Distinguishing the core competencies of employees with the outstanding performance and general performance
Directly employing the KNX standard model
Or making customized changes based on the KNX model
Building the customer-specific competency model according
to the specific circumstances of customers
Strategic thinkingInnovation and pioneeringReform and managementContinuous Improvement
Business wisdomfocus on clientsaddress issuesresults expected
Collaboration
Team work
Motivating others
Communication and influence
Being honest and candid
Learning and development
Emotion management
Passion and dedication
Willingness for career development
Structure and depth of knowledge, life experience
Underlying behavioral style and origins for values
Excellent capability stimulated by the environment (for specific positions)
Being competent and having relevant experience for future positions
Not the influencing factors of performance, but the important manifestation of individual's organizational behavior
With the useful information collected via multiple channels analyzing and grasping the essence of the problem putting forward options, summing up the rules and analyzing the pros and cons and feasibility of the plans
Thinking about issues superficially, failing to gasp the essence of the problem
Speculating the conclusion, mistaking the effect for the cause
Lacking of analytical thinking and logic
Dwelling on the extraneous information or details
Summarizing the rules from the fragmentary and scattered information
Pinpointing related links in different events
or confirming the irrelevancy
Boldly establishing assumptions and looking for adequate data and factual evidence
Solving problems, fully considering the long-term risks, and preparing solutions
Summarizing the solutions to typical problems to accumulate knowledge
Discovering key information or complex rules that others can not perceive
Inspiring the team to figure out ideas, and leading the team to find better and more comprehensive ideas
Putting forward innovative solutions to problems
| Assessment dimension | Definition and description |
|---|---|
| Being responsible | Putting emphasis on career, daring to challenge, willing to take the risks involved, and taking responsibility for their own actions |
| Creative thinking | Being good at thinking out of the box, taking the initiative to explore new work patterns and methods, learning the best practices in the industry, and proposing the innovative programs or creating an environment for innovative programs so that the programs can be adopted by the company |
| Interpersonal communication | Emphasizing information exchange, listening to explanation and information through various communication channels and methods so as to establish trustworthy relationship and improve work efficiency |
| Training subordinates | Assuming the responsibility of staff development, developing employee-specific training methods and objectives, giving timely guidance and incentives, thus achieving the co-development between staff and organizations |
| Overall planning | Preparing the comprehensive and scientific work plans based on the strategic requirements, through the analysis of the internal and external environment, to translate the strategy and vision into the clear and visible targets |
| Organization and coordination | Coordinating the relations between various stakeholders, reasonably integrating and allocating resources, and organizing relevant personnel to work together to accomplish their goals |
| Business sensitivity | Acutely grasping the market opportunities, identifying market risks and creating greater values for the enterprise through rapid action |
| Perspective of overall situation | Thinking from the macro and the overall situation on the basis of the overall interest |
