Interpretive Guide
Results Orientation is a concern for surpassing a standard of excellence.
The standard may be one’s
own past performance (striving for improvement); an objective measure (achievement orientation);
challenging goals that one has set; or even improving or surpassing what has already been done (continuous
improvement). Thus, a unique accomplishment also indicates a Results Orientation.
Behavioural Level
1. Works to Do Job Well:
- Tries to do the job well or
- May express frustration at
right.
Interpretive Guide
Level
Observed
Did the candidate demonstrate a need to perform at a
high level, without solid evidence that this level of
performance was achieved?
waste or
i n e f f i c i e n c y, b u t d o e s n o t i n i t i a t e s p e c i f i c
i mp r o v e m e n t s .
2. Creates Own Measures of Excellence:
- U s e s o w n s p e c i f i c me t h o d s o f m e a s u r i n g
outcomes against a standard of excellence.
-
Did the candidate successfully meet performance
standards set by management? Is there evidence of
specific action taken to ensure management’s targets
were met?
May focus on new or more precise ways of
m e e t i n g g o a l s s e t b y ma n a g e m e n t .
3. Improves Performance:
- Makes specific changes in
Did the candidate discuss trying to improve
performance without setting a specific goal? Did the
candidate describe how he/she specifically improved a
process without reference to a definitive goal (e.g.
performance was improved but with no specific target
level of improvement in mind)?
4. Delivers to Meet Challenging Goals:
- “Challenging” means it is a definite
Did the candidate set and meet a challenging goal
with a specific outcome in mind? Did the candidate
describe that others believed such a goal was very
difficult or impossible? Was the candidate responsible
for achieving a new performance standard? In order
to score this level, the candidate needed to
demonstrate that a significant level of planning and
effort was required to accomplish the goal.
Did the candidate specifically calculate costs and
benefits of a possible goal and use this analysis as the
basis for choosing goals? Did the candidate use data
and trends to make goal related decisions (including
not pursuing a goal because it would be too costly)?
t h e s ys t e m o r i n
o w n w o r k m e t h o d s t o i mp r o v e p e r f o r ma n c e
(e.g., does something better, faster, at
l o w e r c o s t , m o r e e f f i c i e n t l y ; i mp r o v e s
q u a l i t y, c u s t o m e r s a t i s f a c t i o n , m o r a l e ) ,
without setting any specific goal.
s t r e t c h , b u t n o t u n r e a l i s t i c o r i mp o s s i b l e .
-
D e l i v e r s t o s p e c i f i c g o a l s a n d i mp r o v e s
p e r f o r ma n c e .
5. Makes Cost-Benefit Analyses:
- Makes decisions, sets priorities
or chooses
goals on the basis of calculated inputs and
o u t p u t s : ma k e s e x p l i c i t c o n s i d e r a t i o n s o f
return-on-investment or cost -benefit
a n a l ys i s .
-
Analyzes for relevant organizational
outcomes.
6. Takes Calculated Entrepreneurial Risks:
- Commits significant resources and/or time
(in the face of uncertainty) to increase
b e n e f i t s , ( i . e . , i mp r o v e p e r f o r ma n c e , r e a c h
a c h a l l e n g i n g g o a l , i mp l e m e n t s i n n o va t i v e
solutions, etc.).
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Did the candidate demonstrate that considerable effort
was involved in the venture? Did the candidate state
that substantial resources were committed in order to
achieve the goal? To score at this level, evidence of
risk taking must be clear.
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Interpretive Guide
Brought to you by the
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