This item determines management experience.

10-CEO/President,
9-Vice President,
8-Head of Department,
7-Team Leader,
6-Chief Manager,
5-Manager,
4-Chief specialist,
3-Leading specialist,
2-Specialist,
1-Unqualified personnel

This point determines the size of the organization and the level of scale of its activities.

Number of employees in the organization:

1-10-50,
2-50-100,
3-100-500,
4-500-1000,
5-1000-2000,
6-2000-5000,
7-5000-10000,
8-10000-20000,
9-20000-50000,
10->50000

This item determines experience in the field of people management.

Number of people directly subordinate to:

1-0,
2-1-3,
3-3-10,
4-10-15,
5-15-20,
6-20-50,
7-50-100,
8-100-500,
9-500-1000,
10->1000

This item determines experience in the field of people management.

Number of people in indirect subordination:

1-0,
2-1-3,
3-3-10,
4-10-15,
5-15-20,
6-20-50,
7-50-100,
8-100-500,
9-500-1000,
10->1000

For example, for a project manager, the level of influence will be equal to the cost of the project.

Level of influence, $ million:

1-<0,1;
2-0,1-0,5;
3-0,5-1;
4-1-5;
5-5-20;
6-20-50;
7-50-100;
8-100-200;
9-200-500;
10- >500

Not all companies apply financial liability limits in their practice.

Limit of financial liability, $ million:

1-<0,1;
2-0,1-0,5;
3-0,5-1;
4-1-2;
5-2-4;
6-4-10;
7-10-20;
8-20-50;
9-50-100;
10->100

This item determines the scale of projects.

Cost of completed/ongoing projects, $ million:

1-<0,1;
2-0,1-0,5;
3-0,5-1;
4-1-5;
5-5-20;
6-20-50;
7-50-100;
8-100-200;
9-200-500;
10- >500

Assessment of management and leadership competencies, assessed only by colleagues:

1. Strategic Thinking

Thinks big, identifies promising directions, takes into account a wide range of factors (economic, political, social, etc.), considers the situation in the long term, assesses trends, anticipates possible scenarios for the development of events and acts based on them.
- Understands top-level goals
- Determines long-term prospects for activity
- Understands his own contribution and the contribution of his department to achieving long-term and strategic goals
- Determines the future needs of the organization
- Acts taking into account the future needs of the organization
- Monitors industry trends
- Demonstrates a broad vision, takes into account internal and external aspects of the organization's functioning
- Links the team’s actions to the goals of the organization

2. Teamwork

The ability to be a team player, work for a joint result, understand your role and your contribution to the common cause. The necessary skills for developing competence are communication skills, system analysis and assessment, organization of working time
- Makes a tangible contribution to the work of the team, even if personal interests are not taken into account
- Demonstrates an understanding of the overall goal and how to achieve it
- Finds out and understands the points of view of team members
- Shows willingness to compromise
- Shows willingness to share responsibility and rewards for results
- Creates an atmosphere of respect, mutual assistance and cooperation
- Able to form a team that takes into account everyone’s strengths to achieve synergy
- Inspires all team members to contribute to the development and achievement of goals
- Moderates and resolves conflicts within the team
- Provides clear feedback to all team members

3. Result orientation

Clearly represents the required result, takes responsibility for achieving the set goal, and initiates the necessary actions. Sets complex/ambitious tasks for himself and gives his own assessment of completed tasks.
- Creates a description of the final result, sets deadlines for its achievement
- Evaluates his own and others’ work by the result achieved, and not by the amount of time spent
- Takes on additional workload, authority and responsibility if necessary to achieve results
- Quickly gets involved in work, maintains a high pace of work
- Takes responsibility for making decisions within the scope of his authority
- If necessary, takes responsibility for making tough and unpopular decisions
- Independently, without waiting for instructions, initiates actions to achieve the goal
- Knows what goals need to be achieved
- Demonstrates high quality results the first time
- Focused on achieving high quality standards in work
- Doesn’t keep silent about mistakes made, always takes responsibility for failures

4. Development of subordinates

Promotes the development of others, provides developmental feedback, shares his knowledge.
- Assigns work tasks to the mentee/subordinate in order to develop skills and expand the scope of their responsibility
- Uses a variety of methods to develop the mentee/subordinate
- Willingly assists the mentee/subordinate with advice, shares expertise, acts as a mentor and coach when performing new/complex work tasks
- Agrees development goals with the mentee/subordinate
- Monitors and notes progress in the development of professional and behavioral skills of mentees/subordinates
- Provides balanced feedback

5. Leadership

Accepts responsibility for the performance of others, motivates people and coordinates their work to achieve goals. He is the leader of a group, department, company and can influence the behavior of employees and colleagues.
- Responsible for the results of employees
- Forms goals, evaluates completed tasks
- Motivates others to achieve goals
- Concentrates common efforts
- Forms team spirit
- Coordinates and delegates actions
- Closely monitors the level of motivation of others
- Uses tangible and intangible approaches to motivation, taking into account their individual characteristics
- Supports independent decisions of team members

6. Analysis and problem solving

Having strong skills: system analysis and assessment, operational search and systematization of data, rational thinking
- Analyzes the problem, searches for a solution based on available information
- Considers alternatives and offers the optimal solution
- Acts in such a way as to prevent similar situations from occurring in the future
- Searches for and analyzes best practices for solving problems
- Calm in the face of emerging problems
- Openly and consistently presents the problem, listens to questions asked
- Evaluates the truth and adequacy of assumptions and assumptions before the start of an activity, especially in those aspects where failures have already occurred
- When problems arise, does not waste resources searching for those responsible
- In case of failure, discusses the situation, learns lessons, draws conclusions, corrects behavior
- Fixes conclusions on solving the problem that has arisen, so as not to repeat the occurrence of similar situations

7. Task management

Draws up a comprehensive action plan to implement tasks. Organizes the company’s activities, predicts possible development options, sets priorities, evaluates resources (human, time, financial, etc.), determines deadlines for completing work and control measures.
- When making plans, takes into account possible changes and obstacles
- Ensures timely communication and coordination with other functions/organizations
- Carries out intermediate and final control over the completion of tasks
- Creates monitoring and control systems
- Correlates the planned result with the resources expended, finds the optimal option for distributing available resources (time, human, financial)
- Prioritizes work
- Clearly defines areas of responsibility between performers
- Breaks down final goals into tasks and transmits them to performers in advance
- Delegates tasks taking into account the level of the performer
- Highlights critical points and requirements and clearly communicates them to performers
- Develops a scheme/action plan to achieve the final goal
- Ensures timely completion of goals, adheres to plans and schedules

8. Development orientation

Expressed internal readiness to acquire new knowledge and skills, activity in achieving goals and an active life position, self-control, the ability to achieve goals regardless of favorable external conditions, a tolerant attitude towards failures and the intention to overcome them constructively

9. Focus on high standards

Having strong skills: system analysis and assessment, ability to think rationally, responsibility
- Sets high standards of excellence for himself and others
- Makes efforts to improve the quality of the task performed
- Shows dissatisfaction with the low level of completed tasks
- Develops responsibility and commitment in the team
- Teaches employees to independently check the quality of their work
- Controls the quality during the work process, as well as the quality of intermediate results
- Always does quality work, even if the result depends on the team
- Takes responsibility for problems and actively seeks ways to solve them
- Does not hide his mistakes, analyzes them and makes efforts to avoid them in the future
- Introduces modern quality management technologies

10. Business understanding

Knowledge of the specifics of the company’s work, its competitive advantages, market positions and strategic priorities. Understanding internal business processes and your role in their implementation

11. Business ethics

Commitment to the highest standards of ethical behavior in work and everyday life
- Compliance with laws and regulations, including industry and corporate rules, standards, procedures
- Social responsibility, including environmental protection, professional health management
- Morality, honesty, fairness, respect and decency
- Partnership, mutually beneficial cooperation, mutual respect and responsibility for fulfilling accepted obligations