Holding People Accountable Definition Holding People Accountable involves setting high standards of performance and holding team members, other government jurisdictions, outside contractors, industry agencies, etc., accountable for results and actions. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Wants to ensure that job tasks Focused on achieving and Takes decisive and accurate Discusses openly and directly Implements and monitors Leads organization in are clear for self. exceeding standards of action to deliver value. with relevant clients / department /project plans to achieving challenging goals. performance. stakeholders about deliver and improve results/ States concern that Encourages others to accept Consistently raises issues of performance. address performance performance expectations are Makes needs and responsibility for outcomes accountability to senior made clear and are requirements clear for others. providing balanced and leaders, offering Reviews unit performance Gives detailed explanation of understood. objective feedback. against clear standards or specific department goals and recommendations for Gives a detailed explanation of expectations. clarifies expectations with improvement while doing all Gives basic directions and the goal: what it looks like for Jointly with staff, sets requirements to peers. the individual and the group. standards, demands high Expects individuals to hold others to ensure one can to improve the issue understanding. within one’s own scope. performance, quality or themselves accountable. resources; in a “clear and firm Reviews department Addresses performance manner”. performance against clear problems in a timely way by assessing performance against standards or expectations. Acknowledges completed work. standards and acting in a way Holds others accountable for to improve performance. improving unit / team Provides recognition and performance issues. reward for work well done.
Holding People Accountable Definition Holding People Accountable involves setting high standards of performance and holding team members, other government jurisdictions, outside contractors, industry agencies, etc., accountable for results and actions. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Wants to ensure that job tasks are clear for self. States concern that performance expectations are made clear and are understood. Gives basic directions and requirements to peers. Focused on achieving and exceeding standards of performance. Makes needs and requirements clear for others. Gives a detailed explanation of the goal: what it looks like for the individual and the group. Takes decisive and accurate action to deliver value. Encourages others to accept responsibility for outcomes providing balanced and objective feedback. Jointly with staff, sets standards, demands high performance, quality or resources; in a “clear and firm manner”. Acknowledges completed work. Discusses openly and directly with relevant clients / stakeholders about performance. Reviews unit performance against clear standards or expectations. Expects individuals to hold themselves accountable. Addresses performance problems in a timely way by assessing performance against standards and acting in a way to improve performance. Provides recognition and reward for work well done. Implements and monitors department /project plans to deliver and improve results/ address performance Gives detailed explanation of specific department goals and clarifies expectations with others to ensure understanding. Reviews department performance against clear standards or expectations. Holds others accountable for improving unit / team performance issues. Leads organization in achieving challenging goals. Consistently raises issues of accountability to senior leaders, offering recommendations for improvement while doing all one can to improve the issue within one’s own scope.
GNWT%20Competency%20Model.docx