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Manager and Supervisor Foundational Skills

 

Background

Through the involvement of all levels of City of Scottsdale employees, the City has created a Foundational Skills model.  The Foundational Skills are those considered necessary to assist in a successful career with the City.  While no employee is expected to be a perfect model of all the skills, the Foundational Skills provide a set of standards toward which all employees may work to improve.

 

The Foundational Skills Levels
The City of Scottsdale has divided its foundational skills into three levels: General Workforce, Supervisor/Manager and Director/Executive Director.  Each level builds upon the level prior (as shown in the foundational skills diagram).  The City attempts to hire new employees who exhibit a high degree of the General Workforce skills, and other levels as appropriate to the position.

 

What does this mean to me?
Since you found this page through a link from a job description, that may mean you are interested in a position with the City.  Each job description has been assigned a level (General Workforce, Supervisor/Manager or Director/Executive Director) and you may access the other Foundational Skills levels from the links at the bottom of this page.

 

Future Development
If you are an existing employee of the City or become an employee in the future, you will find increasing numbers of classes and other personal and professional growth opportunities.  These opportunities are tied to specific foundational skills being offered through our own Scottsdale University – the learning management system we use to manage the training function.


Foundational Skills Diagram - PDF (33KB / 1pg)





Manager and Supervisor Foundational Skills Model

 

Attention to Communication (Managers, Supervisors, Leads)

Decisiveness

Developing Others

Empowering Others

Focus on Safety    NEW
Fostering Diversity (Managers, Supervisors, Leads)

Managing Change

Managing Performance

Resource Management

Self and Interpersonal Awareness (Managers, Supervisors, Leads)

Strategic Thinking



Attention to Communication (Managers, Supervisors and Leads)

Definition:  Employs effective verbal and written communications skills to ensure that information is successfully shared throughout the organization.  Plans and delivers verbal and written communications that are impactful and persuasive with their intended audiences.

Behaviors that show the presence of this skill, ability, or demonstrated knowledge:

  • Keeps management, peers and direct reports informed through regular, timely, consistent communication
  • Creates a working environment that fosters good communication practices by promoting openness, trust and feedback
  • Demonstrates active participation in conversations by paying attention, maintaining eye contact, and then reiterating what has been agreed upon to avoid misunderstandings and confusion
  • Demonstrates ability to deliver information in an impactful and persuasive manner by using language, graphics and examples that are specific to a particular audience
  • Expresses himself/herself clearly when speaking with others by using proper grammar and choice of words for target audience
  • Uses multiple channels or means to communicate important messages in an appropriate and effective manner (e.g., memos, newsletters, meetings, electronic mail)
  • Expresses himself/herself clearly when sharing information in writing by organizing thoughts and ideas in a clear format, writing grammatically and using graphics when appropriate
  • Persists in seeking understanding despite obstacles
  • Discusses background and reasoning for decisions, procedures, etc, in order to relay how the information supports the overall missions and goals of the department or workgroup.

 

Decisiveness

Definition:  Makes difficult decisions in a timely manner.

Behaviors that show the presence of this skill, ability, or demonstrated knowledge:

  • Is willing to make decisions in difficult or ambiguous situations when time is critical
  • Takes charge of a group when necessary, to overcome an impasse, face issues, or ensure decisions are made
  • Makes tough decisions, e.g. closing a facility, reducing staff, accepting/rejecting a high stakes deal
  • Takes action that is consistent with available facts, constraints, and probable consequences
  • Takes calculated risks
  • Takes responsibility for decisions
  • Identifies and understands issues, problems, and opportunities related to the decision at hand

 

Developing Others

Definition:  Works with others to coach them in developing their capabilities.

Behaviors that show the presence of this skill, ability, or demonstrated knowledge:

  • Provides helpful, specific behavioral feedback to others
  • Shares information, advice and suggestions to help others be more successful
  • Gives people assignments designed to develop their abilities
  • Regularly meets with employees to review development progress
  • Collaboratively works with employees to help design development opportunities
  • Expresses confidence in others’ ability to be successful
  • Recognizes and reinforces employees’ development efforts and improvement plans
  • Participates in opportunities to enhance knowledge and skills in others
  • Uses appropriate methods and a flexible interpersonal style to help others develop their capabilities 
  • Demonstrates and models the City’s Employee Values for other employees to emulate

 

Empowering Others

Definition:  Conveys confidence in each employee’s ability to be successful, especially at challenging new tasks.  Delegates significant responsibility and authority and allows employees freedom to decide how they will accomplish tasks, reach goals and resolve issues.

Behaviors that show the presence of this skill, ability, or demonstrated knowledge:

  • Gives people the latitude to make decisions in their own sphere of work
  • Lets others make decisions and take charge without taking over
  • Encourages individuals and groups to set their own goals, consistent with business goals
  • Expresses confidence in the ability of others to be successful
  • Encourages employees to make decisions based on their level and areas of responsibility and level of knowledge and skills
  • Provides the resources for employees to be successful
  • Clearly communicates the parameters of the delegated responsibility, including decision making authority and any required actions, constraints, or deadlines
  • Assigns decision-making and work functions to others in an appropriate manner to maximize organizational and individual effectiveness
  • Supports individuals and groups in resolving own problems; avoids prescribing a solution
  • Establishes procedures to keep informed of issues and results of delegated responsibilities

 

new
Focus on Safety (Managers, Supervisors and Leads)

Definition:  Provides, promotes and plans for a safe work place by maintaining job specific safety practices through education and training. Encourages open communication regarding safety issues. Advocates for safety. Ensures safety always comes first.

Behaviors that show the presence of this skill, ability, or demonstrated knowledge:

  • Sets a positive example in all safety related matters
  • Keeps up-to-date on current trends and products through ongoing analysis
  • Resolves safety issues in a timely manner
  • Enforces safety practices through accountability
  • Ensures employees are 100% compliant on required safety training  
  • Provides regular safety training and education for employees
  • Knows and understands City and department safety policies and reporting procedures
  • Communicates safety openly, often and in a positive manner
  • Holds regular “tailgate” or other routine safety meetings
  • Discusses safety with other divisions, departments and sections within the City and counterparts in other cities looking for best practices and feedback
  • Provides appropriate safety gear, equipment (PPE) and proper stowage
  • Reviews emergency plan and department specific guidelines (like job safety analyses) with input from employees
  • Ensure all employees attend to cleanliness in the work area and maintain proper housekeeping
  • Develops safety checklists
  • Corrects and reports unsafe practices
  • Ensures safety is paramount over deadlines
  • Regularly inspects the workplace specific to safety practices and issues
  • Works with Risk Management or City Safety Team to ensure proper fit/type of safety equipment for each employee


Fostering Diversity (Managers, Supervisors and Leads)

Definition:  Recruits, develops and retains a diverse high quality workforce in an equitable manner.  Leads and manages an inclusive environment within the organization and community that maximizes the talents of each person to achieve sound business results.

Behaviors that show the presence of this skill, ability, or demonstrated knowledge:

  • Hires and promotes people from diverse backgrounds
  • Provides opportunities for employees to participate in activities that promote cultural sensitivity and understanding
  • Confronts disrespectful behavior
  • Solicits input from all members of the team
  • Assists people from diverse backgrounds to succeed
  • Encourages an environment where diverse opinions are freely expressed
  • Includes employees from a variety of backgrounds and experiences in problem solving and decision making
  • Utilizes the full potential of all employees 

Managing Change

Definition:  Demonstrates support for innovation and for organizational changes needed to improve the organization’s effectiveness; supports, initiates, sponsors and implements organizational change; helps others to successfully manage organizational change.

Behaviors that show the presence of this skill, ability, or demonstrated knowledge:

  • Acts as a champion for change
  • Demonstrates support for innovation and for organizational changes needed to improve the organization's effectiveness
  • Helps others to successfully manage organizational change
  • Accepts and works through the ambiguity that comes with change activities
  • Develops, plans, and follows through on change initiatives
  • Addresses change resistance and shows empathy when dealing with people who feel a loss as a result of change
  • Works cooperatively with others to produce innovative solutions
  • Implements or supports various change management activities (e.g., communications, education, team development, coaching)
  • Helps employees develop a clear understanding of what they will need to do differently as a result of changes in the organization
  • Establishes structures and processes in order to plan and manage the systematic implementation of change
  • Encourages others to ask why our workplace has the work processes or assumptions we currently have and whether or not they need to change

 

Managing Performance

Definition: Takes responsibility for own performance and employees’ performance by setting clear goals and expectations, tracking progress against those goals, ensuring feedback and addressing performance problems promptly.  Keeps subordinates and own supervisor informed on performance-related issues.

Behaviors that show the presence of this skill, ability, or demonstrated knowledge:

  • Sets clear goals for the employees and the work unit
  • Works with employees to set and communicate performance standards that are specific and measurable
  • Develops performance expectations and performance agreements with direct reports
  • Deals firmly and promptly with employee performance problems by establishing facts of behavior with the employee, setting expectations, monitoring and documenting behavior or performance, and taking disciplinary action when the behavior or performance warrant
  • Provides specific performance feedback, both positive and corrective, as soon as possible after the event or action
  • Evaluates priorities to ensure the 'true' top priorities are handled satisfactorily
  • Supports employee efforts to achieve job and organizational goals by providing resources, removing obstacles, and acting as a buffer
  • Deals firmly and promptly with organizational performance problems by working with staff to diagnose problems, develop solutions, and monitor progress while keeping upper level management informed

 

Resource Management

Definition:  Effectively applies the organization’s assets.  Makes efficient use of time, money, people, materials and other resources to accomplish the organization’s goals.  Provides direction, guidance and expectations for resource allocation to ensure service is balanced with fiscal responsibility.

Behaviors that show the presence of this skill, ability, or demonstrated knowledge:

  • Determines the capacity of resources and level of service demand to maximize effectiveness
  • Is fiscally responsible within the department and manages budgetary responsibilities within provided deadlines
  • Hires new employees based on proven skills and abilities
  • Uses resources to provide an acceptable return on investment for stakeholders
  • Identifies employee skill sets early and provides growth opportunities
  • Makes the connection between the budget and resources, the strategic plan and other organizational goals documents
  • Develops programs, resource plans and budgets for projects or units
  • Complies with administrative controls over funds, contracts, and procurements, to preclude fraud or mismanagement of government resources
  • Monitors expenditures and resources to ensure spending is within allotments, and makes appropriate modifications when necessary 

Self and Interpersonal Awareness (Managers, Supervisors and Leads)

Definition:  Uses face-to-face meetings to give feedback to employees and identifies and promptly tackles morale problems. Finds creative ways to make employees’ work rewarding and acknowledges and thanks people for their contributions.  Signals own commitment to employees’ work by being personally present and involved at key events.

Behaviors that show the presence of this skill, ability, or demonstrated knowledge:

  • Uses face-to-face meetings to give feedback to employees
  • Finds creative ways to make people’s work rewarding
  • Identifies and promptly tackles morale problems
  • Acknowledges and thanks people for their contributions
  • Signals own commitment to employees’ assignments and projects by being personally present and involved at key events
  • Provides appropriate support based on an accurate assessment of the emotional and psychological status of employees
  • Recognizes and rewards people for their achievements
  • Expresses pride in the group and encourages people to feel good about their accomplishments

 

Strategic Thinking

Definition:  Analyzes our competitive position bearing in mind industry trends; considers our existing and potential customers; compares our strengths and weaknesses to other municipalities, similar private industries and “best practices” standards.  Makes plans to achieve goals based on this analysis.

Behaviors that show the presence of this skill, ability, or demonstrated knowledge:

  • Recognizes the organization’s strengths and weaknesses as compared to other municipalities
  • Researches, interprets, and reports on long-term customer and stakeholder trends for the purpose of formulating operational procedures
  • Has an in-depth understanding of “best practices” products and services within the market place
  • Identifies industry and market trends affecting the organization’s competitiveness
  • Formulates achievable, cost-effective plans that take the organization's strengths and weaknesses into account
  • Provides analysis of policy issues, develops program proposals, and develops plans that address long-term customer and stakeholder needs and concerns




Go to General Workforce Foundational Skills Page

Go to Executive Director and Director Foundational Skills Page