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HomeMy WebLinkAboutCity Clerk - Administration and Management Records - Policy & Procedure Records (36) PUBLIC FACILITIES, RECREATION & SPECIAL EVENTS DEPARTMENT POLICY NUMBER 3.1 CORE COMPETENCIES 4/5/2006 3/11/2014; 11/10/2020 Section 3 – Personnel Page 1 of 2 I. PURPOSE The core competencies and skills are the qualities that each employee should strive to attain to provide the standards by which the City conducts business. II. PROCEDURES A. Customer Service - Anticipating, meeting and/or exceeding customer needs, wants and expectations. • Strives to anticipate, identify and understand customer's wants, needs and concerns. • Responds to customers with a sense of urgency. • Partners with customers to assist them in achieving their objectives. • Acts as an advocate for customer's needs. B. Decision Making - Utilizing effective processes to make decisions. • Demonstrates an ability to make difficult decisions in a timely manner. • Acts decisively despite obstacles, resistance or opposition. • Gathers relevant input and develops a rationale for making decisions. • Evaluates the impact or consequences of decisions before making them. • Accepts consequences of decisions. C. Futuristic Thinking - Imagining, envisioning, projecting and/or predicating what has not yet been realized. • Demonstrating the ability to connect the dots and see the big picture. • Envisions possibilities others may not. • Imagines and/or predicts changes in current reality based on deductive and conceptual reasoning. • Recognizes, supports and/or champions progressive ideas. • Anticipates future trends or events. D. Political Savvy/Sensitivity - Effectively handling difficult or sensitive issues by utilizing tact, diplomacy and an understanding of organizational culture, climate and/or politics. • Adapts conduct and communications to "politically correct" standards. • Is sensitive to the needs of "special interest" groups within orga nization. • Understands cultural, climate and organizational issues. • Builds relationships and networks with key people of influence. • Effectively leverages networks of influence to get things done. E. Teamwork - Working effectively and productively with others. • Works towards consensus when team decisions are required. • Shares responsibility with team members for successes and failures. Page 2 of 2 • Respects team members and their individual perspectives. F. Creativity/Innovation - Adapting traditional or devising new approaches, concepts, methods, designs, processes, technologies, and/or systems. • Notices unique patterns, variables and/or novel approaches. • Develops and tests new theories to explain or resolve complex issues. • Challenges established theories, methods, and/or protocols. • Modifies existing concepts, methods, models, designs, processes and systems. • Encourages and promotes creativity and innovation. G. Continuous Learning - Taking initiative in learning and implementing new concepts, technologies and/or methods. • Demonstrates enthusiasm for learning. • Encourages employees to take initiative in acquiring and mastering new skills and knowledge. • Is considered a knowledgeable resource by others. • Keeps abreast of current or new information through reading and other learning methods. • Identifies applications for knowledge. H. Communication - Communicates in an open, honest, respectful and timely manner with others. • Demonstrates communication that is positive and clearly understood. • Encourages the sharing of ideas and appropriate information. • Provides timely information to others involved in routine and project work and in leadership roles. • Respects privacy and limits sharing of sensitive information with proper sources. Each employee is expected to know and understand these competencies and incorporate competency-based skills into their daily work. A portion of each employee’s annual performance evaluation plan is dedicated to these competencies.