problems. pros and cons of connections that support quickly analyzing critical
consideration. discussions.
alternative solutions. value-added solution factors.
ideas.
Builds appropriate
Efficiently resolves Manages the process of
scenarios that
Is able to avoid 'analysis difficult issues that affect decision making, making
Confidently applies accompany decision
Judgment
Depends on manager paralysis', choosing the self and others within the confident choices after
"lessons learned" to options. Challenges
and/or co-workers for most pragmatic solutions team. Able to temper evaluating the expected
solve routine problems lesser experienced staff
validating choices. for moderately decisions with an impact on the
quickly and effectively. to think critically and
challenging issues. appropriate level of work/quality, the people
contribute to problem
practicality. and the timeline.
solving.

41. Page 3
Needs Improvement Level 1 Level 2 Level 3 Level 4 Level 5
Presentations are well
Makes effort to adapt
Presents self as constructed and
communication style Presents the facts and Gives interesting and
When in conversation confident and delivered, clearly
relevant to situation or information in a way that well-received formal and
Verbal
with co-workers, regularly knowledgeable when expressing key points.
audience. Conscious of influences others to impromptu presentations
interrupts and/or shows communicating with Makes the effort to
jargon / inappropriate accept the key to large and small
agitation easily. others. Speaks clearly ensure that
language usage and conclusions. groups.
and concisely. communication is
takes action to limit.
effective.
Assumes that others Communicates
Communicates in such a Communication
understand the meaning Ensures that others confidently and
Expresses ideas and way that further clarifies persuades people to take
Verbal
of the message. Later understand the overall effectively with senior
concepts clearly and the message in terms of action, quickly gaining
has to clarify when meaning of what is being management, positively
convincingly. others' roles and support from key
miscommunication communicated. influencing decisions
responsibilities. influencers.
related issues arise. made.
Written material provides Written work is delivered
Presents written work
Written material is difficult Written material provides factual data and Organizes written work in such that affected
such that employees can
Written
to follow, generating factual data pertaining to appropriate contextual a manner that is clear employees are
quickly adopt the concept
more questions than the topic and purpose of information relevant for and easy to follow by all enlightened, influenced
and are persuaded to act
Communication
answers. the information. the purpose and the Levels. and motivated to respond
appropriately in support.
intended audience. appropriately.
Regularly communicates
Transparency
Needs to be asked to Regularly communicates Invites productive and
with peers and co- Creates an environment
provide information When issues arise, status, progress and regular exchanges of
workers to discuss where open, candid and
around status, work quickly communicates issues to manager and information among team
current projects and timely discussion is
progress and current them to manager. relevant co-workers members and between
issues, looking for insight valued and encouraged.
issues. without being asked. related teams.
or collaboration.
Accepts bad news Provides regular
Builds good working Is trusted and respected without "shooting the opportunities and safe
Collaboration
relationships. Offers by manager and co- messenger." Is able to ways for people to
Does not eagerly engage Is easy to approach and constructive feedback in workers. Can have negotiate conflict communicate problems
in conversation for will readily share a positive way. meaningful debates successfully, and concerns. Allows
sharing information. information. Welcomes constructive when opinions conflict communicating decisions people to vent,
feedback from manager without getting negative made with sound and addressing their
and co-workers. or personal. articulated reasoning to concerns without losing
all affected. composure.
Able to diffuse tension Quickly puts others at
Actively seeks the views
Collaboration
Appreciates the views between folks by ease. Builds trust with
and recommendations of
Readily listens to the and feelings of others objectively breaking and between team
Overlooks the views and others and applies their
views and feelings of ` and considers them while down issues into their members, such that they
feelings of others. feedback to decisions
others. performing job components and finding collaborate more closely
made while performing
responsibilities. compromises that meet together without manager
job responsibilities.
everyone's needs. coordination.

42. Page 4
Needs Improvement Level 1 Level 2 Level 3 Level 4 Level 5
Uses available systems
Drives multiple activities
to organize and keep Can readily discuss team Manages multiple
Organization
efficiently, delegating
Sometimes needs to be Keeps top priorities in track of information. (e.g., priorities and estimate activities in order to
appropriate tasks to
reminded about important mind when approaching "to-do" lists, calendars, how own priorities and accomplish a goal.
others for continually
tasks. daily work. etc.) Sets priorities with workload will need to Readily adjusts priorities
moving project goals
an appropriate sense of adjust in support. as issues arise.
forward.
what is important.
Provides reliable Suggests new ways to
Regularly miscalculates Ensures that own results
Accuracy
estimates for completing Delivers correct, quality Inspires others to improve the quality of
time and effort appropriately compliment
work tasks. Pursues work results within the improve accuracy and products or services
requirements for those of team members
tasks with energy and estimated delivery time. quality of work delivered. while looking for ways to
completing work tasks. for maximum value.
focus. work smarter.
Anticipates the impact of
possible scenarios on
Delivery
Results consistently
Completes tasks with Produces quality work current goals.
Performs responsibilities Regularly evaluates and exceed quality standards;
Quality
poor quality due to the that reliably meets or Determines how best to
with a consistent level of takes responsibility for always looking for new
lack of planning or exceeds required compensate for the
quality. the quality of own work. ways to achieve higher
priorities. standards. unexpected, ensuring
quality results.
that quality results are
delivered on time.
Recognizes quickly when
Productivity Productivity Productivity
Occasionally focuses Leads by example. Holds
Pursues work with Consistently delivers progress toward results is
time on activities that are Maintains focus on the others accountable for
energy, drive and a need quality results while slowing or stalling and
not immediately relevant relevant tasks at hand. meeting commitments
for completion. working under pressure. takes immediate action
to the team’s goals. and getting results.
for getting back on track.
Can be relied upon to Is the go-to person for
Is responsible and can Consistently meets goals. Is a strong achiever with
Randomly misses take on challenging work the planning and carrying
be counted on to usually Results can be used as a reputation for quality
deadlines. and deliver against tight out of complex or tough
meet goals successfully. delivered. performance.
deadlines. assignments.
Anticipates subtle or
Guides others to define
Needs consistent Performs multiple work Initiates discussion with Defines assignments and unusual obstacles and
assignments and work
supervision to stay on tasks as outlined and Manager and co-workers work problems in terms takes steps to minimize
problems in terms of
track. prioritized by Manager. to further clarify priorities. of results to be achieved. their impact on intended
results to be achieved.
results.

43. Page 5
Needs Improvement Level 1 Level 2 Level 3 Level 4 Level 5
Remains aware and
Autonomy Thinks ahead to ensure Stays on a focused, Helps co-workers stay on Willingly supports others
eagerly jumps in to help
Gets easily sidetracked. distractions are kept to a efficient path for track for achieving when asked to help
co-workers overcome
minimum. achieving results. results. overcome obstacles.
obstacles.
Without complete
information, eagerly Supports others in their
Has a contagious and
Passion
Has difficulty staying Demonstrates a sincere anticipates logical next activities with
Pursues all work tasks positive work ethic,
motivated throughout the positive attitude towards steps. Validates with enthusiasm; mistakes are
Drive
with energy and drive. inspiring others to have
day. getting things done. Manager instead of viewed as learning
the same.
waiting for additional opportunities.
instructions.
Encourages co-workers
Tends to "over think" Performs tasks before to drive for results,
Initiative
Sets own near-term goals Seeks out and/or accepts Offers to take on
problems or tasks and being asked or before the influencing them to
and pursues them to additional responsibilities challenging issues and
needs consistent situation requires persevere when faced
completion. in the context of the job. drive them to resolution.
guidance. immediate action. with difficulties or
setbacks.