This document outlines many competencies for supervisors and managers. It discusses managing people and processes, running the business, recruiting and hiring, managing new hire logistics, conducting team and one-on-one meetings, developing people, assessing staff performance, addressing poor performance, project management, technical capabilities, problem solving, leadership, time management, planning, and handling stress. The competencies focus on setting goals, measuring performance, providing feedback, delegating work, and driving accountability.

1. Supervisors and Manager Competencies
Manage People and Processes
• Prioritize work and ensure resources are applied productively
• Work within a budget
• Establish clear, challenging and realistic performance goals and standards for the
team
• Measure and coach direct reports on progress relative to goals and targets
• Spend sufficient time observing others on the job performance
• Provide timely feedback that is specific and behaviorally based to improve short
term and long term performance
• Analyze the causes of poor performance before determining best courses of action
• Listen to direct reports ideas and perspectives
• Demonstrate flexibility and creativity by adjusting team priorities as needed
Run the Business
• Know the business and keep up with changes
• Understand the principles that drive the business
• Have a general overall knowledge of systems, products, processes, measurements
and reporting
• Understand volume management
• Identify routine schedule and staffing problems and take appropriate action
• Build and maintain technical proficiency as needed
• Drive accountability for results and deal with poor performance directly and
quickly
• Demonstrate a willingness to work along side associates
• Have a working knowledge of products and services
• Ensure the constant measurement, assessment, and improvement of all business
processes
• Solve business problems in a systematic way based on data and relevant business
criteria
• Select and hire staff
Recruiting, Interviewing, Hiring Decisions
• Identify behavior/skills needed to be successful in the position and translate that
into interview questions
• Use appropriate questions to gain in-depth information about the candidate to
assess the candidates capabilities
• Ask open ended questions; the candidate should do most of the talking

2. • Determine if the person is skilled enough for the position
• Does the person have the tangible and intangible skills?
• Assist in the recruitment process
• Establish start dates and back dates to start sourcing
• Understand the new hire process to answer questions
• Effectively select and hire staff
• Work with training to set expectations for timing of training
• Know what questions not to ask or that are illegal such as age, sexual preference,
personal questions or inappropriate questions
Managing Logistics of New Hire Set Up
• Understand systems and how to get applications, forms ECT.
• Check list for each new hire
• Include key stakeholders: HR, IS, Operations
Team Meetings
• Keep meetings as scheduled as much as possible
• Control the time
• Have an agenda prepared
• Delegate/rotate duties across team members
• Encourage input from all members and take advantage of contrarian views
One on One meetings
• Time management: be there when you say; keep full time available
• Prepare in advance
• Set priorities
• Nurture working relationships through these meetings
• Foster open communication and be approachable
• Solicit opinions
• Set expectations
Develops People
• Ensure that direct reports have a clear understanding of their responsibilities and
the tools/resources to do the job
• Develop staff by call reviews, on the job training, projects and coaching
• Create a climate of collaboration by communicating and reinforcing the value of
teamwork and sharing ideas
• Build business partner relationships where necessary
• Keep the boss informed on a timely basis about developments and progress

3. • Encourage input on decisions
• Deal openly and honestly with conflict to resolve in a constructive manner
• Recognize and reward performance
• Be specific; be focused on results
• Goals for team members must be measurable, attainable, relevant and time based
• Delegate meaningful work (if appropriate)
Assessing Staff
• Monitor job performance
• Provide constructive feedback
• Match job responsibilities to learning accomplishments
• Acknowledge and reinforce strengths of individual
• Determine goals to be accomplished
• Clearly define the goal and the work that needs to be done to complete the goal
• Set up measurement plan to track goals
• Measure performance against established goals
• Schedule regular feedback sessions
o State the purpose of the feedback
o Give an opportunity for response
o Summarize and express support
Coaching and mentoring
• Plan the development of team members
• Provide timely feedback
• Deliver difficult messages
• Identify individuals strengths and utilize this for the betterment of the team
• Assign people to tasks that will develop new skills
Addressing Poor Performance
• State the performance shortfall in specific behavioral terms
• Be direct
• Determine the cause
• Accept the emotion behind the defense
• Restate the shortfall
• Develop a joint action plan for improvement
• Establish a firm progression if problem continues (i.e. verbal, written notice,
possible termination)
• Involve and update resources : Boss, HR
• Follow-up and reinforce progress

4. Giving Reviews/Writing Reviews
• Utilize the HR format
• Provide Measurable assessment based on established goals and standards
• Avoid vague terms like attitude
• Base judgments on facts and tangible criteria
• Write in concise and understandable sentences
• Be direct, honest and forthright
Process Management
• Scope project requirements against time and other contingencies
• Monitor progress towards a goal and make adjustments when necessary
• Assess the potential for risk
• Prioritize workload
• Handle tasks and assignments based on priority
Project Management
• Definition phase
o State the project
o Develop objectives
o Develop work breakdown structure
o Identify resource requirements
• Planning Phase
o Assign responsibility
o Sequence deliverables
o Schedule deliverables
o Schedule resources
o Protect the Plan
• Implementation Phase
o Start to implement
o Monitor project
o Modify project
o Closeout and evaluate
Technical Capability
• Demonstrate strong personal computing skills
• Have a working knowledge of TMP systems functionality

5. • Utilize an in-depth understanding of the systems and technologies related to the
job
• Use appropriate applications and tools effectively and efficiently
Inventory Control
• Set Standards on work completion
• Know your inventory and do not allow it to become out of control (case load)
• Ask for help when needed
• Compile a staff back up plan for when inventory is not to be completed in
standard
• Be creative
Problem resolution
• Take personal responsibility for solving a problem or finding a resource that can
• Clearly communicate verbal and written departmental goals
• Speak clearly and express well in both group and one on one conversations
• Convey information clearly and concisely
• Provide timely updates to staff
• Identify information needs
• Effectively utilize various mediums such as voice mail, email, IM, memos and
letters
• Seek and accept feedback on your performance
• Accept accountability for your progress and self development
Commitment and Credibility
• Set high standards and display a commitment to excellence
• Respond to challenging situations with a positive, can do attitude
• Communicate confidence, competency and dedication that inspires trust
• Be honest and forthright
• Be willing to go above and beyond to achieve desired results
Customer Focus
• Understand the customers issues and needs
• See the customers perspective
• Convey a sense of availability and responsiveness
• Emphasize a high priority on customer satisfaction
Organized Work Style

6. • Prioritize work load based on business needs
• Manage multiple tasks successfully
• Leverage resources and tools to improve business processes
• Correctly allocate time
Teamwork
• Share information and expertise with others
• Keep commitments and take responsibility for actions
• Back up team members and support them
• Take input from others and give credit to others
Being a Leader
• Be a role model who motivates and drives people to be their best
• Portray professionalism with a positive attitude
• Support your team and provide direction
• Maintain composure when things go wrong
Utilize Resources
• Use staff and their talents effectively
• Don’t be a hero, get your boss involved if needed
• Use HR, IT and other internal customers to deal with issues that they should help
you with
• Use experts knowledge and capabilities
Delegating
• Use delegation to teach and involve your team
• Delegate anything and everything you can; this will free you up to work on goals
and continuous improvement of the unit
• Delegate even if you can do it better than your staff; unless it is critical and a
client priority; use your best judgment
• Develop two way trust with your team members
Handling Stress
• Do not let your job consume you; deep breaths
• It will always look better the next morning; get a good nights sleep
• Exercise regularly to release daily stress
• Talk about issues effecting you with others
• Relax, most internal crisis’s are self induced and never materialize

7. • Use stress to your advantage to complete your goals
Time Management
• Clarify your goals
• Plan and schedule your tasks and goals
• Sort out priorities
• Handle interruptions
• Delegate whenever possible; more than you think you can
• Be organized: avoid desk clutter, bad filing and excess paperwork; don’t save
things you can get online or elsewhere
• Handles things only once
• Improve upon concentration and reduce stress
Daily Planning
• Determine priorities; what is most important
• Do it now! Don’t put off important issues to do the easy ones first
• Make each day one of accomplishment
Short Term Planning
• Make a to do list with everything you need to do in the next four weeks
• Write down ideas and goals; you will see these every day in writing and it will
help you achieve them
• Record your flashes of brilliance
Long Term Planning
• Use a calendar, a date book or a series of files by months to keep reminders that
are upcoming in the future (beyond 4 weeks)
• Go through the monthly file at a scheduled time each month
• If the goals are in writing, you have a better chance of achieving them