COMPETENCIES GUIDE FOR SUPERVISORS & ABOVE

A.

CORE VALUES

1.

5S AWARENESS & COMMITMENT

Definition:

5S is the name of a workplace organization methodology that uses a list of
five Japanese words
which
are seiri,
seiton,
seiso,
seiketsu and shitsuke. Transliterated or translated into English, they all
start with the letter "S". The list describes how to organize a work space
for efficiency and effectiveness by identifying and storing the items used,
maintaining the area and items, and sustaining the new order. The
decision-making process usually comes from a dialogue about
standardization which builds a clear understanding among employees of
how work should be done. It also instills ownership of the process in each
employee.
Behavioral Indicators:

There are 5 primary phases of 5S: structurise, systematise, sanitise,

standardise, and self-discipline.

Structurise (Seiri)

Eliminate all unnecessary tools, parts, and instructions. Go through all

tools, materials, and so forth in the plant and work area. Keep only
essential items and eliminate what is not required, prioritizing things per
requirements and keeping them in easily-accessible places. Everything
else is stored or discarded.

Systematise (Seiton)

There should be a place for everything and everything should be in its

place. The place for each item should be clearly labeled or demarcated.
Items should be arranged in a manner that promotes efficient work flow,
with equipment used most often being the most easily accessible. Workers
should not have to bend repetitively to access materials. Each tool, part,
supply, or piece of equipment should be kept close to where it will be used
in other words, straightening the flow path. Seiton is one of the features
that distinguish 5S from "standardized clean-up".

Sanitise (Seiso)

Clean the workspace and all equipment, and keep it clean, tidy and
organized. At the end of each shift, clean the work area and be sure
everything is restored to its place. This makes it easy to know what goes

where and ensures that everything is where it belongs. Spills, leaks, and
other messes also then become a visual signal for equipment or process
steps that need attention. A key point is that maintaining cleanliness
should be part of the daily work not an occasional activity initiated when
things get too messy.
Standardise (Seiketsu)

Work practices should be consistent and standardized. All work stations

for a particular job should be identical. All employees doing the same job
should be able to work in any station with the same tools that are in the
same location in every station. Everyone should know exactly what his or
her responsibilities are for adhering to the first 3 S's.

Self-discipline (Shitsuke)

2.

Maintain and review standards. Once the previous 4 S's have been
established, they become the new way to operate. Maintain focus on this
new way and do not allow a gradual decline back to the old ways. While
thinking about the new way, also be thinking about yet better ways. When
an issue arises such as a suggested improvement, a new way of working, a
new tool or a new output requirement, review the first 4 S's and make
changes as appropriate.

SAFETY & HEALTH

Definition:

Occupational Safety and Health is a cross-disciplinary area concerned
with protecting the safety, health and welfare of people engaged in work
or employment. The goal of all occupational safety and health programs is
to foster a safe work environment. As a secondary effect, it may also
protect co-workers, family members, employers, customers, suppliers,
nearby communities, and other members of the public who are impacted
by the workplace environment.
Behavioral Indicators:

Keep work area free from hazards and risk

Safety oriented behaviour

Capable of hazard recognition and take action to eliminate or reduce the
impact of risk

Participate in matters pertaining to safety & health development

Plan and making safety happen on every task undertaken

Promote safety as the right thing to do to other co-workers

Provide active participation in improvising company set goals on safety &
health achievement

Display positive leadership and direction



3.

Share good performance and intervene co-workers on unsafe work

performance
Play your part in resolving unsafe work conditions
Report to immediate leader of any incidents happen within your
organization
Provide support in responding to any emergency events
Enforce compliances to local authority regulation and company set Safety
& Health policy and requirements
Should not mis-use anything that has been provided for your safety, health
& welfare

TIME MANAGEMENT
Definition:

Time Management ability looks at how well an individual generally
maintain healthy equilibrium in ones life.
Behavioral Indicators:

Effectively controls time to achieve a good balance between work and
leisure.

Sets priorities, goals and timetables to achieve maximum productivity.

Keeps tracks of activities completed and yet to do, to accomplish stated
objectives.

Sets priorities with an appropriate sense of what is most important and
plans with an appropriate and realistic sense of the time demand involved.

4.

QUALITY FOCUS
Definition:

Quality focus looks at the extent to which an individual understands the
steps or flow of processes or planned sequences of work, and make sure
that they deliver their intended outcomes to the customer on a consistent
basis.
Behavioral Indicators:

Works accurately (right things right the first time)

Quality is also assuring that required standards of performance are
attained.

Effectively measures or tracks key organizational quality processes to
ensure that they conform to expectations as much as possible.

Produces quality results or service that meet or exceed the Organizations
standard.

Shows concern for quality, accuracy and completeness of work activities.

Plans own work activities in advance to insure that all assignments are
completed in a timely and quality manner.
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5.

Uses established systems to organize and effectively keep track of

information, data, time and resources.
Personally seeks to add value in every work assignment.
Notices opportunities to improve quality and takes action to do so.

PRODUCTIVITY
Definition:

Productivity is a measure relating a quantity or quality of output to the
inputs required to produce it. In essence, productivity is measured by
comparing the amount produced with the time taken or resources used to
produce it.

In simple terms, productivity is the ability to do more with less effort and in
less time. It is the ability to work smart. Productivity is, above all, a state of
mind. It is an inner attitude that seeks the continuous improvement of the
ways and means of accomplishing existing tasks.
Behavioral Indicators:

Makes full and efficient use of available resources such as manpower, tools,
equipment and materials to accomplish tasks as fast as possible without
jeopardizing safety, health, environment and quality of end product or
service.

Exhibits concern for quality of end product/service as measured against an
internal standard of excellence (and/or external standard of excellence as
defined by the Company/Client).

6.

TEAMWORK ABILITY
Definition:

Teamwork ability looks at the extent to which this person works well with
others, harness different skills and experience and builds a strong sense of
team spirit.
Behavioral Indicators:

Focuses on team objectives and helps others to achieve those objectives.

Supports and celebrates team accomplishments.

Promotes a friendly climate by maintaining cooperation, pride, trust and
team spirit.

Expresses positive expectations for others, speaks of team members in
positive terms, shows respect for others.

Supports creativity in others.



Accepts and delivers constructive feedback.

Applies negotiation, persuasion and other conflict resolution techniques to
achieve team goals, and solve disputes/problems.
Viewing the success of the organization and team as more important than
individual achievements.
Contributing to the development, cohesion and productivity of the team.
Appropriately sharing information internally and externally.
Supporting teamwork and cooperation through open and honest
communication.

B.

GENERAL COMPETENCIES

1.

ANALYTICAL SKILLS
Definition:

Analytical Skills looks at the ability to evaluate large or complex
situations in a logical and systematic way and to identify the most critical
issues and factors that need to be dealt with.
Behavioral Indicators:

Able to identify core issues, investigate, evaluate and integrate
information as well as spot the potential difficulties

An effective fact-finder and analyst

2.

ANTICIPATION / PROACTIVE THINKING SKILLS

Definition:

Anticipation / Proactive Thinking skills looks at the ability to maintain a
conscious awareness of events and situations around and take action and
are ready when sees change on the horizon.
Behavioral Indicators:

Regularly reflect upon what might happen in the future and make small
adjustments now to be as well prepared as possible

3.

INTERPERSONAL / COMMUNICATION SKILLS

Definition:

Interpersonal skills look at an individuals ability to relate well with
others.

Communication skills looks at the extent to which an individual

communicates with economy and clarity, and remains open to feedback.

Behavioral Indicators:
(Interpersonal Skills)

Is trustworthy, sensitive to others and respectful.

Provides timely and honest feedback in a constructive and non-threatening
way.

Maintains confidentiality.

Accepts constructive criticism.

Demonstrates consistency and fairness.

Negotiates effectively.

Anticipates and seeks confrontations, disagreements and complaints in a
constructive manner.

Demonstrates tact.

Recognizes value of cultural, ethnic, gender
and
other
individual
differences.

Develops and nurtures partnerships.

Gains cooperation from others to accomplish goals.

Establishes trust, respect and rapport.

Demonstrates diplomacy, skill and discretion when dealing with others.

Uses behaviors, which are appropriate for the workplace and situations.

Acts assertively as required.

Demonstrates an ability to meet and socialize with people at all levels.












4.

(Communication Skills)
Creates an atmosphere in which timely and high quality information flows
smoothly up and down, inside and outside the organization.
Encourages open expression of ideas and opinions.
Keeps relevant people accurately informed and up-to-date of both positive
and potentially negative information.
Appropriately expresses ones own opinion.
Refrains from immediate judgment and criticism of others ideas, delivers
criticism in a way that demonstrates sensitivity to the feelings of others
and waits for others to finish their intended message before responding.
Encourages response and dissent to ideas and issues.

ORAL & WRITTEN COMMUNICATION SKILLS

Definition:

Oral & Written Communication skills looks at communication with others
in written and oral form in a what that is clear, concise and entirely
appropriate to each circumstance.

Behavioral Indicators:

Able to adopt or vary the written and oral communication style to best
meet the needs of a particular audience.

Effectively transfers thoughts and expresses ideas orally or verbally in
individual or group situations.

Clearly articulates thoughts and ideas in language appropriate to the
listener; checks level of understanding by asking for feedback.

Effectively communicates organized and accurate information in writing.

Makes effective presentations to groups; presentations reflect appropriate
preparation, organization, use of language, gestures and visual aids.

Presents oneself confidently and effectively to customers.
5.

DRIVE / MOTIVATION SKILLS

Definition:

Drive/Motivation skills looks at the extent to which oneself personally
encourage people to give of their best and inspire themselves and the team
to maintain the momentum of necessary effort and commitment despite
any obstacles along the way.
Behavioral Indicators:

Finds creative ways to challenge oneself and others to work hard towards
a target and help them to overcome any hurdles when the going gets
tough.

Motivates oneself and others to translate ideas into action and results.

Works to meet individual and organizational goals with positive regard,
acknowledgement of, and cooperation with the achievement of others
goals.

Recognizes and capitalizes on opportunities.

6.

DECISION MAKING ABILITY

Definition:

Decision making ability looks at how well an individual maintain focus on
the results or goals that matter or are important and take crisp and clear
decisions that help oneself and others to move forward positively.
Behavioral Indicators:

Able to distinguish between what is important and make high quality
decisions that yield the best possible results in the circumstances.

Uses data to make informed decisions.

Makes timely/responsive decisions.

Takes calculated risks.



















7.

Takes responsibility for decisions.

Modifies decisions based on new information when appropriate.
Involves others in the decision making process.
Uses teams of staff from all levels, including staff delivering the services,
to enhance decision-making and policy development.
Involves customers as appropriate.
Appropriately understands the impact and implications of decisions and
provides feedback on outcomes.
Communicates reasons and rationale for decisions as appropriate.
Manages results of decisions made.
Keeps management informed of decisions.

PROBLEM SOLVING ABILITY

Definition:

Problem solving ability looks at an individuals skills in finding
appropriate methods and means to analyze peoples concerns or
situations and to suggest potential avenues to explore that may provide a
solution.
Behavioral Indicators:

The capacity to apply problem strategies in purpose ways, both in
situations where problem and the desired solution are clearly evident and
in situations requiring critical thinking and a creative approach to achieve
an outcome.

Uses good judgment and practices effective problem solving skills.

Probes for deeper understanding of non-obvious issues/relationships.

Seeks additional information about a situation other than what has been
given and consults available resources.

Carefully thinks through complicated assignments or situations.

Demonstrates logical thought and attention to detail.

Demonstrates ability to break down problems into simple lists of tasks or
activities.

Applies innovative solutions and insights to problems and assignments.

8.

ATTENTION TO DETAIL
Definition:

Attention to detail looks at the ability to manage the work by themselves
and others to ensure that it is fit for purpose and free from error.
Behavioral Indicators:



9.

Thoroughness in accomplishing a task through concern for all the areas

involved, no matter how small
Monitor and checks work or information and plans and organizes time and
resources efficiently

RELIABILITY / DEPENDABILITY
Definition:

Dependability looks at the ability to be seen as reliable, steady,
responsible and committed in relation to everything oneself does for
themselves and others.
Behavioral Indicators:

Demonstrates a high level of dependability in all aspects of the job.

Shows commitment/dedication and accountability in ones work and
follows through on all projects, goals, and aspects of ones work.

Completes all assigned tasks on time and with minimal supervision.

Arrives at work on time every day.

Fulfills all commitments made to peers, co-workers and supervisor.

Works to achieve agreement (by offering alternatives, etc.) on time frames
or objectives that can be realistically met.

10.

TAKING INITIATIVE AND RESPONSIBILITY

Definition:

Taking Initiative/Responsibility looks at an individuals ability to stand up
and be counted to find an appropriate solution and for taking the necessary
action without any prompting.
Behavioral Indicators:

Prepared to be personally accountable and take initiative when issues and
problems arise, and before one has been asked to do so.

Does more than is required or expected in the job; do things that no one
has requested that will improve or enhance products and/or services, avoid
problems, or develop entrepreneurial opportunities.

Plans ahead for opportunities and takes appropriate action.

Demonstrates a sincere positive attitude towards getting things done.

Digs beneath the obvious to get at the facts, even when not asked to do so.

Seeks out and/or accepts additional responsibilities in the context of the
job.

Goes beyond expectations in the assignment, task or job description
without being asked.

C.

TECHNICAL COMPETENCIES

1.

PROJECT MANAGEMENT
Definition:

Project Management is the planning, organization, monitoring and control
of all aspects of a project and the motivation of all involved achieving
the project objectives safely and within agreed time, cost and performance
criteria.
Behavioral Indicators:

Understands customer needs and ensures and measures customer
satisfaction.

Ensures quality and quantity standards are met.

Responds effectively to unforeseen problems.

Uses effective techniques to define outcomes and expectations.

Focuses on outcomes and achieves results.

Uses resources efficiently and manages effectively within budget limits.

Continually assesses outcome, achievements and effectiveness.

Identifies improvement areas and working with others, resolves barriers to
effective delivery.

Ensures that programs and projects are designed to support and implement
company goals and strategic objectives.

2.

PLANNING & ORGANIZING SKILLS

Definition:

Planning & organizing skills looks at an individuals ability to build
balanced and comprehensive strategies to achieve ones goals through
careful preparation and organization.
Behavioral Indicators:

Orchestrates oneself, the resources and time available, and the people
around, to give the best possible chance to achieve ones objectives
successfully.

Establishes a systematic course of action for self or others to ensure
accomplishment of a specific objective.

Set priorities, goals and timetables to achieve maximum productivity.

Develops or uses systems to organize and keep track of information.

Set priorities with an appropriate sense of what is important and plans with
an appropriate and realistic sense of the time demand involved.

Keeps track of activities completed and yet to do, to accomplish stated
objectives.

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3.

Keeps clear, detailed records of activities related to accomplishing stated

objectives.
Knows status of ones work at all times.

TECHNICAL EXPERTISE
Definition:

Technical expertise looks at the extent to which an individual applies and
improves extensive or in-depth specialized knowledge, skills and
judgment to accomplish a result or to accomplish ones job effectively.
Behavioral Indicators:

Understands technical aspects of ones job and continuously builds
knowledge, keeping up-to-date on the technical or procedural aspects of
the job.

Makes oneself available to others to help solve technical or procedural
problems or issues.

Thinks of ways to apply new developments to improve organizational
performance or customer service.

Applies technical/procedural knowledge to correctly address a situation in
a timely manner.

Recognizes trends in theory and practice of ones own technical area and
effectively prepares for anticipated changes.

Works with, understands and evaluates technical information related to the
job.

Problem solves technical issues.

Selects and understands procedures, machines or tools that will produce
the desired results.

4.

TECHNOLOGY APPLICATION SKILLS

Definition:

Technology application skills looks at the extent to which the latest and
most up to date technology is considered, reviewed and applied to help
make work processes quicker, more efficient and more effective.
Behavioral Indicators:

Effectively thinks about the opportunity to apply various kinds of
technology to improve processes and yield better future result or outcome.

This is also the capacity to apply technology combining the physical and
sensory skills needed to operate equipment with the understanding of
scientific and technological principles needed to explore and adapt
systems.

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OTHER COMPETENCIES
5.

LEADERSHIP ABILITY
Definition:

Leadership ability looks at the extent to which an individual trusts,
coaches and guides people to influence and control their own destiny,
through their own efforts.
Behavioral Indicators:

Management is defined, as the art of getting others to do what one cannot
necessarily do oneself, by organizing, planning, controlling and directing
resources.

Leadership is getting others to follow.

Coaches and mentors; inspires and motivates.

Delegates responsibility with associated authority.

Demonstrates self-confidence.

Leads by example; serves as appropriate role model.

Promotes a cooperative work environment.

Sets clear, reasonable expectations and follows through.

Remains visible and approachable and interacts with others on a regular
basis.

Demonstrates high ethical standards.

Gains support and buy-in through participation of others.

Encourages and rewards risk-taking, allowing others to learn from
mistakes.

Fosters team cooperation, builds trust among team members and creates
commitment to team goals.

Acts in a way that is consistent with verbal and written communication.

6.

SUPERVISORY SKILLS
Definition:

Supervisory skills look at the ability to which an individual facilitates,
coaches and supports staffs efforts to succeed.
Behavioral Indicators:

Clearly communicating mission and goal of organization to staff.

Providing a regular ongoing feedback to staff.

Making effective employee selection and promotion decisions.

Providing meaningful recognition of staff success.

Supporting diversity in the workplace.

Setting clear direction and following through.

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7.

COACHING ABILITY
Definition:

Coaching Ability looks at the extent to which an individual helps people to
face up to their personal issues and/or problems as a means to starting
their journey to dealing with them successfully.
Behavioral Indicators:

Able to work with people to create an honest appraisal of their potential
shortfalls and encourage new thinking and strategies to overcome them

Works to improve and reinforce performance of others.

Facilitates their skill development by providing clear, behaviorally
specific performance feedback and making or eliciting specific
suggestions for improvement in a manner that builds confidence and
maintains self-esteem.

8.

TEAM LEADERSHIP
Definition:

Willingly cooperates and works collaboratively towards solutions that

generally benefit all involved parties; works cooperatively with others to
accomplish company objectives.

Behavioral Indicators:










9.

Participates willingly in activities as a good role player that works well

with others.
Puts goals of the group ahead of ones own agenda, and supports and acts
in accordance with final group decisions even when such decisions may
not entirely reflect ones own position.
Solicits the input of others who are affected by plans or actions and gives
credit and recognition to others who have contributed.
Works to build consensus within the group/ department/ site/ company.
Demonstrates concern for treating people fairly and equitably.

CONFLICT MANAGEMENT
Definition:

Conflict Management is the art of managing conflicts creatively. It is the
ability to bring substantial conflicts and disagreements into the open and
attempt to manage them collaboratively, building consensus, keeping the
best interests of the organization in mind, not only ones own interest.

13

Behavioral Indicators:

Recognizes conflict and identifies ways to help involved parties work
through conflict.

Identifies areas of agreement when working with conflicting individuals or
groups.

Maintains awareness of broad, longer-term objectives and works to ensure
that all parties share this awareness while seeking solutions.

States own point of view without criticizing the other persons.

Responds to opposing views in a non-defensive manner.
10.

COLLABORATION SKILLS
Definition:

Collaboration skills look at how an individual promotes and generates
cooperation among ones peers in leadership to achieve a collective
outcome.
Behavioral Indicators:

Fosters the development of a common vision and fully participates in
creating a unified leadership team that get results

Takes into account the organization as a whole when making decisions

Separate ones own interests from organizations interest to make the best
possible judgments for the organization

Builds consensus among ones peers in leadership

Communicates key organizational priorities and how ones division or
department contributes to achieving those priorities

Shares goals with peers in the organization to increase alignment,
cooperation and opportunities to collaborate

11.

HUMAN RESOURCE MANAGEMENT

Definition:

Human Resource Management looks at the extent to which an individual
is able to successfully promote good labour relations within the project
site, department, company or group.
Behavioral Indicators:

Demonstrates sound knowledge of personnel policies and relevant labour
legislations of the country.

Recruits, selects and retains capable, productive employees.

Achieves affirmative action objectives.

Ensures clarity in performance expectations.

Recognizes and rewards good performance.

Assesses and provides for employee development training.

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12.

Encourages and assists employees to achieve full potential.

Evaluates employees timely and thoroughly.
Takes timely and appropriate corrective/disciplinary actions.
Is consistent in application of corrective/disciplinary actions
Promotes employee safety and wellness.
Promotes workforce diversity.
Maintain a productive working relationship with employees
Applies strategic thinking to workforce planning.

INFORMATION ORGANIZATION AND MANAGEMENT

Definition:

Information organization and management looks at the ability of an
individual to identify a need; gathers, organizes and maintains
information; determines its importance and accuracy and communicates it
by a variety of methods.
Behavioral Indicators:

Is thorough when performing work and conscientious about attending to
detail such as filing, proofreading and performing basic math
computations.

Has the capacity to locate, sift and sort information in order to select what
is required and present it in a useful way.

Ability to evaluate both the information itself and the sources and methods
used to obtain it.

13.

TECHNICAL COMPETENCE (OFFICE TECHNOLOGY)

Definition:

The effective use of office equipment to optimize productivity within the
project site, department, company or group.
Behavioral Indicators:

Effectively uses knowledge gained through formal training or on-the-job
training to use office equipment such as computer, word processor,
photocopy machine, optical scanner or reader, pen drives, fax machine,
postage machine, binding machines, laminating machines etc.;

Able to work with, understand and evaluate technical information related
to the job

Problem solves technical issues.

Selects and understands procedures, machines or tools that will produce
the desired results.

Learns computer application easily

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14.

JOB KNOWLEDGE
Definition:

Job Knowledge looks at the individuals degree of knowledge in his/her
area of work and the capacity to apply the said knowledge in the day to
day execution of the individuals duties and responsibilities.
Behavioral Indicators:

Awareness of duties and responsibilities in current position

Knowledge of available sources of information

Ensures that company follows current Government, State and local laws
and requirements

Understands and effectively implements appropriate data processing
procedures

Understands systems, software, information and equipment needed to
fulfill responsibilities

Aware of available and up and coming technologies applicable to line of
work

15.

DELEGATION SKILLS
Definition:

Delegation skills look at the extent to which this individual empowers
colleagues and team members to take responsibility for major decisions
and be creative and challenging in offering their input.
Behavioral Indicators:

Successfully and genuinely delegates responsibility and invite individuals
to collaboratively contribute to major decisions and demonstrates their
initiative in doing so.

Getting others to perform work effectively, due to lack of time,
competence or other reasons.

16.

NEGOTIATION SKILLS
Definition:

Negotiation is the art of achieving, to the greatest extent possible, what it
is that an individuals wish from a transaction, while leaving all parties to
the negotiation sufficiently content that the relationship subsequently
works well.

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Behavioral Indicators:

Explores positions and alternatives to reach outcomes that gain acceptance
of all parties.

Determines minimal or ideal conditions of the other party during
negotiations.

Develops a strategy for giving on some points and standing firm on others
to achieve desired outcomes.

Responds to opposing views in a non-defensive manner.

Keeps arguments issue-oriented.

Offers compromises and trade-offs to others, as necessary, in exchange for
cooperation.

17.

COST CONSCIOUSNESS
Definition:

Cost consciousness looks at the extent to which an individual ensures that
he/she remains constantly aware of the need to ultimately generate more
income than expenses in all of his/her efforts.
Behavioral Indicators:

Effectively ensures that all of activities add value by either lifting potential
revenue or reducing/controlling costs.

Plans ahead to save time and money

Uses available materials well; minimizes waste, few errors

Effectively uses and keeps track of materials

Meets budget objectives

18.

RESULTS FOCUS
Definition:

Results focus looks at the extent to which an individual maintains a firm
eye focus on useful output results and outcomes and not just input activity
and misdirected effort.
Behavioral Indicators:

Tough on oneself and others in only accepting outcomes that add real
value or represents measurable achievements, that can be recognized and
rewarded accordingly.

Demonstrates concern for achieving or surpassing results against an
internal or external standard of excellence.

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19.

EMPOWERMENT ABILITY
Definition:

Empowerment ability looks at the extent to which an individual gives
people freedom or the room to determine how they might go about
achieving a personal goal or challenge.
Behavioral Indicators:

Creates a climate of trust in which people feel that they can take risks and
make mistakes to learn to do things in a better or a different way.

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