Competencies – Behavioural Guide (Core & Leadership)

February 2017

1
 Objectives
• Identify specific behaviors that describes each competency
focusing on HOW the competency should be demonstrated
• Help people to understand what is expected and provides greater
clarity on desired performance
• Enable individual and their managers to have clear focus on
performance and development
• Establish common language and benchmark across the
organization through application such as assessment, multi-rater
feedback, development action planning

2
Core Competencies
6 identified Core Competencies

• At organizational level
• Apply to ALL members
• Represent the most essential for
successful job performance at
VietinAviva
• Identified through Lominger
interviews with managers and up

Competencies Votes

Customer Focus 27
Ethics and Values 20
Drive for Results 12
Integrity and Trust 11
Time Management 8
Problem Solving 7
3
Leadership Competencies
6 identified Leadership
Competencies
Managing
Vision and • At organizational level
Purpose
• Apply to the Leadership Team.

Business Strategic
Acumen Agility Competencies Votes

Delegation 14
Leadership
Competencies
Developing Direct
13
Reports and Others
Managing Vision and
11
Motivating
Delegation
Purposes
Others
Business Acumen 9
Developing
Direct Motivating Others 9
Reports
and Others
Strategic Agility 8

4
Alignment with Values

Care More Create Legacy Kill Complexity Never Rest

Core Competencies

Integrity and Trust Ethics and Values Problem Solving Drive for Results
Customer Focus Time
Management

Leadership Competencies

Developing Direct Managing Vision Business Acumen Strategic Agility

Reports and and Purpose
Others
Motivating Others Delegation

5
Key Principles – Behavioral Indicators
Development

The Competencies – Behavioral Guide / Dictionary

 Documented combination of competencies and related definitions
 Behavioral indicators are:
‒ Definitions that describe each competency in behavioral terms
‒ Observable behaviors that individuals employ when they are demonstrating a
particular Competency

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Key components of behavioral
indicators:

• Simple, easy to understand

• Measurable, is quantifiable and assessable
• Action oriented, can be executed
• Result based, there is a positive outcome
• Tangible, is visible and can be seen

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Behavioral Levels

Level 1 Level 2
Basic Attitude

Level 4 Level 3
Exceed Action

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Behavioral Mapping – Principles

• Minimal requirement for an individual in

Level 1 demonstrating the behavior

• Desire in exercising this behavior

Level 2

• Ability to execute and perform the

Level 3 expected behavior required for the
competency

• Exceeding the required behavior and

Level 4 showing exceptional ability (going the
extra mile)

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6 Identified Core Competencies

10
Core – Integrity and Trust
Behave consistently in an honest, fair and trust-worthy manner.
Demonstrate reliability and dependability in communication and actions.
Create a workplace culture that fosters trust and respect.
• Exercise integrity in the workplace, demonstrate
Level 1 honesty and develop trust through words and actions

• Demonstrate trustworthiness, keep confidentiality of

Level 2 sensitive organization information and take action to
protect internal and external stakeholders assets

• Take accountability, be willing to admit mistakes and

Level 3 oversights, uphold responsibility to make things better

• Lead and influence others to uphold ethical practices

Level 4 constantly in the workplace
Core – Ethics and Values
Consistently promote VietinAviva values, demonstrate ethical principles and
ensure high standards for ethics are conducted throughout internal and
external business activities
• Understand organization values and demonstrate
Level 1 ethical behaviors that is consistent with VietinAviva
values

• Apply ethical judgment in making decision, ensure

Level 2 actions are to the best interest of internal and external
stakeholders

• Exercise respect and lead by example to inspire others

Level 3 in developing ethical practices

• Promote ethical norm and amplify values as part of

Level 4 organization culture
Core – Problem Solving
Adopt an effective approach in identifying and analyzing problems ensuring
issues are addressed and impactful solutions are developed

• Adopt a continuous improvement attitude, take initiative

Level 1 in identifying, analyzing and resolving issues

• Anticipates possible consequences, evaluate and

Level 2 develop alternative solutions with stakeholders in mind

• Demonstrates attitude and ability to solve difficult

Level 3 problems, partner with others to create effective win-
win solutions

• Be open to changes and adopt an open mind on new

Level 4 ideas and ways to generate solutions for stakeholders
Core – Customer Focus
Anticipate, understand and address the needs of internal and external
customers. Provide timely services and manage expectations ,
demonstrate focused commitment to deliver value-added solutions
• Actively seek to understand and address customer
Level 1 needs through applying solid knowledge and efficient
services

• Take action to resolve customer issues and provide

Level 2 positive outcomes with the customers’ interest in mind

• Identify ways to improve services, leverage on

Level 3 customer feedback and insights to continuously
improve performance

• Promote customer-centric behavior throughout the

Level 4 organization, encourage proactive focus on enhancing
and delivering value-added solutions
Core – Time Management
Effective management of time and resources focusing on the delivery of
work priorities, projects, tasks are completed in an efficiency and productive
manner
• Plan, organize and execute task according to business
Level 1 priority ensuring achievement of both performance and
productivity

• Effectively allocation resources, adopt flexible approach

Level 2 and implement efficient ways to attain desired results

• Stay focused on attaining deliverables, remove

Level 3 obstructions to success through managing distractions
and conflicts in a timely and effectively manner

• Influence and engage others to strive for workplace

Level 4 excellence, support others to achieve team productivity
and efficiency through collaboration
Core – Drive for Results
Take initiative to do more than required; demonstrate commitment and take
action to achieve performance and results

• Plan, prioritize and execute tasks in a timely manner,

Level 1 focus on achieving performance and productivity

• Align actions to organization objectives, seek for

Level 2 opportunities and identify potential barriers to attain
results

• Partner with stakeholders, open to new ideas and

Level 3 different approach in driving continuous improvement
and workplace success

• Encourage others to proactively anticipate issues and

Level 4 problems, map out alternative ways in managing
changes and potential barriers to tasks executions
6 Identified Leadership Competencies

17
Leadership – Managing Vision and Purposes
Develop shared ownership on, keep the organization vision and purpose in
one’s daily workplace behavior and inspire others to translate the vision into
actions
• Understand the visions and objectives of the
Level 1 organization and take ownership to align individual role
to support the vision through focused performance

• Maintain enthusiasm and positive attitude on

Level 2 organization vision, demonstrate commitment in
communications and actions

• Be open to new ways of working, adapt to changes and

Level 3 take action to align work in supporting , organization
vision and objectives

• Act as a promoter of change, motivate and influence

Level 4 others to contribute in achieving the organization vision
Leadership – Strategic Agility
Proactively seeks information on business trends, identify issues, anticipate
challenges, receptive to adapt strategic changes and set a course of actions
in achieving long-term objectives and goals
• Have clear understanding of organization objectives,
Level 1 able to gather information, identify issues and adjust
approaches in executing strategic plan

• Be receptive to changing priorities, align and redeploy

Level 2 process and resources to address and deliver
transformation

• Communicate strategic intent, solicit feedback and

Level 3 create shared ownership for others to engage and
participate in executing strategic activities

• Able to develop insight and foresight on business

Level 4 trends, respond quickly to changing conditions ensuring
strategic activities are updated to meet new focus
Leadership - Delegation
Provide appropriate opportunities and assignment for others to learn
through execution, take responsible of decision and actions in enhancing
organization effectiveness
• Understand and maximize the capability of individual,
Level 1 leverage on strengths through assigning tasks to
appropriate individual who can perform desired results

• Provide opportunities and challenging assignments to

Level 2 individual, encourage others to take ownership in
striving for excellence in performance

• Communicate boundaries of delegated responsibilities,

Level 3 provide guidance, encourage and express confidence
to enable individual to move forward

• Encourage a culture of shared ownership and

Level 4 responsibilities, establish appropriate processes and
guidelines to ensure alignment on desired results
Leadership – Developing Direct Reports and
Others
Plan, guide and support the development of direct reports and individual
skills and abilities, provide resources and developmental opportunities to
address and fulfill the current and / or future job and role requirements.
• Take initiative to identify individual areas of
Level 1 development, understand individual abilities and
capability to map out learning needs

• Assign tasks, create opportunities and remove barriers

Level 2 to support and fulfill individual development
requirements

• Provide specific performance feedback, establish

Level 3 targeted goals, monitor progress and collaborate with
others to strive for improvement

• Motivate and encourage continuous learning, create a

Level 4 learning culture that fosters learning ownership and
potential maximization
Leadership – Motivating Others
Demonstrate confidence in the capabilities of others, supports individual
growth and workplace improvement through inspiring, encouraging,
recognizing and challenging individual to excel and perform
• Understand the motivators of others, provide
Level 1 empowerment and to excel and do their best

• Leverage on the strengths of others, , acknowledge

Level 2 individual expertise and ability, be open to engage
others to work on challenging projects

• Provide positive reinforcement and recognition, conduct

Level 3 feedback sessions to appreciate performance and
address areas of attention

• Lead by example, inspire others to develop

Level 4 enthusiasm, courage and commitment to strive for
continuous improvement and workplace excellence
Leadership – Business Acumen
Executes organization strategies with strong understanding of business
objectives and outcome, having the ability to integrate business knowledge
into effective judgment and good decision
• Possess breadth of business knowledge, able to
Level 1 comprehend and incorporate activities of own function
to contribute to organization goals

• Apply understanding of business trends and

Level 2 performance indicators when making effective business
judgment and decisions

• Adapt priorities to changing business situation, develop

Level 3 plans and activities taking into account both short term
and long term issues, problems and business
opportunities

• Instill business-oriented mindset within the

Level 4 organization, promote business learning to strengthen
and accelerate organization intellectual growth