Core Values

BEHAVIORAL RATINGS

Unsatisfactory Inconsistent Solid Strong Exceptional

Displays behaviors that are inconsistent with Panduit core values. May meet performance goals but does not adhere to Panduit core values. Attitude and behaviors negatively impact other employees.

Adherence to Panduit core values is inconsistent. May behave consistently with some core values but not others.

Consistently exhibits Panduit core values in all internal and external interactions.

Exceeds expectations in regard to several of the Panduit core values. Meets expectations regarding all of the core values, but serves as a role model in several of them.

Lives the Panduit core values in all aspects of his/her role consistently. Sets the example for others to follow. Is a role model for our core values to the internal organization as well as external customers and partners. Inspires others to live the values daily.

Thought Leadership

BUSINESS ACUMEN

KEY BEHAVIORS

Knows how businesses work

Knowledgeable in current and possible future policies, practices, trends, technology, and information affecting his/her business and organization

Knows the competition

Is aware of how strategies and tactics work in the marketplace

Unsatisfactory Inconsistent Solid Strong Exceptional

Does not have sound business knowledge

Lacks industry knowledge parallels

Is not aware of market competitors

Unaware of other departments

Narrowly Focused

Skills are one dimensional

Limited understanding of business issues

Lacks understanding of partner ecosystem

Lacks knowledge of environmental influencers

Limited knowledge outside own area

Some understanding of organization strategies

Skills are one dimensional

Has general business knowledge

Knows the competition

Understands the key players in the industry

Is on top of the market changes

Understands the Organization strategy

Understands how to achieve goals

Stays on top of market trends

Is plugged into competitors/partners

Knows strengths of major players

Knows weaknesses of major players

Understands business strategies

Understands impact on organization

Uses cutting edge business knowledge

Knows industry inside and out

Knows the market players intimately

Full understanding of competitive landscape

Thorough understanding of business globally

Actions align to organizational strategy

Thought Leadership

DEALING WITH AMBIGUITY

Unsatisfactory Inconsistent Solid Strong Exceptional

Hard time dealing with the unknown

Overwhelmed easily

Cannot discern what path to take

Often takes no action for fear of mistake

Gets stuck in the old

Rejects unproven value change methods and direction

Tries to deal with the unknown

Occasionally becomes overwhelmed

Needs a lot of data to make a decision

Slow to take action if no defined outcome

Prefers structure and routine

Dislikes unpredictable conditions

Deals with several things out of sorts

Can handle uncertainty

Looks at things from a variety of angles

Develops workable solutions

Manages with incomplete data

Accepts challenges

Manages through ambiguity

Can set priorities through uncertainty

Let’s go of the old and adopts new processes

Accepts change even through uncertainty

Provides focus in uncertain situations

Readily accepts challenges

Is an outstanding leader in uncertainty

Can quickly assess an ambiguous situation

Provides direction and clarity in uncertainty

Exceptional ability to adapt to change

KEY BEHAVIORS

Can effectively cope with change

Can shift gears comfortably

Can decide and act without having the total picture

Is not upset when things are up in the air

Does not have to finish things before moving on

Can comfortably handle risk and uncertainty

Thought Leadership

STRATEGIC AGILITY

KEY BEHAVIORS

Sees ahead clearly

Can anticipate future consequences and trends accurately

Has broad knowledge and perspective

Is future oriented

Can articulately paint credible pictures and visions of possibilities and likelihoods

Can create competitive and breakthrough strategies and plans

Unsatisfactory Inconsistent Solid Strong Exceptional

Is not a strategist; not future focus

Cannot contribute to breakthrough strategies

Lacks industry knowledge and experience

Does not know where the market is going

Doesn’t have the skills to develop strategic plans

Thinks strategizing is a waste of time

Too focused on practical day-to-day

Little knowledge of industry

Uncomfortable with predicting trends

Discussions are around here and now

Doesn’t understand components to include in strategy

Doesn’t contribute to strategy formulation

Is careful not to get ahead of what the organization can do

Sufficient industry knowledge for planning

Looks for new opportunities to grow

Devotes energy to regular planning

Has solid skills for anticipating future needs

Formulates move-forward strategies

Can put forth incremental strategies

Has good understanding of industry

Knowledge to analyze and adjust to strategy

Focused on moving forward

Embraces new opportunities

Rarely allows the day to inhibit strategy planning

Remarkable skill in identifying data to build strategy

Superior knowledge of partners, competitors, and customers

Anticipates future trends

Well design aggressive plans

Makes the most of the moment

Thought Leadership

DECISION QUALITY

KEY BEHAVIORS

Makes good decisions (without considering how much time it takes) based upon a mixture of analysis, wisdom, experience, and judgment

Most of his/her solutions and suggestions turn out to be correct and accurate when judged over time

Sought out by others for advice and solutions

Unsatisfactory Inconsistent Solid Strong Exceptional

Doesn't take enough time to methodically review before crafting a solution

Produces a large number of low quality decisions

Can't get to the essence of a complex problem

Choses a convenient solution when confronted with a problem

Does not sort through complexities or apply personal judgment

Doesn't collect all needed information or seek out opinions of others

Decision making process is inconsistent and quality is spotty

Has trouble thinking through complex issues

May oversimplify or have disconnected pieces

Inconsistently applies past judgment from mistakes

Takes a methodical approach to problems

Examines situations from a variety of perspectives

Consistent approach to decision making

Judgment is usually sound

Sorts through available facts and opinions

Uses experience and judgment to come up with a valid course of action

Suggestions usually turn out to be correct and accurate

Respected by others for exceptional decision making

Gathers all available information together, and past experience to make superior decisions

When others need to make difficult decisions they are sought out for guidance

Skillfully separates opinion from fact and pinpoints the core causes of a problem.

Easily draws lessons from the past and applies accurately to current problems

People Leadership

INTERPERSONAL SAVVY

KEY BEHAVIORS

Relates well to all kinds of people – up down, and sideways, inside and outside the organization

Builds appropriate rapport

Builds constructive and effective relationships

Uses diplomacy and tact

Can defuse even high-tension situations comfortably

Unsatisfactory Inconsistent Solid Strong Exceptional

Has a dismal record relating to others

Generally doesn't know what to say when dealing with people

Lacks diplomacy, is abrupt and blunt

Is not sensitive to others reactions, does not notice or respond to them

Lacks interpersonal skills and interest in building effective work teams

Does not take time to build rapport

Has trouble interfacing with different styles of people

Can be awkward or have trouble adjusting to the situation

Can be forceful and blunt in a situation where he/she feels strongly

Doesn't always consider how others will react to directness or bluntness

Sometimes has trouble building relationships

Not always comfortable relating to others and doesn't invest the time

Generally competent in relating to others

Can usually establish a solid rapport

Fairly good at adjusting approach to making others feel comfortable

Smooth and diplomatic in interactions

Builds good relationships inside and outside the group

Establishes rapport and makes others feel comfortable sharing information

Consistently good at relating to others

Understands where others are coming from and tailors approach

Is good at reading and adjusting approach to match other's comfort level

Rarely makes missteps, but if does, quickly notices and recovers with ease

Initiates contact and builds working relationships that last over time

Good at establishing rapport by emphasizing common goals and interest

Well respected for building exceptional rapport with people

Interacts effectively with a broad spectrum of people

Is known for being tactful and diplomatic

Confidently establishes comfort level in conversations and makes subtle changes in approach to adjust to different styles

Is considered the glue that keeps the network of people connected

Excellent at building and maintaining long term business relationships

People Leadership

LISTENING

KEY BEHAVIORS

Practices attentive and active listening

Has the patience to hear people out

Can accurately restate the opinions of others even when he/she disagrees

Unsatisfactory Inconsistent Solid Strong Exceptional

Does not have good listening skills

Appears distracted and disinterested during discussions

Does not actively participate in conversations

Cannot hold composure during heated conversations

Will only consider own side, does not respond well to critiques

Neither listens nor tries to understand opposing views

Appears disinterested, asks few questions, doesn't build on others ideas

Reacts in real time to what others are saying

Interjects or interrupts others even in mid-sentence

Interjects viewpoints, or judges what others have said

Appears to have little interest in opposing ideas

Weakly outlines arguments against to slant information and get agreement

Seeks to understand what others are saying

Asks questions and clarifies as the conversation progresses

Patient listener, remains objective and calm even when things escalate

Refrains from reacting or responding too soon

Can listen to the views of others even when not in agreement and has an accurate understanding of the key points

Can repeat main points of conversations

Is an active listener, acknowledges to others they are absorbing the conversation

Asks questions and searches for meaning until he/she has it

Retains calm, cool demeanor even in heated, negative situations

Hears people out tries not to pre-judge

Willing to entertain a variety of viewpoints

Openly listens to ideas that differ from own

Listening skills are excellent regardless of who he/she is talking to

Discussions are productive and open, responds intelligently, probes and remains engaged

Keeps a cool head even in heated discussions

Stays even, hearing all sides, and tries to understand where the loud voices are coming from

Hears all sides of an issue, even when own views are different

Listening skills are excellent, listens to all perspectives before judging

People Leadership

MOTIVATING OTHERS

KEY BEHAVIORS

Creates a climate in which people want to do their best

Can motivate many kinds of direct reports and team or project members

Can assess each person's hot button and use it to get the best out of him/her

Pushes tasks and decisions down

Empowers others

Invites input from each person and shares ownership and visibility

Makes each individual feel his/her work is important

Is someone people like working with and for

Unsatisfactory Inconsistent Solid Strong Exceptional

Doesn't understand what makes people tick

Expects everyone to be motivated in the same way by the same things

Doesn't notice when people are unmotivated

Acts as though no one needs any special motivation, rejects non self-starters

Looks down at people that need energizing

Tries to keep control, micromanages, requires approval on everything

Is not aware of what makes people tick

Does not pick up on needs, nor diversify approach

Does not spend time or energy helping people excel or building positive work environment

Believes if you are good you will motivate yourself, so does not spend time motivating others

Over manages, does not empower others to make decisions

Makes people hesitant about exercising their skills

Knows what motivates people

Helps each one work at their best

Is a competent delegator

Is good at planning work, involving others and providing accountability to complete work

People feel motivated and competent

Clearly knows what motivates people

Treats them differently depending on needs and connects with them on their level

Creates a positive work environment

Connects people with what they care about and involves them in decision making

Delegates well

Provides reasonable support, but let’s others complete their work

Has intuitive feel for what drives others

Immediately plugs into what motivates others and uses it to escalate them to higher levels

Builds energetic and enthusiastic people making them eager to do more and feel they are contributing to something important

People working with him/her feel they can accomplish anything

Provides the perfect combination of support, feedback and empowerment

People Leadership

CONFLICT MANAGEMENT

KEY BEHAVIORS

Steps up to conflicts, seeing them as opportunities

Reads situations quickly

Good at focused listening

Can hammer out tough agreements and settle disputes equitably

Can find common ground and get cooperation with minimum noise

Unsatisfactory Inconsistent Solid Strong Exceptional

Gets flustered by arguments, can't get refocused

Emotions get in the way of being able to judge things fairly

Gives up too much at the expense of own or right decisions

Will not deal with adversity, situations become worse or go unaddressed

Tends to lose focus at times of conflict

Can become too emotionally involved and lose objectivity

Sometimes takes a passive approach to conflict management

Can be too accommodating and occasionally gives in rather than standing up for their point of view

Skilled at sorting through complicated situations and actively separates key issues from unimportant details

Does not avoid conflict

Works to resolve differences

Identifies potential areas of compromise

Efficiently and accurately analyzes conflicts and problems

Evaluates issues and facts without bias

Handles conflict effectively

Finds common ground to gain cooperation

Sorts through various perspectives and gets directly to the core issues

Focuses on facts, prevents emotions from dominating the situations

Objective approach leads to conflict resolution

Makes everyone feel as though they have contributed toward making it work

Results Leadership

ORGANIZATIONAL AGILITY

KEY BEHAVIORS

Knowledgeable about how organizations work

Knows how to get things done both through formal channels and the informal network

Understands the origin and reasoning behind key policies, practices, and procedures

Understands the cultures of organizations

Unsatisfactory Inconsistent Solid Strong Exceptional

Has not recognized opportunities to take advantage of the informal network

Uses formal channels even when not working

Does no work effectively with other groups

Work may flounder because he/she is not able to determine who to go to outside the group

Efforts to cooperate did not work

Rejects politics as a fact of organizational life

Does not make efforts necessary when dealing with people or political situations

Personal relationships could help grease the wheel but has not used them

Prefers formal channels

Goes by the book to get things done

Hasn't developed strong working relationships

Struggles in cross collaboration

Is not politically sensitive

Makes little adjustments to get along in the culture

Knows how the organization is set up to move projects down the line

Follows procedures as required, but knows how to expedite matters

Understands where to go in the organization for support and resources

Knows who the decision makers are and can get commitments

Keeps major projects moving forward

Is politically tuned in and knows how the organization works

Knows the proper channel and people to go through to get things done

Is well versed at organizational structure

Knows how to move projects through completion using both formal and informal channels

Knows how to work across the organization to get results on cross unit projects

Understands the needs and operations of other groups and can get cooperation to complete projects

Knows formal and informal systems well

Can leverage key relationships to get things done

Has developed a real sensitivity to the politics in the organization

Is an expert at navigating the organizational maze

Knows how to maneuver through informal and formal channels

Shows remarkable talent for working across the organization and getting results where others can't

Has impressive understanding of political and cultural landscape

Knows where the land mines are

Knows the gatekeepers and expediters

Results Leadership

MANAGING & MEASURING WORK

KEY BEHAVIORS

Clearly assigns responsibility for tasks and decisions

Sets clear objectives and measures

Monitors process, progress, and results

Designs feedback loops into work

Unsatisfactory Inconsistent Solid Strong Exceptional

Does not communicate to others what they should be doing

Leaves people confused and unsure of their role or work because there is no sharable plan

Spirits out of the gate without thinking about where people are going

The group ends up spending a lot of energy on unproductive direction

Fails to provide adequate feedback. People don't know where they stand on goals

Pays no attention to process measures

Does not provide much guidance on others’ responsibilities

Sometimes charges forward without thinking about the impact

Rarely sets goals and objectives and often gets side tracked

At times provides feedback but is too negative, too vague or too late

Does not measure work adequately

Assigns responsibilities to others in a clear manner

Communicates what needs to be done

Uses objectives to keep everyone moving in the same direction

Sets goals and communicates them clearly

Uses work processes

Collects data to determine progress and make adjustments as necessary

Pays attention to assigning responsibilities

Provides guidance to each person from the start

Sets clear expectations

Focuses on what needs to be accomplished and ensures goals are set to align to the overall plan

Provides a balance of positive and corrective feedback designed to stimulate midcourse adjustments

Sets clear measures and addresses when off track to get things back on course

Assigns work explicitly ensuring it is clear

Work is done efficiently and effectively and team has no doubt what roles and goals are

Sets concrete and specific objectives up front

Has excellent sense of providing balanced feedback at the critical times

Presents negative feedback constructively and in an inspiring way

Uses excellent process measures to stay on top of progress and adjust midcourse as necessary

Results Leadership

MANAGING VISION & PURPOSE

KEY BEHAVIORS

Communicates a compelling and inspired vision or sense of core purpose

Talks beyond today

Talks about possibilities

Is optimistic

Creates mileposts and symbols to rally support behind the vision

Makes the vision sharable by everyone

Can inspire and motivate entire units or organizations

Unsatisfactory Inconsistent Solid Strong Exceptional

Has trouble explaining how the actions we take today move toward the vision

Has trouble communicating the vision and core purpose of the organization to others

Poor at getting others excited about the vision

Will repeat the words but does not understand what it means, or how to get people driving toward the vision

No roadmap of how today's action will lead to the future vision of the organization

Focus is only on today

Skill at communicating the organizations vision and purpose is sometimes lacking

Language tends to be vague and the language too complex

Has difficulty energizing others about the vision of the organization

Can't paint a picture others see themselves in

Can put forth the words but can't inspire and motivate others

Has trouble explaining how the steps taken today will lead the organization forward

Can explain the organization's vision

Can lay down a conceptual blueprint of the future

Can get people to see the vision, painting a credible picture

Optimistic about future projects and tends to break down resistance with enthusiasm and persuasiveness

Skilled at taking the vision and drawing a pathway of how to get there

People get to see how their work today leads to tomorrow

Is competent talking about the vision of the organization and sense of core purpose

Language is clear and presentation is thorough

Turns complex strategies into images that are clear

Gets people motivated about the future

Determined and passionate about seeing the future become a reality

Can clearly show how the actions of today are the stairs to get us to tomorrow

Highly effective at communicating a compelling vision with a sense of purpose

Presentation of the organization’s vision and mission is optimistic and inspirational

People feel excited and motivated about being part of the organization

Captures the people's imagination and makes the future come alive

Always inspires a positive "we can do it; we can get there attitude"

Shows people how they can get here to there in digestible steps

Results Leadership

DRIVE FOR RESULTS

KEY BEHAVIORS

Can be counted on to exceed goals successfully

Is constantly and consistently one of the top performers

Very bottom-line oriented

Steadfastly pushes self and others for results

Unsatisfactory Inconsistent Solid Strong Exceptional

Performance is unpredictable and usually below standard

Let’s deadlines slip and leaves tasks half-done

Doesn't seem committed to tasks

Procrastinates as long as possible

Is not making the required contribution to meet the overall organizational goals

Is an inconsistent performer

Meets deadlines and goals at times

Procrastinates and lets work pile up until it is too late

Doesn't put in enough effort to meet goals

Is a dependable performer

Completes tasks according to plan

Knows results need to be concrete and tangible

Looks at the bottom line to determine success

Helps others produce results

Is a consistent and steady performer

Achieves positive, concrete results and can be trusted to do so over time

Focuses on bottom line outcomes

Encourages others to achieve results

Good at helping others preserve under pressure

One of the strongest performers in the organization

Doesn't just meet challenges, surpasses them

Isn't satisfied with achieving results, always focused on raising standards higher to do more, to do better, be the best

Sets aggressive goals and pushes others to achieve extraordinary results