I.

INTELLECTUAL INFORMATION HANDLING

Percentage
4
3
2
1
1. Problem
Analysis

2. Numerical
Interpretati
on
3. Judgment

4. Creativity

5. Risk Taking

6. Decisivenes
s

7. Helicopter

8. Organizatio

He/she identifies problems then

transforms them. Relates data
from different sources and
identifies possible causes.
He/she assimilates numerical
and
statistical
information
accurately and makes sensible,
sound interpretations.
He/she develops alternative
courses of action and makes
decisions based on logical
assumptions that reflect factual
information.
He/she
generates
and
recognizes
imaginative
solutions and innovations in
work-related situations which
are sound and practical, and
not obvious to less perceptive
colleagues.
He/she takes or initiates action
that involves a significant risk
in order to achieve a recognized
benefit or advantage.
He/she shows a readiness to
make
decisions,
render
judgment,
take
action,
or
commits
oneself,
even
if
information
is
incomplete
and/or of dubious validity.
He/she
rises
above
the
immediate problem or situation
and sees the broader issues
and the wider implications;
relates facts in problem to an
extremely wide context through
an ability to perceive all
possible relationships.
He/she applies knowledge of

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nal
Awareness
and
Sensitivity

changing internal situations and

pressures to identify potential
organizational problems and
opportunities. Is aware of the
impact and implications of own
decisions on other parts of the
organization.

II. COMMUNICATION
Percentage
4
3
2
1
9. Reading

He/she shows by the use made

of written information that is
has been effectively assimilated
and retained.
10. Written
His/her written work is readily
Communica intelligible; points and ideas are
tion
conveyed clearly and concisely
to the reader
11. Percepti He/she listens dispassionately,
ve
is not selective in what has
Listening
been heard; conveys the clear
impression that key points have
been recalled and been taken
into account.
12. Oral
He/she is fluent, speaks clearly,
Expression audibly and has good diction.
13. Oral
In formal presentations, he/she
Presentatio is concise and to the point does
n
not
use
jargon
without
explanation; tailors content to
the audiences understanding.
He/she is enthusiastic and lively
when speaking.

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III.

MANAGERIAL FUNCTION
Percentage
4
3
2
1
14.

Planning He/she establishes course of

action for self and others to
accomplish a specific goal;
plans suitable assignments of
personnel
and
appropriate
allocation
of
resources;
establishes priorities, visualizes
all possible changes required to
meet future requirements.
15. Organizi He/she effectively coordinates
ng
the activites of own staff and
colleagues to achieve common
goals. Organizes all resources
efficiently and effectively.
16. Delegati He/she
allocates
decisionng
making
and
other
responsibilities
to
the
appropriate
subordinate.
Distinguishes
successfully
between what should be done
by others and what one should
do oneself.
17. Appraisa He/she effectively monitors and
l
evaluates
the
results
of
delegated
assignments
or
projects. Provides appropriate
feedback.
18. Develop He/she develops the skills and
ment of
competences of subordinates
Subordinat through
training
and
es
development activities

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IV.

INTERPERSONAL
Percentage
4
3
2
1
19.

Impact

He/she makes strong, positive

impression on first meeting.
Has authority and credibility,
establishes rapport quickly with
colleagues and clients.
20. Persuasi He/she
influences
and
ve
persuades others to give their
agreement and commitment to
a decision or course of action
which they initially opposed.
21. Sensitivi His/her behavior indicates a
ty
consideration for the feelings
and needs of others.
22. Flexibilit He/she adopts a flexible (but
y
not compliant) style when
interacting with others. Takes
their views into account and
changes
position
when
appropriate.
23. Negotiat When facing opposition or
ing
conflict, he/she uses personal
influence
to
communicate
proposals, identify basis for
compromise and eventually
reaches agreement with others.

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V. PERSONAL
Percentage
4
3
2
1
24.

Energy

25. Achieve
ment
Orientation

26.

Initiative

27. Toleranc
e for Stress

28. Adaptabi
lity

He/she shows energy and

vitality. Maintains a very high
level of activity. Produces a high
output. Works very rapidly
everyday so that a backlog
does not build up.
He/she set high goals or
standards of performance for
self and for others, and is
dissatisfied
with
average
performance.
He/she
actively
attempts
influence events to achieve
goals, a self-starter rather than
passive acceptor. Takes action
to achieve goals beyond those
called for and originates action.
He/she
shows
stability
of
performance under pressure
and
opposition.
Does
not
appear to become irritable,
anxious or to lose composure.
He/she maintains effectiveness
in very different situations and
environment,
with
various
tasks,
or
people.
Adapts

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behavior
rapidly
to
the
requirements
of
a
new
situation.
29. Indepen He/she takes action in which
dence
the dominant influence is
his/her own convictions rather
than the influence of other
peoples opinions.
30. Integrity He/she adheres to prevailing
social,
ethical,
and
organizational
norms
and
standards on the job.
31. Resilienc He/she
handles
e
disappointments and rejection
while maintaining effectiveness.
Does not react adversely to
insults or unfair remarks.
32. Tenacity He/she stays with the position
or plan of action until the
desired object is achieved or is
no
longer
reasonably
attainable, irrespective of the
setbacks
and
obstacles
encountered.