Management Development Program

Workforce Development Program

Manager’s Promotability Evaluation Form

Resource Guide

The Workforce Development Promotability Evaluation is designed to evaluate an employee’s knowledge, skills, and abilities (“KSAs”) in the leadership competencies adopted by the Orange County Superior Court. The evaluating manager should consider both past performance and the candidate’s learning agility and demonstrated ability to perform in first-time situations as expected in a future, higher level position. In assessing an employee’s level of promotability, the manager should look not only to the employee’s past performance in their current job, but also evaluate the employee’s potential in a future, higher level position. In many cases, the anticipated level of performance should be looked at more closely than the employee’s previous level of performance as there are manymay be areas that the employee might not have had an opportunity to perform and/or the performance requirements may vary significantly (e.g., moving from a technical position to a leadership role).

Instructions:

Review each competency listed on the Promotability Evaluation Form and the description of level of performance as contained in the Resource Guide below (i.e., Needs Improvement, Developing, Performing, and High Performing). On the evaluation form, c and choose the rating that most accurately reflects the employee’s anticipated level of performance in a next-level position, based on demonstrated performance and capabilities in each competency area. Comments should be included for each area rated as either Needs Improvement or High Performing to assist with selection decisions and in providing developmental feedback. If there has not been significant opportunity to observe the employee’s KSA’s for a specific competency, Don’t Know should be selected.

Please utilize this Resource Guide for definitions for each competency area. Once completed, this form should be submitted directly to Court Human Resources, Attention: Training & Development Officer (by pony or email to Susan McElhaney).HR Analyst, Ana Aguilar (by pony or email). Please send confidentially.

Workforce Development Program

Manager Promotability Evaluation Form

Resource Guide

The leadership competencies adopted by Orange County Superior Court reflect common core values and expectations across the organization. Review each competency area and descriptors of level of performance (Developing, Performing, High Performing) and choose the rating that most accurately reflects the employee’s current or anticipated level of performance in next-level positions. All ratings and comments should be indicated on the Evaluation Form.

Leading Change - The ability to develop and implement an organizational vision which integrates key court goals, priorities, values and other factors. Inherent to it is the ability to balance change and continuity - to continually strive to improve customer service and program performance with the basic court framework, to create a work environment that encourages creative thinking and to maintain focus, intensity, and persistence, even under adversity.
Developing / Performing / High Performing
Continual Learning:
Identifies and takes steps to prevent potential situations that could result in unpleasant confrontation; manages and resolves conflicts and disagreements in a positive and constructive manner to minimize negative impact.Grasps the essence of new information; masters new technical and business knowledge; recognizes own strengths and weaknesses; seeks feedback from others and opportunities to master new skills / · Grasps the essence of new information
· Recognizes own strengths and weaknesses
· Understands the value of being familiar with other agencies and state government / · Pursues self-development
· Masters new skills for the sake of learning
· Takes on various projects to learn new aspect of the organization / · Seeks feedback from others and opportunities to master new knowledge
· Concerned for the development of others
· Provides instruction to promote others’ development
Flexibility:
Is open to change and new information; adapts behavior and work methods in response to new information, changing conditions, forced change, or unexpected obstacles; adjusts rapidly to new situations warranting attention and resolution; is a proponent of change. / · Adjusts to new situations when necessary
· Is open to change and new information
· Adapts behavior and work methods in response to new information, changing conditions, forced change, or unexpected obstacles / · Adjusts rapidly to new situations warranting attention and resolution
· Is a proponent of change
· Is immediately open to change and new information / · Identifies opportunities for change and attains a high level or performance or achievement within a changing situation or environment
· Anticipates work changes and proactively adapts to the new situation and work requirements
· Assists others in adapting to changes
Strategic Thinking:
Formulates effective strategies consistent with the business and competitive strategy of the organization in a global economy; examines policy issues and strategic planning with a long-term perspective; determines objectives and sets priorities; anticipates potential threats or opportunities. / · Develops objectives and sets priorities that align with strategic plan and goals / · Formulates effective operational strategies that are consistent with the organization’s goals and objectives / · Examines broad policy and program issues with a long term perspective
· Develops long term strategies and approaches to create and optimize opportunities for organizational success
· Anticipates changes in the operating environment and acts proactively to minimize potential threats and gain strategic advantage

Workforce Development Program

Manager’s Promotability Evaluation Form

Resource Guide

Leading People- the ability to design and implement strategies which maximize employee potential and foster high ethical standards in meeting the court’s vision, mission, and goals.
Developing / Performing / High Performing
Conflict Management
Identifies and takes steps to prevent potential situations that could result in unpleasant confrontation; manages and resolves conflicts and disagreements in a positive and constructive manner to minimize negative impact. / · Generates a non-threatening environment to encourage a fair exchange of perspectives
· Values a diversity of ideas
· Approaches potentially contentious situations with an even-handed approach
· Allows others their voice and ensures that all participants are heard
· Recognizes positive potential inherent in conflict and disagreement / · Applies decision-making and communication techniques appropriately to achieve maximum buy-in
· Works with parties to identify and define underlying interests and values
· Uses positive and constructive techniques to look for mutually beneficial solutions. Finds the appropriate alternatives, areas of mutual agreement, or appropriate middle ground
· Ensures that whatever solution is chosen, the court’s best interests are protected / · Predicts areas of potential conflict and proactively implements strategies to constructively address
· Uses a variety of conflict resolution styles and approaches to minimize negative impact on the organization
· Identifies, creates, and acts on opportunities to build collaborative relationships
Integrity/Honesty - Instills mutual trust and confidence; creates a culture that fosters high standards of ethics; behaves in a fair and ethical manner toward others; and demonstrates a sense of corporate responsibility and commitment to public service. / · Acts honestly and fairly in all dealings with others
· Keeps promises and maintains confidences although may not have yet earned the trust of peers and subordinates
· Understands and acts in accordance with court values
· Accepts responsibility for mistakes and takes action to avoid similar situations / · Accepts responsibility for own actions, even when the outcome is not desirable for oneself
· Remains objective in situations and values treating people fairly
· Maintains the trust and confidence of others by being candid when there is a problem
· Takes a personal stand on issues when values are involved
· Fosters a work culture that creates a high standard of ethics / · Has a history of consistently acting in accordance with the court’s high professional standards and the Code of Ethics for Court Employees
· Role models courage, fairness, and objectivity; earns the respect of employees and the public through this behavior
· Confronts others whose behavior does not support court values
· Actively contributes to defining the values and translating values into action

Workforce Development Program

Manager’s Promotability Evaluation Form

Resource Guide

Leading People- the ability to design and implement strategies which maximize employee potential and foster high ethical standards in meeting the court’s vision, mission, and goals.
Developing / Performing / High Performing
Team Building- Inspires, motivates, and guides others toward goal accomplishments; consistently develops and sustains cooperative working relationships; encourages and facilitates cooperation within the organization and with customer groups; fosters commitment, team spirit, pride, trust; develops leadership in others through coaching, mentoring, rewarding, and guiding employees. / · Identifies resources needed for the team to be successful
· Communicates the mission of the organization for the team’s use in setting and prioritizing their goals
· Understands the full extent of the team’s capabilities and ensures the needs of the team are met by obtaining needed resources and information
· Follows through on commitments to the team
· Distinguishes between team and individual problems and issues / · Fosters an atmosphere and encourages going above and beyond to reach established goals
· Balances needs of individual with needs of team
· Creates an environment that motivates others and build morale
· Consistently follows through on commitments to the team
· Facilitates team and individual development needed for high performance
· Demonstrates commitment to teamwork ethic / · Regularly acts as an effective role model for attitude, teamwork, and ability to get the job done
· Fosters and demonstrates effective shared leadership models
· Consistently develops, facilitates and maintains cooperative working relationships across the organization
· Seeks and creates opportunities to use cross-functional teams to identify and address organizational issues

Workforce Development Program

Manager’s Promotability Evaluation Form

Resource Guide

Results Driven - the ability to stress accountability and continuous improvement, to make timely and effective decisions, and to produce results through strategic planning and the implementation and evaluation of programs and policies.
Developing / Performing / High Performing
Accountability - Assures that effective controls are developed and maintained to ensure the integrity of the organization; holds self and others accountable for rules and responsibilities; can be relied upon to ensure that projects within areas of specific responsibility are completed in a timely manner and within budget; monitors and evaluates plans, focuses on results and measuring attainment of outcomes. / · Is able to use established controls to maintain the integrity of the organization
· Holds self and others accountable for adhering to rules and meeting responsibilities / · Can be relied upon to ensure that projects within area of responsibility are finished on time and within budget
· Is able to identify key desired outcomes and evaluate plans to achieve them
· Develops and maintains controls within work unit to ensure that quality end-products are received and customer needs are met / · Develops and maintains controls that ensure the integrity of the organization and effective delivery of products and services across work units
· Monitors and evaluates implementation plans, focuses on results and measurement of outcome
· Makes timely and appropriate interventions to ensure desired results are achieved
Decisiveness - Exercises good judgment by making sound and well-informed decisions; perceives the impact and implications of decisions, even when data are limited or solutions produce unpleasant consequences; is proactive and achievement oriented. / · Exercises good judgment by making sound and well-informed decisions
· Makes informed decisions using information available / · Perceives the impact and implications of decisions
· Is proactive and achievement oriented
· Makes decisions in a timely manner
· Researches necessary information to make informed decision / · Makes effective and timely decisions, even when data is limited or solutions produce unpleasant consequences
· Effectively communicates to all involved the decisions made and reasons
Problem Solving- Identifies and analyzes problems; distinguishes between relevant and irrelevant information to make logical decisions; provides solutions to individual and organizational problems. / · Identifies and analyzes problems
· Distinguishes individual performance problems from organizational issues
· Surfaces issues in a timely and appropriate manner
· Identifies stakeholders / · Distinguishes between relevant and irrelevant information to make logical decisions
· Identifies and analyzes problems individually or as part of a group process
· Gathers appropriate information effectively
· Considers multiple solutions to complex problems, correctly identifying implications of options / · Provides solutions to individual and organizational problems
· Works across functional lines to identify and analyze problems and effectively implement solutions
· Uses a variety of group and individual problem-solving tools
· Shares lessons learned from problems solved and not solved; incorporates learning into organizational fund of knowledge

Workforce Development Program

Manager’s Promotability Evaluation Form

Resource Guide

Workforce Development Program