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Building Effective Teams

Competency Model Operational Legal – Fi n a n c ia l Interpersonal Mid-Level Manager Competency Development Guide 4 For each broad competency area, the Mid-Level Manager Competency Development Guide presents: • Core attributes to which the mid-level manager should aspire. • Domains designed to ground each competency in observable behaviors. • Higher level skills and behavioral areas. • A checklist of specific tasks associated with performing the job function. How to Use This Guide The Mid-Level Manager Competency Development Guide can be used to help mid-level managers acquire the skills, knowledge and behavioral characteristics they need to collaborate with and manage frontline staff. Providers and mid-level managers can use this tool in a variety of ways, including: • Continuing education: Providers and mid-level managers can review the competencies to identify the skills that are critical to the organization’s success, and the skills that need further development among specific mid-level managers or across middle management as a whole. Continuing education can be tailored to address these learning needs. • Performance evaluations: The competencies can be used as a foundation for a mid-level manager’s performance review. Existing documents used in the performance review process can be updated to make them more competency-based. • Professional development: The competencies can be used to help individual mid-level managers, and the organization’s Human Resources department, design professional development plans and select specific courses and programs for skill enhancement. • Recruitment: This guide is not designed to be a screening tool for hiring or promoting mid-level managers. However, it can be used as a framework for assessing the relative competence of individuals applying for jobs.