69725 Egyptian National Postal Organization (ENPO) Capacity Building Project Prepared by: PricewaterhouseCoopers July 2007 Egyptian National Postal Organization July 2007 Capacity Building Project Table of Contents Executive Summary 3 1. Outcomes of the Assessment Center 5 1.1 Identified Potential Leaders 5 1.2 Organizational Insights 6 2. Our Methodology 8 Appendices 12 pwc 2 Egyptian National Postal Organization July 2007 Capacity Building Project Executive Summary ENPO Senior Management had initiated a Capacity Building Project, with Technical Assistance from the World Bank, in order to be able to identify potential leaders, from within the current human capital of ENPO, that would be able to carry forward the ambitious change program undertaken within the organization. PricewaterhouseCoopers Egypt had been selected as the consultant of choice to support ENPO in identifying potential leaders, and developing a human resource development plan, a retention plan, and a performance management program to further capitalize on the selected individuals and enhance their contribution to the success of ENPO. PwC has developed a tailored approach to meet ENPO's strategic objectives, which is discussed in further details below Based on an internal application and screening process conducted by ENPO, a number of 49 applicants had been presented to PwC. Our team further screened the applications and short-listed the total to 39 candidates. The candidates were selected according to the following criteria: • Middle Managers with good track records • A mix of ENPO veteran employees and, new comers who had recently joined ENPO from other business entities, mostly the private sector • A balanced group representing both genders: men and women • A geographically balanced group representing ENPO directorates in Cairo, Delta, Sinai, and Upper Egypt the The Assessment Center technique had been applied to assess the 39 candidates to identify their current strengths and their areas for development, and identify a number of potential high caliber resources that can be further developed and relied on for enhancing the performance of ENPO, The Assessment Center took place during the period 4-7 June 2007, preceeded by a Kick-off meeting attended by all the participants, and chaired by ENPO Chairman. The technique is built around conducting a one day, off-site, assessment for a group of 9-10 candidates, which are divided into smaller groups of 3-4 each. Each person participates in a series of exercises during the day, where each person acts individually or within a group on each of the exercises. Each exercise is facilitated and monitored by a human resource specialist from PwC team. During the assessment day, each individual was assessed against a set of competencies that had been developed based on our understanding of the strategic direction of ENPO and the future business requirements that will impact all its employees. The selected competencies and the scale of measurement had been earlier discussed and agreed with ENPO Project Manager, Ms. Nevine El Laban. For each participant, a detailed profile providing the results of the assessment and a scoring of each individual's skill level against the agreed competencies was prepared based on the outcome of the assessment day. The reports of all participants are attached as another deliverable linked to this report. pwc 3 Egyptian National Postal Organization July 2007 Capacity Building Project The outcome of the Assessment Center had been primarily to identify a group of potentially good caliber of middle management staff who can be further developed and capitalized on for the enhancement of ENPO's performance. The Assessment Center resulted in identifying 20 persons who can be seen as possible potential. A list of those individuals and their development needs is presented later. The 20 persons also represent a diversified group as they include persons from Upper Egypt, the Delta, Sinai and Cairo. The list also includes one lady, against 19 gentlemen. An additional outcome of the Assessment Center was that PwC team managed to gain additional insight into the current environment of ENPO, and the impact of the on-going changes that had been taking place for a number of years on the staff. A summary of findings is presented below. In addition, the annexes of this report present the overall approach of PwC in conducting the remaining stages of this project, a detailed description of the competencies framework that was applied in this project, and the Assessment Center tool kit that was used during the four days of the assessment. pwc 4 Egyptian National Postal Organization July 2007 Capacity Building Project 2. Outcomes of the Assessment Center 1.1 Identified Potential Leaders: A group of 39 employees was selected of an initial group of 47, who showed seriousness and willingness to go through the project. Across the Assessment Center exercise, and based on its outcomes, a group of 20 potential leaders had been identified. The following employees are those identified among the Leaders group, in alphabetical order: Employees Name Title and Location 1 Adel Abdo Mekhael Dawod Co-Manager - South Sinai 2 Ahmed Abd Elkarim Soliman General Manager Assistant - Damanhour – El Behira 3 Ahmed El Moselhy Mohammed Technical Group - Tur-Sinai - South Sinai 4 Ahmed Mahmoud Hassan Nail Marketing Manager - North Sinai Post 5 Ahmed Mohamed Ahmed Abdel Director of Saving Administration - El-Behira Post Halim 6 Ahmed Saber El-Anany Quality Specialist – Quality Service Control Section – Cairo 7 Amany Ahmed Lotfy Head of Payroll Revision – Finance Department – Cairo 8 Ayman Shukry Zaki Public Relations Manager - Assuit Post Zone 9 Elyamany Gaber El Sayed Information Centre Manager - Sohag Post Area 10 Gamal Ahmed Mohamed El Garib Financial Affairs – Researcher - Cairo Post 11 Hisham Saad Abdel Aziz Database Administrator & Technical Support - Dakahlia 12 Magdy Hosny Sayed Assistant to General Manager - Beni Suef 13 Mohamed Abdel Sattar Abdel Advisor of the Chairman Office – Cairo Daiem 14 Mohammad Mahmoud Zain El Dein General Manager Assistant - Damanhour – El Behira 15 Mostafa Hamdi Abdel Razek Manager – Assiut 16 Mostafa Seliman Sadek Cash Management Manager - Cairo 17 Raed Mena Habeeb Feasibility Study Department – Cairo 18 Raef Hassan El Sheikh Director of Projects Planning & Economic Studies – Cairo 19 Saad Ali Abdel Khaleq Technichal Support Department - Cairo 20 Yasser Mohamed Mahmoud Planning & Development Sector Manager – Cairo Abdullah Profile Reports of the above listed employees are attached in separate documents to this report. Each employee profile provides an assessment of the employee against the agreed competencies, as projected during the assessment event. The profile also includes a summary of each person's overall capability as perceived during the assessment day. The profile concludes with identifying the areas for development for each employee, and the suggested development techniques. This will be the basis for recommending training and development program for all the selected Leaders, as per the pwc 5 Egyptian National Postal Organization July 2007 Capacity Building Project next phase of the project. Such a matrix is also a source of information for ENPO's Human Resources Department to plan for the employees' developmental activities. The matrix with employees identified areas is attached in Appendix 1. As an outcome, it was evident that there was no one area that is generally common among all assesses. The development needs are in fact specific to each person, which would require significantly customized training and development programs that will address the individual's needs, and approach them through different learning techniques. This finding is key in determining our approach to the next phase of the project. 1.2 Organizational Insights: Our interaction with the group of 39 managers has given us considerable insight into ENPO and the way the on-going changes have impacted the people in the organization, and how this can be capitalized on in the future. We decided to share those insights with ENPO top management in this report as a means of having an additional benefit from the project, in addition to identifying potential leaders 1. Overall impact of change: the changes that took place in ENPO have created among the veteran employees an overall sense of pride, a great sense of ownership and belonging, and a desire to continue to improve ENPO. This could be seen in the way a lot of individuals expressed keenness to improve services, introduce new profit-oriented projects, and retain ENPO's role as a social support entity as well. This was also felt from the way different persons expressed interest in making a difference in their area, and their keenness to develop their managerial skills to further enhance the value of their roles. 2. Insights related to the Systems, Processes and Procedures: It was discussed that in some offices, and depending on the management, very old internal procedures are still applied which negatively impacts the performance of the employees, and limits their creativity and initiative out of fear of "punishment" as per the very outdated procedures. This indicates an urgent need to replace those old procedures, in order to go with the new spirit of ENPO. 3. Insights related to Organizational Dynamics: fast pace changes and quick wins have already affected the people inside ENPO to the extent that a slow-down in the pace of change is currently seen as a disadvantage. For example, discussions revealed that the delay in filling some vacant posts on ENPO Organization Structure in the Middle Management level, especially in the centralized function, may create performance deficiencies or delays, especially in ENPO's offices that are located in distant areas. This also indicates a rather urgent need to fill out vacant positions to support the on-going initiatives across the organization. 4. Insights related to Organizational Culture: As ENPO is currently passing through a critical transitional phase, internal communication should be highly considered as a critical factor. More internal events that gather ENPO's Senior Management with ENPO's employees across their different levels should be organized through social events, regular business meetings, and other means of internal pwc 6 Egyptian National Postal Organization July 2007 Capacity Building Project communications. Such events will provide the chance for both parties the management, and the employees to share information, news, initiatives, and worries, and will definitely help avoiding any negative rumors that usually characterize similar changeable situations. A regular newsletter is a means of communication that may be also employed to reach the greatest number of employees across the country. It was also clear from the interactions that there is a significant cultural gap between ENPO veteran employees and new joiners who have recently been appointed into the organization, joining from the private sector or other entities. Despite the fact that these injected experiences are valuable and required in such a critical stage in the transition of ENPO, it is so important to ensure cultural alignment between the two groups. Culture diversification programs and formal or social events where the two groups can interact outside the work environment should be considered, while injecting fresh blood experiences into the different managerial positions of ENPO. On the other hand, it was clear that ENPO has a lot of good potential calibers from the old-time employees; some of them had already been reassigned to new functions and roles under the ongoing reform initiative. It was our belief that conservative consideration should be given before investing in hiring external resources into the organization and testing gained benefits for ENPO and the calculated return on such investment. It had been clearly noticed the difference in the degree of stability and loyalty among both groups: the newly hired employees, and those who joined ENPO since their early careers, and we believe that capitalizing on those who have been in ENPO for a long time, and do have the required skills, will bear more benefit to the success of the reform, than deploying external resources on a large scale. 5. Insights related to ENPO's Employees: Discussions revealed a concern that the current HR management within ENPO is unstructured, and mainly Personnel based, rather than being a proper HR function with modern philosophy of utilizing the human capital. We felt that more focus should be put on Human Resources aspects, starting from recruitment to succession planning and retirement plans. Although that loyalty and ownership were clearly demonstrated by almost all ENPO employees, especially those who joined ENPO early in their careers and have been there for long years, providing focus on employees' performance from HR perspectives, such as the performance related pay, career progression programs, performance awards…etc. will have a very positive impact on the performance of ENPO's employees. pwc 7 Egyptian National Postal Organization July 2007 Capacity Building Project 2. Our Methodology This Project consists of three main work-streams: Work Stream I: Conducting an assessment center to identify potential leaders, and meanwhile identify learning & development needs for all the assessed employees; Work Stream II: Designing a customized development program for the selected potential leaders, and Work Stream III: Developing a number of HR Systems that maintain the outcomes of the Project and ensure sustainability of its benefits. The details of the three work-streams are presented here below. This document is the concluding report for Work Stream I. A brief about the other work- streams is attached in Appendix 2. The following section details our methodology for concluding Works tream I 1.1 Work Stream I – Assessing a Group of Upper Management Staff and Identifying Development Needs The following are the tasks which were undertaken in preparation for the Assessment Center, which was the means of assessing the management group to identify potential leaders. Phase 1: Project Kick-off & Building Understanding A number of meetings took place between PwC consultants and ENPO’s top management headed by Eng. Alaa Fahmy, ENPO Chairman, supported by ENPO’s Project Manager, Ms. Nevine El Laban, and facilitated by Ms. Isabelle Huynh of the World Bank. The objective of these meetings was to ensure full alignment of the Project’s different components with ENPO’s strategic and organizational needs. To ensure this alignment and to build our understanding, the following topics were discussed and reviewed by the team of consultants: • ENPO's vision, mission, and strategic objectives • Organization structure • Strategic/core functions • Organization culture • Senior Management expectations Phase 2: Developing and Preparing Necessary Base for HR Assessment Competencies are those sets of knowledge, skills, and attitudes that are manifested across an organization. They represent those guiding values by which business and operations are conducted. A “competency framework� is defined as a set of pwc 8 Egyptian National Postal Organization July 2007 Capacity Building Project competencies and includes associated behaviors that link directly to the work to be performed by the individual, as well as the levels of proficiency for each behavior. A valid, fair and unbiased Competency Framework can be used for many Human Resource Management purposes. Competency framework also helps linking the strategic vision and objectives of the organization to the employee’s performance. After gaining an understanding of ENPO’s requirements, and key organizational values, and based on the gathered information, a framework of Competencies, was developed for the purpose of the Capacity Building Project and to be used to assess the selected ENPO managers. The competencies within the framework have been selected to support 6 strategic business areas identified by ENPO 1. Quality of Service Development and Cost Reduction 2. Product Development & Marketing 3. Business Process Reengineering and Outsourcing 4. Leadership and Change Management 5. Treasury and Investment 6. Information Technologies The Framework consists of three main categories which include specific behaviors and/or personality attributes that address the above mentioned strategic business areas: 2.1 Business Acumen Competencies This group includes those competencies that cover skills and knowledge that the employee can acquire, through his working experience, attending training session…etc. We have selected 3 competencies to be assessed under this category: 1. Customer Focus 2. Planning and Organizing 3. Problem Solving & Decision Making 2.2 Interpersonal Competencies This group includes those competencies that are directly related to the employee's personal attributes. We have selected 5 competencies under this category: 1. Attention to Detail 2. Communicating with Impact 3. Innovation & Creativity 4. Results Orientation 5. Teamwork and Cooperation 2.3 Leadership and Management Competencies This group includes those competencies that address given gifts of skills and personal attributes that can be further developed by the individual. Two competencies were selected under this category. a. People Management b. Leadership and Change Management pwc 9 Egyptian National Postal Organization July 2007 Capacity Building Project For further reference, the Competencies Framework is attached in details in Appendix 3 of this Report. Phase 3: Conduct Managers’ Assessment a. Developing an Assessment Toolkit Using a number of techniques, the Assessment Center was conducted for a group of 39 employees across 4 days. A tool kit was developed detailing these techniques which in their turn were employed to assess the previously identified competencies. This tool kit covers 5 chosen techniques as follows: # Techniques Description 1 Role Play The candidate assumes a certain role in a given scenario, where he/she has to respond to the role requirements using his/her own character and judgment as applied in a similar real-life situation 2 Presentation A technique that assesses the candidate's abilities to plan, organize, and present his/her own thoughta around certain idea or subject in a short span of time. 3 Questionnaire A tool that provides information on how the candidate thinks and acts in real life situations. 4 Group Case Study A group case study tests how people interact in a group while an assigned task is taking place. As the exercise proceeds, the behavior of the candidates is observed to see how they interact and how the previously targeted and identified competencies are displayed throughout the exercise by each individual. 5 Individual Exercise A questionnaire that assesses the ability of the candidate to cope with change and how he/she deals with and manages changing situations A copy of the Assessment Toolkit is enclosed in Appendix 4 pwc 10 Egyptian National Postal Organization July 2007 Capacity Building Project b. Conducting the Assessment Center As previously mentioned the Assessment Center took place for four consecutive days for 39 employees. Each day was attended by 10 participants, split into 3 groups, and each group was led by one of the assessors. A copy of the daily Schedule of the Assessment Center is included in the Assessment Toolkit in Appendix 4. c. Developing Employees’ Profiles Reports During this stage, the consultants (assessors) analyzed the outcomes of the Assessment center, and developed a profile report for each of the 39 employees who attended the Center. The Profile Report covers the following: • Background information about the employee • Outcomes of assessing each of the competencies • Areas for improvement and development • Development and training recommendations addressing the identified areas for improvement. The optimum development techniques are determined to address the identified areas for development for each of the assessed employees. For instance, an area for improvement such as presentation skills may be addressed by training sessions, then a continuous on-job practicing. It always depends on the nature of this area, if it is knowledge to be acquired, or a skill to be developed or/and improved. Profile Reports of each of the assessed employees are separately compiled pwc 11 Egyptian National Postal Organization July 2007 Capacity Building Project Appendix 1 Matrix of the Identified Areas for Improvement for the Assessed Employees (To be attached in a separate document) pwc 12 Appendix 2 Brief on Work Streams II and III of the Project Egyptian National Postal Organization July 2007 Capacity Building Project Work Stream II Design a Development & Training Program for the Identified Potential Leaders After discussing and approving the list of the identified potential leaders with ENPO Top Management, an integrated Leadership & Management Development Program will be designed for the selected employees. The Program will be designed to offer a skill-based development platform for ENPO prospective leaders. It aims at developing a capacity of practical knowledge and skills covering ENPO core strategic business areas, while linking them with the participants’ personal competencies already assessed in the previous Work-stream. Hence the Program should help in the following: • Supporting ENPO's business strategies • Supporting the participants in achieving an advanced level of capability in each of the targeted competencies • Providing hands on learning and on-job development through various learning techniques. As the Program is a competency-based program, each component will be associated with a clearly defined and specific set of knowledge, skills and behaviors. The learning cycle for each module will follow a blended learning approach, divided into five main components: • Pre-module work: through readings, individual and team exercises, action learning • Face-to-face: workshops and training sessions • Post-module work: through business projects, action learning, on-job learning and coaching • Individual Development Plan (Learning Contract) PwC Consultants will recommend a training provider(s) who is qualified to deliver the desired program. Moreover, PwC Consultants will monitor and follow-up on the implementation of the different learning interventions of this program. pwc Egyptian National Postal Organization July 2007 Capacity Building Project Work Stream III Developing HR Systems In order to maintain the outcomes of the Assessment Center, as well as to sustain the continuous development of the selected, and developed potential leaders, PwC consultant will develop a number of HR Systems. These systems are as follows: 1. A follow-up system, and process on the implementation of development and training of the potential leaders to continuously measure the Return on Investment or the outcomes and impact on both sides, ENPO as a business organization as well as its employees. 2. A Retention Plan that accommodates the career progression of the developed potential leaders. 3. A Performance Management System to be employed as a systematic tool for continuous performance evaluation and hence improvement. pwc Egyptian National Postal Organization July 2007 Capacity Building Project Appendix 3 Competencies Framework pwc Egyptian National Postal Organization July 2007 Capacity Building Project Egyptian National Postal Organization Competencies Framework for Potential Leaders Assessment Prepared by PricewaterhouseCoopers May 2007 pwc Egyptian National Postal Organization July 2007 Capacity Building Project ENPO Proposed Competencies Framework 1. Introduction 1.1 What is a Competency Framework? A “competency framework� is defined as a set of competencies and includes associated behaviours that link directly to the work to be performed, as well as the levels of proficiency for each behavior. Competencies are those sets of knowledge, skills, and attitudes that are manifested across an organization. They represent those guiding values by which business and operations are conducted. A valid, fair and unbiased Competency Framework can be used for many Human Resource Management purposes, such as: A guide in creating job descriptions A guide for hiring managers during behavior-based job interviews. A self-assessment tool for employees and managers A performance management guide for managers/supervisors A development & training needs assessment tool Competency framework also helps linking the strategic vision and objectives of the organization to the employee’s performance. Therefore, competency framework development is a valuable investment for any organization and has benefits far beyond the usefulness for employee development purposes. 1.2 ENPO Background to the Proposed Competency Framework PwC team had identified the proposed competencies from closely examining ENPO’s strategy document, mission and vision which provided PwC team with the necessary background information to develop the proposed framework. Key organizational values were expressed during the meetings that took place with ENPO Chairman as well as other ENPO management team members who consider these values necessary to support ENPO’s Strategy. Based on the outcomes of these meetings, as well as from the accumulated experiences of PwC team in this regards, the following Competencies Framework has been developed to support ENPO in identifying potential business leaders. 2. Proposed ENPO Competencies Framework The proposed ENPO Competency Framework was drawn from ENPO’s Strategic Objectives and classified under the following Functional Areas which are then divided into Business Acumen, Interpersonal and Leadership and Management Competencies: pwc Egyptian National Postal Organization July 2007 Capacity Building Project 2.1 Competencies Classified by ENPO Strategic Areas The following is only a sample of how we mapped the identified competencies against ENPO Six Strategic business areas: ENPO Strategic Areas Business Acumen Interpersonal Leadership and Competencies Competencies Change Management Competencies 1. Quality of Service Customer Focus Attention to Detail Development and Cost Reduction Planning and Organizing Results Orientation Teamwork and Cooperation 2. Product Development & Problem Solving and Leadership and Marketing Decision Making Change Management 3. Business Process Attention to Detail Reengineering and Outsourcing 4. Leadership and Change Communicating with Leadership and Management Impact Change Management People Management 5. Treasury and Investment Problem Solving and Attention to Detail Decision Making Results Orientation 6. Information Problem Solving and Results Orientation Technologies Decision Making 2.2 Competencies Classified by Groups 2.2.1 Business Acumen Competencies (Skills & Knowledge that can be acquired) 1. Customer Focus 2. Planning and Organizing 3. Problem Solving & Decision Making 2.2.2 Interpersonal Competencies (Personal Attributes) 1. Attention to Detail 2. Communicating with Impact 3. Innovation & Creativity 4. Results Orientation 5. Teamwork and Cooperation 2.2.3 Leadership and Management Competencies 1. People Management 2. Leadership and Change Management pwc Egyptian National Postal Organization July 2007 Capacity Building Project 3. Definitions of the Proposed Competencies 3.1 Business Acumen 3.1.1 Customer Focus Demonstrate a passion for the customer and the active attempt to go beyond what is required in order to meet or exceed customer expectations, including an awareness of customer needs and how those issues impact and are impacted by business decisions and processes. 3.1.2 Planning and Organizing The ability to work out what needs to be done, get it organized and achieve required results or even stretched results. Ability to develop strategies and schedules for meeting goals and anticipate obstacles to goal attainment including thinking ahead and identifying possible barriers or problems which will affect the completion of work, monitoring progress of plans and making adjustments when necessary. 3.1.3 Problem Solving and Decision Making The ability to apply judgment to select the best possible solution; the ability to understand a situation by breaking it into smaller pieces, or tracing the implications of a situation in a step-by-step way preparatory to finding the optimal solution for related problems and appropriate decisions. Gathers information, evaluates many options before solving problems practically, which add value to the business, based on identification of the “Big Picture� impact. 3.2 Interpersonal Competencies 3.2.1 Attention to Detail (with focus on Quality) Demonstrate an ability to appropriately seek order and reduce uncertainty, it suggests a detail orientation directed at minimizing errors and keeping tasks and responsibilities clear and on schedule. 3.2.2Communicating with Impact The capacity to be articulate and concise, exercise persuasiveness and active listening, and demonstrating an ability to ask probing questions and presenting a positive approach. 3.2.3Results Orientation The capacity to be energized and excited by challenging objectives and a concern for exceeding goals set by self and others. It includes executing actions in a focused manner and pursuing alternative courses of action to increase the probability of reaching desired outcomes. 3.2.4 Teamwork and Cooperation Participates effectively as a team member and contributes to discussions, achievement of team goals and creates and sustains positive working relationships with others; works toward win-win solutions whenever possible. pwc Egyptian National Postal Organization July 2007 Capacity Building Project 3.3 Leadership and Management Competencies 3.3.1 Leadership and Change Management Initiates, communicates and manages organizational change; makes decisions and priorities consistent with change objectives; take responsibility for the implementation, delivers significant improvements and ensures sustainable performance after the change is complete. It is also the ability to adapt to changing circumstances and adopt a flexible work style including the willingness to readily adjust to new demands, requirements, or directions, and the ability to shift priorities to meet a changing strategy. This includes providing clear direction about change, and encourages others to seek opportunities for different approaches to addressing problems and opportunities. 3.3.2 People Management This is the ability to get things done with and through people. These skills are used when working within organizations, for example, in line management, team working and communicating with colleagues. They are also used in working with suppliers, with other partners, and with the media and general public. People skills include the skills required in selecting individuals to fill jobs or to join project teams, and for the management of performance. pwc Egyptian National Postal Organization July 2007 Capacity Building Project 4. Competencies Scales 4.1 Business Acumen 4.1.1 Customer Focus Definition: Demonstrates a passion for the customer and the active attempt to go beyond what is required in order to meet or exceed customer expectations, including an awareness of customer needs and how those issues impact and are impacted by business decisions and processes. POOR BASIC GOOD V.GOOD 1 2 3 4 Does not ask Identifies main Validates customer Sets and communicates appropriate questions to customers, and reacts to concerns by using standards of customer determine customer their needs when they active listening; care to team members needs arise; does not consistently checks demonstrate a proactive understanding and Identifies customer Does not demonstrate a approach perception of problems and provides customer-oriented problem from high quality service in a approach; may show Reacts to customer customer timely manner general disregard and problems in a timely perspective apathy towards manner, fulfilling Often exceeds customers expectations. Follows-up on expectations, by customers to ensure displaying a "whatever it Lacks a responsive Is professional, polite that problems have takes", approach to approach to customers; and courteous, has a been corrected and satisfying the needs of Does not respond welcoming and helpful resolved. the customer effectively to customer attitude needs. Demonstrates good Spends extra time understanding and assisting a customer, response to the especially in a critical interdepartmental situation. needs. Projects a highly energetic and enthusiastic attitude when interacting with customers pwc Egyptian National Postal Organization July 2007 Capacity Building Project 4.1.2 Planning & Organizing Definition: The ability to work out, effectively plan, ad organize what needs to be done to achieve the required results in a timely manner. Ability to develop plans and schedules for meeting goals and anticipate obstacles to goal attainment including identifying possible barriers or problems which will affect the completion of work in a timely manner; monitors progress of plans and making adjustments when necessary. Effectively manages one's time and resources to ensure that work is completed efficiently. POOR BASIC GOOD V.GOOD 1 2 3 4 Does not have a clear plan Develops simple plans and Develops logical action Plans and schedules are with set priorities; may schedules to achieve plans and schedules to clear and practical; sets believe that everything’s needed results. achieve needed results clear objectives and goals; equally important execution is well-organized Meets deadlines with close Determines and Produces work plans supervision. prioritizes specific work Effectively prioritizes and which are incomplete and tasks and available reorganizes work activities unrealistic; major activities Arranges/ organizes resources to ensure as the situation or task or steps are not included. information or thoughts in a timely completion of requirements change useful/ logical manner that most important work Loses sight of objectives is easy to follow assignments Liaises effectively with when faced with obstacles. others when planning Spends his/ her time Always blames another Can prioritize tasks and set on what’s important Improves plans to achieve party for not meeting his the difference between better results and outcome. deadlines. urgent and important tasks. Uses time effectively, and completes work, Spends his/ her time and Has difficulty prioritizing meets deadlines in a the time of others on what’s actions; needs great deal timely manner important; remains focused of direction around what to on own goals, team goals do and when Takes advantage of and objectives available resources Does not manage time and tools to complete Is flexible to meet shifting well on everyday tasks; work efficiently demands and incorporating work is not completed in a them in his plan to still timely manner; misses achieve deadlines. deadlines Measures performance Fails to allocate resources against goals and evaluates appropriately; results Starts job blindly rather than asking for assistance when clarification is needed pwc Egyptian National Postal Organization July 2007 Capacity Building Project 4.1.3 Problem-Solving & Decision-Making Definition: The ability to apply judgment to select the best possible solution, and to think logically and effectively and understand situations or problems by organizing or synthesizing information in a systematic way. The ability to understand a situation by analyzing/ breaking it into smaller pieces, or tracing the implications of a situation in a step-by-step way preparatory to finding the optimal solution for related problems and appropriate decisions. Gathers information, analyses/ evaluates many options before solving problems practically, which add value to the business, based on identification of the “Big Picture� impact. It includes the ability to generate innovative solutions in work situations; trying different and novel ways to deal with work problems and opportunities. POOR BASIC GOOD V.GOOD 1 2 3 4 Identifies “quick fix� Solves simple problems in Able to solve problems Identifies complex solutions without a well-defined work independently without problems, and ability to considering the long term situation often in getting others involved; anticipate potential effects; jumps to solving consultation with others; makes quality problems problems without decisions within a adequate analysis may not take decisions in a reasonable timeframe sets his plan for action by timely manner delegating to corresponding Avoids making decisions, Clarifies the real people does not take Takes action in own area of problem through responsibility for making day-to-day problems where appropriate Performs logical analysis, even routine decisions; there are clear options. questioning and data considers a problem from a leaves decision-making to gathering; number of viewpoints and others Not comfortable with finds alternative effective conflict situations, but tries Sorts out the issues solutions to difficult Unable to use available to accommodate before getting into the problems information to make solutions and identifies decisions on issues and Uses the same techniques action steps to solve Looks beyond the obvious problems related to work for problem-solving with the problem at hand; and doesn’t stop at the first area different situations and answers and looks at the people Uses resources and big picture to ensure Resists new and better experience to make solution is sustainable ways of solving problems decisions or completing tasks and Makes quality decisions relies upon existing Knows when to seek sometimes with incomplete procedures; discourages advice or information information and under tight new ideas or approaches before making a deadlines and pressure; decision able to make quick Avoids conflict in situations decisions and with people; can’t Effectively operate under conflict accommodates to Effectively and efficiently conflict situations and uses available resources, attempts to resolve uses experience of self, them team, and others to help solve problems pwc Egyptian National Postal Organization July 2007 Capacity Building Project 4.2 Interpersonal Competencies 4.2.1 Attention to Detail Definition: Demonstrates an ability to appropriately seek order and reduce uncertainty, it suggests a detail orientation directed at minimizing errors and keeping tasks and responsibilities clear and on schedule. Accomplishes tasks by considering all areas involved, no matter how small; shows concern for all aspects of the job; accurately checks all processes and tasks. POOR BASIC GOOD V.GOOD 1 2 3 4 Poor detail orientation; Follows established Monitors progress of a Suggests correct or better does not attend to details procedures for completing deliverable against ways to complete tasks work tasks plan Work is not thorough and Organizes self in a highly is inaccurate / substandard Checks the accuracy, Sufficiently organizes efficient manner such that quality and thoroughness of self such that things do things do not “fall through Does not review work prior own work ensuring that it not “fall through the the cracks� to submission meets expected standards; cracks� does not rely on others to Provides ideas and input for Does not act appropriately check quality of work Tracks work to ensure improvement and puts new in situations affecting the accuracy and quality of processes in place to quality of work May not maintain a good own and others work to organize and keep track of balance between ensure that it meets information, increase order Performs work with productivity and quality of expected standards and improve the quality of disregard for processes work work output and procedures; ignores Follows required small errors and shows Plans the details of work or procedures to make Clarifies uncertainty and disregard for effects on the projects appropriate changes minimizes ambiguity by other parts of the process as necessary setting or confirming expectations, time frames Demonstrates a good and budgets balance of productivity and quality of work Makes sure all details are accurate and complete pwc Egyptian National Postal Organization July 2007 Capacity Building Project 4.2.2 Communicating with Impact Definition: The ability to effectively convey and receive factual information and ideas clearly and effectively, either orally or in writing, using a variety of tools/ media to attract his/her audience’s attention and enthusiasm. Ensures that complex messages have been accurately understood, as well as keeping all appropriate parties “in the loop� regarding any relevant issues. POOR BASIC GOOD V.GOOD 1 2 3 4 Does not clearly organize Able to convey his Communicates his Ensures that all those that his thoughts nor messages clearly and ideas easily, with a should know, do know, all communicates them in a correctly clear sense of the time logical way audience and an Responds to others and appropriate tone Clarifies purpose and Tends to deliver the acknowledges receipt of importance of message message as brief as communications in a timely Active listener, who possible and in an manner seeks first to Able to relay complicated untimely manner. understand and then information to listeners so Not an effective listener, being understood the listeners correctly Exhibits unwillingness to accordingly, may interpret the message listen misinterpret messages as Correctly interprets reflected in quality of work messages as reflected Questions and challenges Fails to correctly interpret and interaction with others in quality of work and the ideas of others in a way communication from interaction with others that adds value others Receives and understands Does not seek clarification subtle - unobvious from others when messages message is unclear Simplifies issues by using Is reluctant to share ideas, analogies and stories to participate in discussions convey his message and give feedback Expresses ideas and facts orally in a clear, organized, and convincing manner in a style, tone, and level appropriate to the audience & occasion Keeps others’ attention using various methods of communication pwc Egyptian National Postal Organization July 2007 Capacity Building Project 4.2.3 Results Orientation Definition: The capacity to be energized and excited by challenging objectives and a concern for exceeding goals set by self and others. It includes executing actions in a focused manner and pursuing alternative courses of action to increase the probability of reaching desired outcomes. POOR BASIC GOOD V.GOOD 1 2 3 4 Has trouble starting new Able to recognize and act Independently takes Is a high achiever; can be things on existing opportunities action before being counted on to exceed goals asked or being forced successfully Fails to meet targets Accomplishes tasks with to by changing close supervision and situations. Would go the extra mile to Does not deliver results frequently refers to accomplish tasks and supervisor Volunteers for sometimes exceeds goals Doesn’t exert the needed additional involvement effort to complete tasks Takes action only when Takes repeated actions there is an apparent need Alters plans or works against resistance and Does not take for doing so, though late when needed to obstacles. Does not give responsibility for actions requires guidance, complete an assigned up. and takes minimal direction, and support task responsibility for work Considers a number of Plans the use of his / her Able to attend to a ways to achieve results time broad range of activity and can multi-task Regularly reviews performance against pre- Follows through from established goals beginning to end; has a sense of ownership for Volunteers to perform his own work, challenging or undesirable tasks. Can be counted on to deliver goals Able to develop processes consistently that have a positive impact, Makes quality time for the most important priorities pwc Egyptian National Postal Organization July 2007 Capacity Building Project 4.2.4 Teamwork and Cooperation Definition: The ability to collaborate and work towards shared values and common goals. It is demonstrated through an ability to create and sustain positive working relationships with others. Transparent working style, by sharing with his team all the necessary information updates and changes, on a regular basis. POOR BASIC GOOD V.GOOD 1 2 3 4 Tasks are often left for Cooperates with others on Maintains smooth and Recognizes those others to complete specific tasks or projects cooperative situations when it is relationships with other appropriate for the needs of Ignores team and Sufficiently participates and team members the team to come first, organizational goals contributes in team meetings Openly shares relevant Maintaining a team Avoids project information with team environment that supports participation; volunteers Not very open in sharing members in order to collaborative behavior only for routine project information and ideas complete tasks activities Makes suggestions in order Prefers to work with people Willing to learn from to improve team Does not support of similar background and others, including those performance and to assist coworkers experience, same or less who are less or to better achieve experience. experienced common goals; Does not give input in meetings; avoids sharing Works effectively with Handles conflict effectively thoughts / input others despite differences in interests, Shares ideas and perspective or needs experiences that have been successful elsewhere Participates willingly and agrees to team Transfers own skills to decisions other team member Assists fellow team members Takes on added responsibility without being asked pwc Egyptian National Postal Organization July 2007 Capacity Building Project 4.3 LEADERSHIP/ MANAGEMENT COMPETENCIES 4.3.1 People Management Definition: This is the ability to get things done with and through people. These skills are used when working within organizations, for example, in line management, team working and communicating with colleagues. They are also used in working with suppliers, with other partners, and with the media and general public. People skills include the skills required in selecting individuals to fill jobs or to join project teams, and for the management of performance. The ability to provide subordinates with a clear sense of purpose and direction, delegating responsibility, setting a productive climate where everyone is highly motivated and participates fully. POOR BASIC GOOD V.GOOD 1 2 3 4 Doesn’t respond to the Communicates the set Sets and Clearly and comfortably needs of individuals goals to his team, in such communicates the delegates important tasks a manner that lacks goals and objectives to Does not demonstrate an direction and enthusiasm. the team. Provides support expertise interest in staff or their as needed development When delegates; Encourages staff to provides staff with achieve the set goals, Includes others in Is not approachable to staff minimal authority to and follows up on establishing plans and Is not fully aware of his team achieve goals weekly deliverables. encourage team initiatives members’ capabilities. Delegates only routine Is open and Delivers significant results Doesn’t face up to conflict tasks approachable to staff through others, by clearly and allows them to affect assigning responsibilities performance Provides little or minimal Provides staff with the and monitoring progress. guidance or support while necessary authority to Accomplishing set goals delegating that may be achieve goals Demonstrates a genuine without monitoring his team’s unclear and lack interest in staff and their progress to help them direction; does not Understands the team development; provides develop their skills. provide adequate member’s capabilities ongoing constructive information when and delegates feedback Doesn’t believe in or trust delegating accordingly delegation, doesn’t want or Regularly acts as an know how to empower Provides feedback to Gives clear guidance effective role model in others staff when a situation or and direction to others terms of attitude, teamwork problem arises; feedback may not be constructive Reacts to opportunities Resolves conflict within for staff development team in a fair and objective manner. pwc Egyptian National Postal Organization July 2007 Capacity Building Project 4.3.2 Leadership and Change Management Definition: Initiates, communicates and manages organizational change; makes decisions and priorities consistent with change objectives; takes responsibility for the implementation, delivers significant improvements and ensures sustainable performance after the change is complete. It includes the ability to generate innovative ideas and develop recommendations for improvement and change for the greater efficiency of work processes and the organization. It is also the ability to adapt to changing circumstances and adopt a flexible work style including the willingness to readily adjust to new demands, requirements, or directions, and the ability to shift priorities to meet a changing strategy. This includes providing clear direction about change, and encourages others to seek opportunities for different approaches to addressing problems and opportunities. POOR BASIC GOOD V.GOOD 1 2 3 4 Has his mind set on Resists discussing changes Recognizes the validity Understands the need for specific plans and or modifications proposed of others’ viewpoints change and embraces new objectives, does not by others and incorporates them work procedures; exhibits incorporate changes in his plan. optimism and enthusiasm Is not generally comfortable for change Not usually able to with change; but Is Projects flexibility in produce fresh, relevant receptive to new ideas and work situations Adjusts behavior and work ideas in response to different perspectives methods in response to defined opportunities, Willingly, quickly and new management priorities, problems, or situations Makes effort to adjust to effectively embraces multiple demands new situations/ changing change Self-centered and narrow demands, often not in a May lead change initiatives, minded to viewing others’ reasonable time frame. Seeks and is open to acting as a change agent, opinions. new approaches and and willing to take risks and Does not seek information alternatives that meet uncertainty Consistently exhibits a to understand changes that organizational goals negative attitude; are occurring and how they and objectives Integrates existing effective discourages others from will impact the job and the approaches with less taking a new approach to organization Considers and openly conventional approaches to work activities discusses changes or improve efficiency or Does not challenge the modifications proposed productivity efficiency of existing by others to improve processes or a new work problems and Creates an atmosphere systems/ work procedures processes where innovation is championed, rewarded, and Develop expected of each individual recommendations for changes Encourages calculated risk by others pwc Egyptian National Postal Organization July 2007 Capacity Building Project Appendix 4 Assessment Toolkit (will be attached in a separate document) pwc