Duke HR - Pay & Performance

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Performance Evaluation and Planning

	Defining Levels of Performance
	Behavior Guidelines
	Professional Development

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HR Home >> Compensation >> Duke Pay & Performance >> Behavior Guidelines

Campus and School of Medicine Pay and Performance Behavior Guidelines

Customer Focus - Understand the needs and wants of Duke's customers in order to provide accurate, complete and timely service.
Teamwork - Work cooperatively with others to achieve organizational and team goals.
Creative Problem-Solving - Create new and valuable ideas and use these ideas to solve problems and develop improved processes and methods.
Continuous Learning - Show a commitment to continuous learning and improvement of self, others, and Duke practices.
Diversity - Take full advantage of the rich backgrounds and abilities of all by recognizing and valuing differences, seeking inclusiveness, and considering and honoring differing points of view.

Additional Expected Behaviors for Supervisors

Strategic Communication - Help develop a common vision by providing clear direction and priorities, clarifying roles and responsibilities, and promoting mutual understanding through effective communication.
Performance Management - Take the time to effectively plan and evaluate performance, provide feedback, recognition and coaching, and develop employees to be their personal best at Duke.

CUSTOMER FOCUS - Understand the needs and wants of Duke's customers in order to provide accurate, complete and timely service.
Indicators of Ineffective Behavior	Indicators of Satisfactory Behavior	Indicators of Exceptional Behavior
Respond to customers defensively or in an unfriendly or uncaring way.	Treat all customers with dignity, respect and a welcoming attitude.	Maintain helpful and courteous manner, even when faced with hostility from customers and/or other stressful conditions.
Fail to consider effect of personal actions on customers.	Work to gain a clear understanding of the problems and situations faced by customers.	Regularly update understanding of customers' needs and quickly adapt solutions, as needed, to changing customer demands.
"Pass the buck" to others or is not accessible to respond to customers' needs.	Listen for and respond to customer requests or problems in a timely manner.	Anticipate customers' needs and respond appropriately before the situation requires action.
Fail to follow through on commitments to customers.	Follow through on commitments to customers despite time pressures or obstacles.	Take extraordinary actions to meet customers' needs when required.
Do not meet established customer standards.	Meet established customer standards most of the time.	Regularly exceed established customer service standards.

TEAMWORK - Work cooperatively with others to achieve organizational and team goals.
Indicators of Ineffective Behavior	Indicators of Satisfactory Behavior	Indicators of Exceptional Behavior
Help direct team members but do not cooperate with other teams or departments.	Help and support others to solve customer problems and accomplishes Duke's goals.	Put Duke's success ahead of department or business unit success.
Work only to serve self-interests and meet personal goals.	Willingly accept accountability for team success.	Put team's success ahead of personal success.
Criticize or disregard other team members' opinions, strengths or contributions.	Give credit and recognition to others who have contributed to the team.	Help to keep team performance and morale high even during periods of intense pressure or heavy workload.
Blame others for mistakes and/or setbacks that negatively affect team results.	Communicate openly and respectfully when addressing problems with other team members.	Work to resolve conflict among team members by showing respect for others' opinions and working toward mutually agreeable solutions.
Do not share information or expertise with others when needed.	Share information and expertise with others to help them achieve team goals.	Coach less experienced team members and motivate others to achieve common goals.

CREATIVE PROBLEM-SOLVING - Create new and valuable ideas and use these ideas to solve problems and develop improved processes and methods.
Indicators of Ineffective Behavior	Indicators of Satisfactory Behavior	Indicators of Exceptional Behavior
Tend to jump to solutions without fully analyzing and understanding problems.	Use established standards and methods to solve common problems.	Respond to recurring problems by investigating the underlying causes and take steps to eliminate them.
Show inflexibility in approach when facing obstacles; "get stuck" in frustration.	Try different approaches when initial efforts to solve problems do not work.	Anticipate possible problems and develop contingency plans to avoid or go around them.
Not open to new ideas or ways of solving problems.	Look at problems from different points of view and try to find new solutions as needed.	Experiment and use creativity, as appropriate, to find better, faster, less expensive or more efficient ways to do things.
Lose energy or interest before difficult problems can be resolved.	Ready to accept difficult problems and approach them with a positive "can-do" attitude.	Take responsibility for and deal effectively with most complex or difficult problems.

CONTINUOUS LEARNING - Show a commitment to continuous learning and improvement of self, others, and Duke practices.
Indicators of Ineffective Behavior	Indicators of Satisfactory Behavior	Indicators of Exceptional Behavior
Resist or ignore opportunities to learn new ways to working.	Take advantage of available training opportunities to improve personal and team effectiveness.	Actively seek opportunities to learn and apply new information and concepts quickly.
Become defensive or ignore constructive performance feedback that is given.	Ask others for feedback to evaluate own performance and to identify opportunities for improvement.	Consistently seek out, appreciate and act on constructive feedback to improve performance.
Blame others or the situation for failure and do not analyze own behaviors and results.	Accept responsibility for failures and take time to analyze mistakes in order to improve performance.	Learn from mistakes to find new and better work methods.
Spend little time trying to learn new job skills and Duke practices.	Devote time and attention to improving job knowledge and skills.	Take initiative to study "best practices" and trends in one's field and apply to work, as appropriate.

DIVERSITY - Take full advantage of the rich backgrounds and abilities of all by recognizing and valuing differences, seeking inclusiveness, and considering and honoring differing points of view.
Indicators of Ineffective Behavior	Indicators of Satisfactory Behavior	Indicators of Exceptional Behavior
Treat people differently depending on cultures, gender, race or position.	Treat people fairly and respectfully regardless of culture, gender, race or position.	*NOTE: All Duke Staff Members are expected to demonstrate role model behavior related to issues of diversity. Therefore, only one level of acceptable performance is defined for this competency.
Show insensitivity to staff member diversity in actions or communication.	Regard, recognize and value differences in the needs and views of others.
Use words and behaviors inconsistent with Duke values regarding inclusive team approach.	Try to take advantage of the rich backgrounds and diverse talents of Duke staff.
Criticize or disregard different opinions, styles or ways of working.	Consider and honor different opinions, styles and ways of working.

Additional Expected Behaviors for Supervisors

STRATEGIC COMMUNICATION - Help develop a common vision by providing clear direction and priorities, clarifying roles and responsibilities, and promoting mutual understanding through effective communication.
Indicators of Ineffective Behavior	Indicators of Satisfactory Behavior	Indicators of Exceptional Behavior
Do not obtain necessary buy-in from those affected by decisions.	Discuss the impact of change efforts honestly and directly to those affected.	Gain strong support from key players to mobilize team to champion and implement organizational change.
Conceal or use information unfairly to gain personal advantage.	Communicate intentions, ideas and feelings openly and directly.	Encourage an open exchange of ideas and different points of view and tell the truth even when it will be unwelcome.
Inflexible in communication style or show insensitivity to language and cultural communication requirements.	Modify communication style to address audience needs; explain ideas and opinions in ways audience can easily understand.	Develop and use effective and creative strategies to influence others and gain their support.
Fail to communicate Duke vision and goals and align with day-to-day practices.	Make sure direct reports understand Duke vision and goals and can translate those goals into day-to-day practices.	Communicate the strategic direction in such a way that staff members, at all levels, fully understand their role in achieving Duke goals.

PERFORMANCE MANAGEMENT - Take the time to effectively plan and evaluate performance, provide feedback, recognition and coaching, and develop employees to be their personal best at Duke.
Indicators of Ineffective Behavior	Indicators of Satisfactory Behavior	Indicators of Exceptional Behavior
Set unrealistic goals: goals that are either too easy or impossible to reach.	Establish clear, specific performance goals, expectations and priorities.	Identify "vital few" goals and allocate time and resources accordingly to achieve them when faced with multiple demands and competing priorities.
Do not monitor performance results or confront others openly and directly about performance problems; rationalize away broken promises or poor performance.	Give people frequent and candid performance feedback on how they are doing on their jobs.	Consistently inspire performance and address performance problems immediately, before they are forgotten or out of control.
Fail to take responsibility for coaching and developing others.	Coach individuals and teams to strengthen their performance and meet expectations.	Offer useful developmental suggestions and constructive feedback that helps individuals and teams improve performance and exceed expectations.
Fail to recognize positive contributions or address performance problems constructively.	Notice and show appreciation when people have produced expected results and behaviors.	Celebrate individual and team successes by taking time to recognize and highlight both everyday and exceptional accomplishments.
Consider factor irrelevant to performance (such as seniority) when determining performance-based pay.	Conduct performance reviews on time, openly communicate rationale for ratings and relate performance ratings and rewards to the achievement of expected results and behaviors.	Clearly differentiate levels of performance and use financial and non-financial recognition to encourage high performance.

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