Ability to create an enabling environment, which will nurture and sustain a performance-based coaching culture. Effectiveness of this competency also includes strong focus on developing people for current and future needs, managing talent, promoting the value of continuous learning and development.

Initiates setting up of performance expectations, assessment methods, and career planning mechanisms

• Creates tools and/or applies new methods in correcting and improving below standard or non-compliant performance of individuals or groups, using knowledge and skills in coaching to enable them to initiate solutions for their growth and development

• Has a basic understanding of performance setting and assessment methods that are used to evaluate and measure an employee’s performance against standard performance criteria and to document the results of the assessment

• Awareness of basic individual career planning, career pathing, target-/goals-setting and succession planning

• Recognizes employees’ ability to change

Applies the appropriate action using available tools to ensure that performance matches standards

• Monitors the strategic imperative of the organization and orchestrates teams, work, and organizational culture around this through advanced skills in coaching to achieve performance goals

• Clearly defines goals, objectives, workload standards and performance measurement criteria

• Sets clear, well-defined desired outcomes for work activity and tracks progress

• Objectively assesses an individual’s strengths and areas for development

Monitors staff’s performances objectively

• Leads the organization by example and through coaching towards achievement of public service performance standards

• Tracks employees in meeting their performance objectives

• Provides training opportunities and success reinforcement for employees’ development

• Maintains two-way dialogue with supervisees about work and results

• Plans by determining objectives, priorities, activities and component feasibility, by predicting outcomes and establishing budgets

• Demonstrates confidence in conducting coaching and counseling sessions with staff

Gives staff critical and constructive feedback to remove unwanted behaviors and bridge gaps

• Leads the organization by example and through coaching towards achievement of public service performance standards

• Cites critical incidents to justify assessment and gives specific constructive feedback for developmental purposes

• Coaches by giving assessment feedback and general advice about leveraging strengths and overcoming performance gaps

• Manages employee performance by using various techniques in dealing with or resolving difficult, ambiguous or unwanted behavior, measuring and pinpointing specific behaviors or results that need to be changed and providing feedback to achieve the desired performance

• 3: Director III

• 3: Director IV

• 1: Engineer V (Division Chief)

• 2: Medical Officer V