On a scale from 1-5, where 1 is poor and 5 is exceptional, how does the individual’s behaviours and belief system align with the values or philosophy of the clinic?
Individuals who score highly in this area show common traits of loyalty, honesty, courage, empathy, gratitude, and other important virtues that promote good behaviour. They have a strong belief system and are humble in nature. They commonly have pleasant, likable personalities, are service driven, dependable, and put others before themselves. These individuals make responsible, fair, and well-informed decisions based upon personal integrity.
Character is a set of special attributes that describes how a person thinks, behaves, and feels; our values shape our priorities and help to distinguish between right and wrong. Therefore, if someone scores lower in this area it is likely that they are untrustworthy, contradictory, disrespectful, questionable, or dishonest.
On a scale from 1-5, where 1 is poor and 5 is exceptional, how reliable is the individual?
Commitment is a psychological tendency that ensure people’s actions align with their values and internal drivers. Committed individuals are people who regularly keep their promises and are always striving to push their boundaries and achieve more. Those who score highly in this area are those who work hard out of habit and out of loyalty. They have a unique work ethic that allows them to physically keep going because they are mentally wired towards achieving their goals.
Consistency is the action of commitment and a desirable personality characteristic. Behaviourally, people who are not seen as consistent are often thought to be indecisive and hypocritical. When people are authentic in nature, they remain true to themselves. What you see is what you get. Consistent individuals are those who always behave in the same way; they have the same attitudes towards people or things, and generally achieve the same level of success in everything they do. Be careful not to confuse consistently achieving KPI targets as a favourable contributor. In this instance, an individual’s commitment and consistency should be reflective of their behaviour in the workplace, not their performance.
On a scale from 1-5, where 1 is poor and 5 is exceptional, how engaging is the individual?
While connections are about ‘doing and action’ and are usually time-constrained, relationships are about being present and the experience of connecting with someone over an extended period. Both are important in the workplace.
For individuals who score highly in this area, turning connections into relationships is an essential part of their team ‘engagement.’ What it really comes down to is good people management. How easily can you converse with this person? Engagement and building relationships are about ‘meeting people halfway,’ making time for everyone and treating everyone as equals. The ability to relate well to others and adapt to differing personality types requires high emotional intelligence. High scoring individuals are known to form strong connections and therefore contribute greatly to happy organizations and healthy culture.
On a scale from 1-5, where 1 is poor and 5 is exceptional, how capable is the individual?
By way of training and/or experience, a highly competent person is knowledgeable, reliable, and self-sufficient in their role. Operationally they work independently and with minimal need for management. For individuals early in their career, competence is noted in those who pick-up tasks well, are results driven, accountable, and regularly execute to a reliable standard. In situations where a problem does arise, a solution is often found through self-initiative and very little need for oversight or guidance.
Individuals who score poorly in this area are those who lack the necessary skills to complete a task. They could be described as incapable, limited in their abilities, or have difficulty taking direction. The lowest level of competence is unconscious incompetence. Heed caution with individuals who no longer think they have anything to learn; those who stop asking questions, assume they know it all, or become ignorant in their personal growth. These team members are difficult to manage and often see continuing professional development as un-necessary chore.
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