Human Resources Management for Public and Nonprofit Organizations

Job Analysis 169

enterprise and initiative on the part of employees, identify the risks associ-

ated with decisions and projects under consideration and assess the probabil-

ity and magnitude of those risks.

Partnering and networking described as recognizing the opportunity for work-

ing with organizations of all types in order to enhance the development

of public policy and programs and the delivery of public services. Initiate

partnerships and build networks and able to elicit support and active involve-

ment of partners; open to differences, work as part of a team, delegate and

empower.

Source : Bourgault, Chairf, Maltais, & Rouillard (2006, pp. 94 – 103).

Exhibit 6.5. American Cancer Society Competencies

ACHIEVES RESULTS

CRM

Keeps constituents in mind when identifying direction and execution of

plans and priorities.

Actively looks for ways to increase level of constituent satisfaction.

Keeps staff constituent - focused.

Builds Capacity

Visionary thinker.

Recognizes that today ’ s decision affects tomorrow ’ s outcomes.

Makes analytical, data - based decisions.

Increases Expectations

Establishes challenging performance goals and standards for staff.

Leads people to achieve organizational results.

Constantly looks for ways to improve individual and group performance.

COMMANDS RESPECT

Takes a Stand

Speaks out on issues within the management team, even when the view is

unpopular; but actively supports Florida Division.

Makes tough staff and organizational decisions.