Kalam

Kalam Way:

Core Competencies

The Competency Framework

One Framework. Common Standards. Better People Decisions.

The KALAM Competency Framework, Career Architecture and Talent Management approach exist to build the capabilities that drive performance, growth and leadership.

Why Are We Here?

Are we making the right people decisions?

Why do we hire one candidate over another?
How do we know an employee is performing effectively?
Why do we promote one employee and not another?
How do we identify leadership potential?
How do we decide which training an employee needs?
How do we ensure consistency across departments?

Challenge: Different managers may apply different standards to the same employee.

Objective: Move from assumptions to structured, evidence-based people decisions.

Understanding KALAM's Grading Structure

Job Grade ≠ Job Title ≠ Competency Level

Example: Service Delivery Specialist is Grade 9; Team Leader is Grade 8. This progression changes accountability, leadership expectations and competency requirements. A higher position requires greater capability, accountability and contribution.

Job Grade: Position classification within the KALAM grading structure.
Job Title: Role responsibilities and accountabilities.
Competency Level: Proficiency and behavioral expectations.
Career Track: Potential progression pathway.

KALAM Grades and Job Families

Top Management

G1 · Sr. Director
G2 · Director
G3 · Head: Sixteen years and more

Middle Management

G4 · Sr. Manager: Fourteen to sixteen years
G5 · Manager: Ten to thirteen years
G6 · Assistant Manager: Seven to ten years

Professionals 2

G7 · Sr. Team Leader (SD) / Supervisor: Five to seven years
G8 · Team Leader (SD) / Sr. Specialist: Three to five years

Professionals 1

G9 · Specialist: One to three years
G10 · Coordinator / Admin: Zero to one year
G11 · Interns: Zero years

Career Progression at KALAM

Career growth does not have only one direction

Career growth does not always mean managing people. KALAM offers four career tracks.

Individual Contributor Track: Interns (G11), Coordinator / Admin (G10), Specialist (G9), Sr. Specialist (G8).
People Leadership Track: Team Leader (SD) (G8), Sr. Team Leader (SD) / Supervisor (G7), Assistant Manager (G6), Manager (G5), Sr. Manager (G4).
Organizational Leadership Track: Head (G3), Director (G2), Sr. Director (G1).
Expert Track: Expert (G7), Sr. Expert (G6), Consultant (G5), Sr. Consultant (G4), Principal (G3).

Progression depends on

Sustained performance and contribution.
Demonstrated next-level competencies.
Technical capability and expertise.
Readiness for expanded responsibility.
Role requirements and organizational opportunities.

The KALAM Talent Management Architecture

Everything is connected

Together, these form a consistent approach to managing talent across KALAM. The framework is a management tool, not simply an HR document.

Job Architecture: Where the position belongs.
Competency Framework: What capabilities the role requires.
Performance Management: What the employee achieves and demonstrates.
Career & Development: How the employee grows.

Understanding the Competency Framework

Three types of competencies

Technical expertise alone does not guarantee overall effectiveness or promotion readiness.

Core: How we work and behave. Applies to all employees, differentiated by career level.
Leadership: How we lead people and business. Applies to leadership roles, differentiated by leadership level.
Technical: What we need to know and do. Departmental and role-specific requirements.

KALAM's Core Competencies

The professional behaviors we expect from everyone

Core competencies represent behaviors supporting KALAM culture, collaboration and execution.

Communication: Clear information sharing, active listening and effective interaction.
Collaboration: Working across individuals and departments toward common objectives.
Problem Solving: Identifying problems, analyzing causes and implementing solutions.
Customer Focus: Understanding and meeting internal and external customer needs.
Adaptability & Continuous Learning: Responding to change, learning and improving continuously.
Execution Excellence: Delivering commitments with quality, ownership and accountability.

Five career levels: the same competency, different expectations

The competency remains the same; expected behavior changes with responsibility.

Level 1 · Coordinator / Admin: Foundation. Focus on personal execution.
Level 2 · Specialist / Senior Specialist: Intermediate. Focus on independent contribution.
Level 3 · Supervisor-TL / Assistant Manager: Proficient. Focus on team coordination and influence.
Level 4 · Manager / Senior Manager: Advanced. Focus on departmental effectiveness.
Level 5 · Head / Director / Senior Director: Expert. Focus on organizational and strategic impact.

Example: Communication

Level 1: Communicates tasks and information accurately.
Level 2: Explains issues clearly and coordinates independently.
Level 3: Provides constructive feedback and facilitates team discussions.
Level 4: Manages complex stakeholder communication and departmental alignment.
Level 5: Communicates strategic direction and influences organizational decisions.

KALAM's Five Leadership Competencies

What we expect from our leaders

Leadership is demonstrated through decisions, behaviors and results, not titles alone.

People Leadership: Build, motivate, coach and develop people.
Performance Management: Set expectations, monitor performance, provide feedback and drive accountability.
Strategic Leadership: Connect team and departmental decisions with business direction.
Change & Transformation: Lead improvement, manage change and support organizational transformation.
Business & Commercial Acumen: Understand financial, commercial and operational consequences of decisions.

Three levels: leadership expectations evolve with responsibility

Level 1 · Supervisor-TL / Assistant Manager: Leading people and teams.
Level 2 · Manager / Senior Manager: Leading departmental performance.
Level 3 · Head / Director / Senior Director: Leading business direction and transformation.

Example: Strategic Leadership

Level 1: Understands departmental objectives and aligns team priorities.
Level 2: Translates business priorities into departmental plans and resource decisions.
Level 3: Shapes organizational direction, anticipates risks and leads strategic initiatives.

A Team Leader and a Director demonstrate the same competency at different scopes and complexity.

Technical Competencies: Departmental Ownership

Every function requires specialized capabilities

Service Delivery: Operational performance analysis.
Talent Acquisition: Sourcing and selection.
Planning & Control: Workforce forecasting and capacity planning.
Finance: Financial analysis and budgeting.
CRM: Client relationship management.
QMS: Internal audits and process governance.

Competencies Across the Employee Life Cycle

One framework, multiple applications

Use the same competency standards to select, assess, develop and advance employees.

Hiring: Select candidates against role requirements.
Assessment: Evaluate demonstrated capabilities.
Promotion: Assess readiness for the next role.
TNA: Identify capability gaps.
Development: Build and validate capabilities.
Succession: Prepare future leaders and experts.

Competency-Based Hiring

Hire for demonstrated capability, not just experience

Traditional question: "Are you good at problem solving?"

Competency-based question: "Tell me about a recurring operational problem you identified. How did you analyze it, what actions did you take, and what was the result?"

The process

01. Identify role competencies and required proficiency.
02. Prepare structured behavioral questions and practical assessments.
03. Evaluate evidence against defined standards.
04. Document strengths, gaps and hiring recommendation.

Example: Service Delivery Manager = technical expertise + core competencies + leadership competencies.

Experience shows exposure; evidence shows demonstrated capability.

Competency-Based Promotions

Strong performance does not automatically mean readiness

Example: Team Leader to Assistant Service Delivery Manager. The employee exceeds KPIs, has excellent operational knowledge and is highly dependable. But can they:

Coach and develop Team Leaders?
Manage performance through others?
Handle cross-functional conflicts?
Make decisions with wider business consequences?
Lead more complex operational responsibilities?

Promotion assessment: Current Performance + Next-Level Competencies + Readiness Evidence.

Potential outcomes: Ready Now, Ready With Development, or Not Yet Ready.

Promote for readiness to succeed in the next role, not only success in the current role.

Competencies in the Semi-Annual Performance Appraisal

Performance is about what employees achieve, how they work and how they develop.

Employees: results, quality, behaviors and development

KPIs · 65%: Achievement of objectives and performance targets.
Quality · 15%: Quality of work against applicable standards.
Behavior · 10%: Behaviors aligned with relevant core and leadership competencies.
Development · 10%: Progress against agreed development objectives and capability gaps.

Managers: BSC, team KPI, behaviors and audit

BSC Achievement · 70%: Primary driver: strategic outcomes and business results.
Team KPI Performance · 20%: Reflects the manager's ability to drive team execution.
Behavior / Leadership / Audit · 10%: Demonstrates values, culture, and leadership quality.

Performance Appraisal Outcomes

A standardized banding system ensures consistent, objective interpretation of performance scores across all levels of the organization.

Meets Expectations · 90+: Performance is on track and recognized.
Below Expectations · 75–89: Performance is monitored with coaching support.
Action Required · below 75: A performance improvement plan is initiated.

Competencies, TNA and Individual Development Plans

From generic training requests to capability development

Traditional request: "My team needs a communication course."

Competency-based need: "My Team Leaders struggle to provide constructive feedback during difficult performance conversations."

Process: Required, Actual, Gap, Develop, Validate.

Training is not the objective. Closing capability gaps is the objective.

Competency: Performance Management.
Required: Leadership Level 2.
Observed: Evidence currently aligns with Level 1.
Gap: Difficulty managing performance through other leaders.
Development: Coaching, supervised reviews and practical assignments.
Validation: Reassessment using documented behavioral evidence.

Managers' Accountability

Review your departmental technical competency framework.
You will receive the TNA form; please do an initial assessment for your team and fill out the form accordingly.
For promotion purposes, make sure that the nominees have the minimum competencies required; also, starting from the TL/Supervisor level, they must pass the assessment cycle.

Competencies define what good looks like. Managers turn those standards into reality.

How Core Competencies Work

How Each Competency Is Structured

Competency Metadata

Competency Category: Core / Leadership
Applies To: All Employees / Leadership
Related KALAM Values: Relevant organizational values
Supports Leadership Model: Lead Self / Lead Others / Lead Business
Related Talent Formula: Performance × Values × Competencies × Potential

Competency Definition

A concise definition explaining what the competency means at KALAM and the expected mindset behind it.

Critical for Success

A short business-focused statement explaining why this competency is important to KALAM.

Applicability Matrix

Coordinator / Administrator: High
Specialist / Senior Specialist: High
Supervisor / Assistant Manager: Very High
Manager / Senior Manager: Critical
Head / Director / Senior Director: Critical

Behavioral Indicators by Job Level

Level 1: Coordinator / Administrator
Level 2: Specialist / Senior Specialist
Level 3: Supervisor / Assistant Manager
Level 4: Manager / Senior Manager
Level 5: Head / Director / Senior Director

Competency Proficiency Levels

For each level:

Level Definition
Effective Behaviors
Ineffective Behaviors

Observable Behaviors

Observable behaviors that managers can consistently assess.

Evidence Sources

Examples of where managers should observe evidence of the competency. Examples include:

Meetings
Customer interactions
Emails
Reports
Projects
Presentations
Coaching sessions
Cross-functional work
Feedback from stakeholders This ensures competency assessments are based on evidence rather than opinion.

Assessment Pitfalls

Common rating mistakes managers should avoid.

This helps improve fairness, consistency, and objectivity during competency evaluations.

Development Tips

Including:

Learning activities
Coaching opportunities
Recommended reading/resources
Training recommendations

Common Development Actions

Practical on-the-job development opportunities aligned with the 70–20–10 learning model, such as:

Leading meetings
Facilitating workshops
Cross-functional assignments
Mentoring
Project leadership
Customer presentations
SOP development
Stretch assignments

Competency Summary

A one-sentence statement that captures the essence of the competency and reinforces its importance within KALAM.

The Seven Core Competencies

Communication
Collaboration
Problem Solving
Customer Focus
Adaptability & Continuous Learning
Execution Excellence
Governance & Accountability

Communication

Competency Metadata

Competency Category: Core Competency
Applies To: All Employees
Related KALAM Values: Accountability, Customer Commitment, Integrity, One Team
Supports Leadership Model: Lead Self, Lead Others, Lead Business
Related Talent Formula: Performance × Values × Competencies × Potential

Competency Definition

Communication is the ability to exchange information, ideas, expectations, and feedback clearly, respectfully, accurately, and professionally, while adapting communication approaches to different audiences, situations, and business needs. At KALAM, communication goes beyond speaking and writing. It includes active listening, asking effective questions, sharing information transparently, providing constructive feedback, documenting information appropriately, and ensuring mutual understanding across departments, cultures, and geographical locations. Effective communication creates clarity, strengthens relationships, supports collaboration, enables better decision-making, and contributes to exceptional customer experiences.

Critical for Success

Effective communication enables collaboration, builds trust, reduces operational risks, improves customer experience, and supports better decision-making. It is essential for delivering consistent results and maintaining strong relationships across KALAM.

Applicability Matrix

Coordinator / Administrator: High
Specialist / Senior Specialist: High
Supervisor / Assistant Manager: Very High
Manager / Senior Manager: Critical
Head / Director / Senior Director: Critical

Behavioral Indicators by Job Level

Level 1 · Coordinator / Administrator: Communicates clearly in routine work situations and follows established communication standards.
Level 2 · Specialist / Senior Specialist: Communicates effectively with colleagues and customers, adapts messages appropriately, and promotes collaboration.
Level 3 · Supervisor / Assistant Manager: Communicates confidently, facilitates discussions, manages difficult conversations, and aligns teams.
Level 4 · Manager / Senior Manager: Uses communication strategically to influence, engage, coach, and lead teams through complexity and change.
Level 5 · Head / Director / Senior Director: Shapes organizational communication, influences executive decisions, and represents KALAM internally and externally.

Competency Proficiency Levels

Level 1 – Foundation

Level Definition

Communicates basic information clearly, professionally, and respectfully in routine situations. Demonstrates active listening, follows communication standards, and seeks clarification when needed.

Effective Behaviors

Speaks politely and professionally.
Listens attentively without interrupting.
Follows communication protocols and reporting lines.
Shares information accurately.
Asks relevant questions when clarification is needed.
Responds to emails and messages within agreed timelines.
Uses appropriate communication channels.
Demonstrates respect in verbal and written interactions.

Ineffective Behaviors

Frequently misunderstands instructions.
Provides incomplete or inaccurate information.
Interrupts others during conversations.
Uses an inappropriate or unprofessional tone.
Ignores messages or emails.
Fails to ask questions when unclear.
Shares information carelessly.
Demonstrates poor listening habits.

Level 2 – Intermediate

Level Definition

Communicates confidently in day-to-day business interactions, adapting communication style to different audiences while promoting collaboration and information sharing.

Effective Behaviors

Explains ideas clearly and logically.
Adjusts communication style based on the audience.
Provides timely updates to relevant stakeholders.
Documents work accurately and professionally.
Encourages open communication within the team.
Seeks and responds positively to feedback.
Clarifies expectations before starting work.
Handles routine disagreements professionally.

Ineffective Behaviors

Assumes others understand without confirmation.
Shares information too late.
Creates confusion through unclear communication.
Withholds important information.
Avoids constructive discussions.
Becomes defensive when receiving feedback.
Leaves conversations without agreed actions.

Level 3 – Proficient

Level Definition

Communicates complex information effectively, facilitates productive discussions, resolves misunderstandings, and builds alignment across teams while maintaining professionalism under pressure.

Effective Behaviors

Explains complex issues in a simple and structured manner.
Facilitates productive meetings and discussions.
Encourages participation from all team members.
Delivers constructive feedback respectfully.
Resolves misunderstandings promptly.
Builds alignment between departments.
Maintains professionalism during difficult conversations.
Communicates confidently with customers and stakeholders.

Ineffective Behaviors

Allows misunderstandings to persist.
Escalates conflict through poor communication.
Dominates discussions without listening.
Avoids giving constructive feedback.
Fails to communicate important risks.
Creates ambiguity during projects or discussions.

Level 4 – Advanced

Level Definition

Uses communication strategically to influence decisions, build commitment, strengthen stakeholder relationships, and lead teams through organizational priorities and change.

Effective Behaviors

Inspires confidence through clear communication.
Delivers difficult messages with professionalism and empathy.
Influences others through logic and credibility rather than authority.
Aligns multiple stakeholders around common objectives.
Coaches others to improve communication effectiveness.
Represents the department professionally.
Communicates organizational priorities clearly.
Builds trust across functions.

Ineffective Behaviors

Sends inconsistent messages.
Creates uncertainty during change.
Relies on authority instead of influence.
Fails to align stakeholders.
Avoids transparent communication.
Damages trust through poor messaging.

Level 5 – Expert

Level Definition

Shapes organizational communication, influences executive decision-making, represents KALAM with credibility, and establishes communication practices that strengthen culture, governance, and business performance.

Effective Behaviors

Communicates strategic direction with clarity and confidence.
Influences executive stakeholders and key partners.
Represents KALAM professionally with customers, partners, and external stakeholders.
Creates organization-wide alignment.
Builds a culture of transparency and open communication.
Leads communication during major organizational changes.
Coaches senior leaders on communication effectiveness.
Serves as a trusted advisor during critical business decisions.

Ineffective Behaviors

Creates strategic confusion.
Damages organizational credibility.
Withholds critical business information.
Fails to communicate organizational priorities.
Creates distrust through inconsistent messaging.
Misrepresents the organization or its direction.

Observable Behaviors

Managers should consistently observe whether the employee:

Communicates clearly and professionally.
Actively listens and seeks understanding.
Uses appropriate communication channels.
Responds promptly to messages and requests.
Shares relevant information proactively.
Adapts communication style to different audiences.
Documents information accurately.
Facilitates productive discussions and meetings.
Provides and receives feedback constructively.
Builds positive relationships through effective communication.

Evidence Sources

Managers should gather evidence from multiple sources, including:

Team meetings.
One-to-one discussions.
Customer interactions.
Cross-functional meetings.
Emails and written correspondence.
Presentations.
Project updates.
Reports and documentation.
Stakeholder feedback.
Customer feedback (where applicable).
Peer feedback.
Coaching and performance discussions.

Assessment Pitfalls

When assessing Communication, managers should avoid:

Confusing confidence with communication effectiveness.
Rating extroverted employees higher simply because they speak more.
Focusing only on presentation skills while ignoring listening ability.
Assessing only verbal communication and overlooking written communication.
Allowing one recent interaction to influence the overall rating (recency bias).
Evaluating personality instead of observable behaviors.
Ignoring communication effectiveness under pressure.
Assuming that silence means poor communication.
Allowing personal relationships to influence the assessment.

Learning Activities

Attend communication and presentation skills workshops.
Complete business writing training.
Practice active listening techniques.
Participate in cross-functional meetings.
Deliver presentations to different audiences.
Seek regular feedback on communication effectiveness.

Coaching Opportunities

Managers should:

Observe communication during meetings.
Provide real-time feedback.
Conduct role-play exercises.
Coach employees on difficult conversations.
Review written communications together.

Recommended Resources

Crucial Conversations – Patterson, Grenny, McMillan & Switzler
The Trusted Advisor – Maister, Green & Galford
HBR Guide to Better Business Writing
Internal communication and presentation skills programs.

Common Development Actions

Managers can accelerate development by assigning employees to:

Lead a team meeting.
Present project updates.
Facilitate a cross-functional workshop.
Mentor a junior colleague.
Deliver a customer presentation.
Handle customer escalations.
Write or update an SOP.
Represent the department in a project committee.
Participate in improvement initiatives requiring stakeholder engagement.

Competency Summary

Communication at KALAM is the ability to create clarity, build trust, strengthen collaboration, and inspire action through clear, respectful, and effective interactions.

Collaboration

Competency Metadata

Competency Category: Core Competency
Applies To: All Employees
Related KALAM Values: One Team, Customer Commitment, Accountability, Integrity
Supports Leadership Model: Lead Self, Lead Others, Lead Business
Related Talent Formula: Performance × Values × Competencies × Potential

Competency Definition

Collaboration is the ability to build productive working relationships, work effectively with others, share knowledge, and contribute to achieving common organizational goals. At KALAM, collaboration extends beyond teamwork within a department. It involves working across functions, supporting colleagues, respecting diverse perspectives, and recognizing that organizational success is more important than individual or departmental success.

Effective collaboration creates stronger solutions, improves efficiency, strengthens customer outcomes, and reinforces KALAM's culture of One Team.

Critical for Success

Effective collaboration enables departments to work as one organization, improves service quality, accelerates problem resolution, and creates better outcomes for customers, employees, and the business.

Applicability Matrix

Coordinator / Administrator: High
Specialist / Senior Specialist: High
Supervisor / Assistant Manager: Very High
Manager / Senior Manager: Critical
Head / Director / Senior Director: Critical

Behavioral Indicators by Job Level

Level 1 · Coordinator / Administrator: Cooperates with colleagues, supports team activities, and contributes positively to daily work.
Level 2 · Specialist / Senior Specialist: Builds strong working relationships, shares knowledge, and collaborates across functions when required.
Level 3 · Supervisor / Assistant Manager: Encourages teamwork, resolves collaboration challenges, and aligns people around shared objectives.
Level 4 · Manager / Senior Manager: Builds cross-departmental collaboration, removes barriers, and creates a culture of partnership and shared accountability.
Level 5 · Head / Director / Senior Director: Establishes enterprise-wide collaboration, breaks down organizational silos, and promotes cross-functional integration to achieve strategic goals.

Competency Proficiency Levels

Level 1 – Foundation

Level Definition

Works cooperatively with colleagues, contributes to team activities, and maintains respectful and professional working relationships.

Effective Behaviors

Treats colleagues with respect.
Supports team members when needed.
Shares relevant information.
Participates positively in team activities.
Accepts different opinions respectfully.
Demonstrates willingness to help.

Ineffective Behaviors

Works in isolation unnecessarily.
Withholds basic information.
Creates unnecessary conflict.
Refuses to support colleagues.
Displays disrespectful behavior.
Prioritizes personal convenience over team needs.

Level 2 – Intermediate

Level Definition

Develops effective working relationships, actively contributes to team success, and collaborates across departments to achieve business objectives.

Effective Behaviors

Shares knowledge and best practices.
Builds positive relationships with colleagues.
Seeks input from others.
Supports cross-functional initiatives.
Contributes constructively during meetings.
Helps resolve day-to-day collaboration issues.

Ineffective Behaviors

Hoards knowledge.
Avoids cross-functional interaction.
Dismisses others' ideas.
Creates barriers between teams.
Focuses only on personal responsibilities.

Level 3 – Proficient

Level Definition

Promotes collaboration within and across teams, resolves conflicts constructively, and creates alignment around shared goals.

Effective Behaviors

Encourages teamwork.
Facilitates collaboration between departments.
Resolves disagreements professionally.
Recognizes contributions of others.
Creates an inclusive working environment.
Aligns people around common objectives.

Ineffective Behaviors

Allows conflicts to continue unresolved.
Creates division between teams.
Excludes stakeholders from discussions.
Encourages "us versus them" thinking.
Takes credit for team achievements.

Level 4 – Advanced

Level Definition

Builds strong cross-functional partnerships, removes organizational barriers, and fosters a collaborative culture that improves organizational performance.

Effective Behaviors

Creates opportunities for collaboration.
Breaks down departmental silos.
Builds trust between functions.
Encourages joint problem-solving.
Balances departmental and organizational priorities.
Promotes shared accountability.

Ineffective Behaviors

Protects departmental interests at the expense of KALAM.
Encourages competition instead of collaboration.
Fails to address collaboration barriers.
Operates independently on organization-wide matters.
Discourages cross-functional engagement.

Level 5 – Expert

Level Definition

Creates a culture of enterprise collaboration, aligns leaders around strategic priorities, and strengthens organizational effectiveness through partnership and shared purpose.

Effective Behaviors

Builds strategic partnerships across the organization.
Creates alignment between business functions.
Promotes organization-wide cooperation.
Encourages knowledge sharing at all levels.
Models collaborative leadership.
Resolves enterprise-wide conflicts constructively.

Ineffective Behaviors

Reinforces organizational silos.
Allows departmental politics to influence decisions.
Creates competing priorities across functions.
Discourages collaboration between leaders.
Prioritizes individual functions over organizational success.

Observable Behaviors

Managers should consistently observe whether the employee:

Works effectively with colleagues.
Shares knowledge openly.
Supports team objectives.
Builds positive working relationships.
Collaborates across departments.
Seeks input from others.
Resolves disagreements constructively.
Demonstrates respect for different perspectives.
Contributes to a positive team environment.
Prioritizes organizational success over individual interests.

Evidence Sources

Managers should gather evidence from:

Cross-functional projects.
Team meetings.
Daily operational interactions.
Improvement initiatives.
Stakeholder feedback.
Peer feedback.
Project reviews.
Collaboration during issue resolution.
Customer projects involving multiple teams.
Coaching and performance discussions.

Assessment Pitfalls

When assessing Collaboration, managers should avoid:

Confusing friendliness with collaboration.
Rewarding popularity instead of contribution.
Assuming attendance at meetings equals collaboration.
Ignoring knowledge sharing.
Assessing only collaboration within the employee's own department.
Allowing one conflict to overshadow a consistent history of teamwork.
Failing to distinguish healthy debate from poor collaboration.
Ignoring collaboration during periods of pressure or change.

Development Tips

Learning Activities

Participate in cross-functional projects.
Attend teamwork and collaboration workshops.
Learn conflict resolution techniques.
Join communities of practice.
Seek feedback from peers and stakeholders.

Coaching Opportunities

Managers should:

Observe team interactions.
Coach on conflict resolution.
Encourage knowledge sharing.
Facilitate cross-functional exposure.
Provide feedback after collaborative assignments.

Recommended Resources

The Five Dysfunctions of a Team – Patrick Lencioni
Team of Teams – General Stanley McChrystal
Internal teamwork and collaboration programs.

Common Development Actions

Managers can accelerate development by assigning employees to:

Participate in cross-functional improvement projects.
Co-lead a departmental initiative.
Facilitate a lessons-learned session.
Mentor or buddy a new employee.
Join an interdepartmental task force.
Represent the department in company-wide projects.
Support another department during peak periods.
Lead a collaborative problem-solving workshop.

Competency Summary

Collaboration at KALAM is the ability to build trusted relationships, work across boundaries, share knowledge, and achieve organizational success through teamwork rather than individual effort.

Problem Solving

Competency Metadata

Competency Category: Core Competency
Applies To: All Employees
Related KALAM Values: Accountability, Continuous Improvement, Customer Commitment
Supports Leadership Model: Lead Self, Lead Others, Lead Business
Related Talent Formula: Performance × Values × Competencies × Potential

Competency Definition

Problem Solving is the ability to identify issues, analyze situations objectively, evaluate alternatives, and implement practical, timely, and effective solutions that support business objectives.

At KALAM, problem-solving is more than fixing issues after they occur. It involves understanding root causes, anticipating potential risks, making informed decisions, and continuously improving the way we work.

Effective problem-solving balances analytical thinking, sound judgment, collaboration, and execution to deliver sustainable solutions rather than temporary fixes.

Critical for Success

Effective problem-solving enables KALAM to overcome operational challenges, improve the customer experience, reduce business risks, and drive continuous improvement through informed, timely decisions.

Applicability Matrix

Coordinator / Administrator: High
Specialist / Senior Specialist: High
Supervisor / Assistant Manager: Very High
Manager / Senior Manager: Critical
Head / Director / Senior Director: Critical

Behavioral Indicators by Job Level

Level 1 · Coordinator / Administrator: Identifies routine problems, follows established procedures, and seeks guidance when required.
Level 2 · Specialist / Senior Specialist: Analyzes day-to-day issues, recommends practical solutions, and resolves problems independently within their area of responsibility.
Level 3 · Supervisor / Assistant Manager: Solves complex operational problems, identifies root causes, and supports sound decision-making across teams.
Level 4 · Manager / Senior Manager: Anticipates business challenges, develops sustainable solutions, manages risks, and drives continuous improvement.
Level 5 · Head / Director / Senior Director: Solves strategic organizational challenges, balances long-term and short-term priorities, and creates a culture of analytical thinking and innovation.

Competency Proficiency Levels

Level 1 – Foundation

Level Definition

Recognizes routine problems, gathers relevant information, follows established procedures, and seeks support when issues exceed their authority or experience.

Effective Behaviors

Identifies basic issues promptly.
Follows standard operating procedures.
Seeks clarification when uncertain.
Reports problems accurately.
Collects relevant information before escalating.
Demonstrates willingness to learn from mistakes.
Escalates issues appropriately.

Ineffective Behaviors

Ignores problems.
Escalates without gathering facts.
Makes assumptions instead of verifying information.
Waits for others to identify issues.
Repeats the same mistakes.
Applies solutions without understanding the problem.

Level 2 – Intermediate

Level Definition

Analyzes routine and moderately complex issues, evaluates available information, and implements practical solutions while recognizing when additional support is needed.

Effective Behaviors

Identifies likely causes of problems.
Evaluates alternative solutions.
Makes sound day-to-day decisions.
Uses available data to support recommendations.
Resolves recurring issues independently.
Learns from previous experiences.
Considers the impact of decisions on others.

Ineffective Behaviors

Solves symptoms instead of root causes.
Makes decisions without sufficient information.
Frequently depends on others for routine decisions.
Applies the same solution to every problem.
Avoids responsibility for solving issues.
Fails to evaluate consequences.

Level 3 – Proficient

Level Definition

Solves complex operational problems by identifying root causes, considering multiple perspectives, and implementing sustainable solutions that improve business performance.

Effective Behaviors

Conducts structured root cause analysis.
Considers operational and customer impact.
Balances speed with quality of decisions.
Involves relevant stakeholders.
Anticipates downstream consequences.
Encourages team participation in problem solving.
Reviews outcomes to ensure effectiveness.

Ineffective Behaviors

Treats recurring issues as isolated events.
Rushes to conclusions.
Ignores stakeholder input.
Implements short-term fixes repeatedly.
Allows problems to escalate unnecessarily.
Fails to learn from previous issues.

Level 4 – Advanced

Level Definition

Anticipates organizational challenges, proactively evaluates risks, develops sustainable solutions, and drives continuous improvement across functions.

Effective Behaviors

Identifies emerging risks before they become problems.
Uses data and business insight to make informed decisions.
Challenges inefficient processes constructively.
Leads structured problem-solving initiatives.
Encourages innovation and continuous improvement.
Balances operational efficiency with long-term sustainability.
Supports others in developing analytical thinking.

Ineffective Behaviors

Reacts only after problems become critical.
Relies on assumptions instead of evidence.
Accepts inefficient processes without challenge.
Solves problems without considering broader business impact.
Discourages new ideas.
Focuses only on immediate operational pressures.

Level 5 – Expert

Level Definition

Addresses strategic business challenges, shapes organizational decision-making, and builds a culture that values analytical thinking, innovation, and continuous improvement.

Effective Behaviors

Solves enterprise-wide business challenges.
Makes balanced decisions under uncertainty.
Uses data, experience, and strategic judgment effectively.
Promotes innovation while managing risk.
Creates systems that prevent recurring problems.
Coaches senior leaders on complex decision-making.
Builds organizational capability in structured problem solving.

Ineffective Behaviors

Makes strategic decisions based on assumptions.
Creates dependency on individual decision-makers.
Focuses only on short-term solutions.
Ignores organizational learning opportunities.
Accepts recurring organizational issues without addressing root causes.
Allows risk to accumulate through delayed decisions.

Observable Behaviors

Managers should consistently observe whether the employee:

Identifies issues proactively.
Gathers relevant facts before acting.
Analyzes causes rather than symptoms.
Evaluates alternative solutions.
Makes timely and informed decisions.
Considers customer and business impact.
Learns from previous mistakes.
Implements practical and sustainable solutions.
Follows up to verify effectiveness.
Contributes ideas for continuous improvement.

Evidence Sources

Managers should gather evidence from:

Daily operational decisions.
Incident and issue resolution.
Root cause analyses.
Corrective and preventive action (CAPA) activities.
Continuous improvement initiatives.
Cross-functional projects.
Customer escalations.
Project reviews.
Team meetings.
Performance discussions.
KPI trends and operational reports.

Assessment Pitfalls

When assessing Problem Solving, managers should avoid:

Confusing speed with effectiveness.
Rewarding employees who fix crises but repeatedly create them.
Assessing outcomes without reviewing the decision-making process.
Ignoring preventive thinking.
Rating confidence higher than analytical quality.
Overlooking collaboration during problem solving.
Allowing one successful solution to overshadow a pattern of weak analysis.
Assuming experience always equals better judgment.

Development Tips

Learning Activities

Attend structured problem-solving workshops.
Learn root cause analysis techniques (e.g., 5 Whys, Fishbone Diagram).
Participate in continuous improvement initiatives.
Develop data analysis and critical thinking skills.
Study business case scenarios.

Coaching Opportunities

Managers should:

Ask open-ended questions rather than providing immediate answers.
Encourage employees to present alternative solutions.
Review decisions after implementation.
Coach on balancing speed, quality, and risk.
Promote lessons learned after major issues.

Recommended Resources

The Toyota Way – Jeffrey Liker
Thinking, Fast and Slow – Daniel Kahneman
The McKinsey Mind – Ethan Rasiel
Internal Operational Excellence and Root Cause Analysis training.

Common Development Actions

Managers can accelerate development by assigning employees to:

Lead a root cause analysis session.
Participate in CAPA investigations.
Join a process improvement project.
Analyze recurring operational issues.
Present solution recommendations to management.
Facilitate lessons-learned workshops.
Support business continuity or risk assessments.
Lead a small operational improvement initiative.

Competency Summary

Problem Solving at KALAM is the ability to understand challenges, identify root causes, make sound decisions, and implement sustainable solutions that create value for customers, employees, and the business.

Customer Focus

Competency Metadata

Competency Category: Core Competency
Applies To: All Employees
Related KALAM Values: Customer Commitment, Accountability, Integrity, Continuous Improvement
Supports Leadership Model: Lead Self, Lead Others, Lead Business
Related Talent Formula: Performance × Values × Competencies × Potential

Competency Definition

Customer Focus is the ability to understand customer needs, create value through every interaction, and consistently deliver products, services, and solutions that build trust, satisfaction, and long-term relationships.

At KALAM, every employee contributes to the customer experience, whether serving external customers directly or supporting internal teams that enable customer success. Customer Focus means understanding that every decision, action, and interaction impacts the customer's experience and the organization's reputation.

Critical for Success

Customer Focus enables KALAM to build lasting relationships, deliver exceptional experiences, strengthen customer trust, and create sustainable business growth through consistent value creation.

Applicability Matrix

Coordinator / Administrator: Critical

Specialist / Senior Specialist: Critical
Supervisor / Assistant Manager: Critical
Manager / Senior Manager: Critical
Head / Director / Senior Director: Critical

Why Critical at every level?

Because everyone at KALAM either serves a customer directly or enables someone who does. Every role contributes to the customer experience.

Behavioral Indicators by Job Level

Level 1 · Coordinator / Administrator: Delivers work accurately, responds professionally, and understands how their role supports customer satisfaction.
Level 2 · Specialist / Senior Specialist: Anticipates customer needs, provides reliable service, and actively contributes to improving customer experience.
Level 3 · Supervisor / Assistant Manager: Balances customer expectations with operational realities, resolves service issues effectively, and coaches teams to deliver outstanding customer experiences.
Level 4 · Manager / Senior Manager: Builds customer-centric teams, strengthens customer relationships, and drives service improvements that create long-term value.
Level 5 · Head / Director / Senior Director: Shapes customer strategy, builds a customer-centric culture, and ensures customer needs influence organizational decisions and priorities.

Competency Proficiency Levels

Level 1 – Foundation

Level Definition

Understands that every role contributes to customer satisfaction and consistently delivers accurate, timely, and professional work that supports customer needs.

Effective Behaviors

Treats customers respectfully and professionally.
Delivers work accurately and on time.
Responds to customer requests promptly.
Understands how their work affects customer experience.
Follows customer service standards.
Escalates customer issues appropriately.
Demonstrates a positive service attitude.

Ineffective Behaviors

Ignores customer needs.
Delivers incomplete or inaccurate work.
Responds slowly without justification.
Displays an indifferent attitude toward customers.
Fails to recognize the impact of mistakes on customers.
Passes customer issues without ownership.

Level 2 – Intermediate

Level Definition

Builds positive customer relationships, understands customer expectations, and consistently delivers solutions that meet business and customer needs.

Effective Behaviors

Anticipates routine customer needs.
Communicates proactively with customers.
Follows through on commitments.
Demonstrates ownership of customer issues.
Identifies opportunities to improve customer satisfaction.
Builds trust through reliability.

Ineffective Behaviors

Waits for customers to chase updates.
Focuses only on completing tasks.
Makes commitments that cannot be delivered.
Ignores customer feedback.
Prioritizes convenience over customer value.
Avoids responsibility for customer outcomes.

Level 3 – Proficient

Level Definition

Builds strong customer relationships, resolves complex issues effectively, and balances customer expectations with operational priorities while maintaining high service standards.

Effective Behaviors

Resolves customer concerns professionally.
Manages difficult customer conversations confidently.
Builds credibility through consistent delivery.
Identifies trends affecting customer satisfaction.
Collaborates across departments to solve customer issues.
Coaches others on customer service excellence.
Makes decisions that strengthen long-term relationships.

Ineffective Behaviors

Treats customer complaints defensively.
Makes decisions without considering customer impact.
Allows customer issues to remain unresolved.
Creates unnecessary delays.
Fails to collaborate on customer solutions.
Focuses only on short-term fixes.

Level 4 – Advanced

Level Definition

Creates a customer-focused culture, drives service excellence, and ensures customer needs are considered when making operational and strategic decisions.

Effective Behaviors

Builds customer-centric processes.
Uses customer insights to improve services.
Balances commercial and customer priorities.
Encourages continuous improvement based on customer feedback.
Strengthens customer partnerships.
Develops teams that consistently exceed customer expectations.
Anticipates future customer needs.

Ineffective Behaviors

Prioritizes internal convenience over customer value.
Ignores customer trends.
Discourages innovation that improves customer experience.
Fails to learn from customer feedback.
Focuses only on operational efficiency.

Level 5 – Expert

Level Definition

Shapes customer strategy, builds an organization where customer success drives decision-making, and creates sustainable competitive advantage through exceptional customer experience.

Effective Behaviors

Defines customer experience strategy.
Builds long-term customer partnerships.
Champions customer-centric transformation.
Makes strategic decisions based on customer value.
Represents KALAM as a trusted partner.
Creates organization-wide customer accountability.
Influences innovation through customer insight.

Ineffective Behaviors

Makes strategic decisions without customer consideration.
Accepts declining customer satisfaction.
Allows customer trust to erode.
Focuses solely on financial outcomes.
Neglects long-term customer relationships.

Observable Behaviors

Managers should consistently observe whether the employee:

Demonstrates a positive service attitude.
Responds promptly and professionally.
Takes ownership of customer issues.
Understands customer expectations.
Delivers on commitments.
Follows up until issues are resolved.
Considers customer impact when making decisions.
Collaborates to improve customer outcomes.
Learns from customer feedback.
Builds trust through consistent service.

Evidence Sources

Managers should gather evidence from:

Customer satisfaction surveys.
Client feedback.
Internal customer feedback.
Complaint resolution records.
Escalation handling.
SLA performance.
Quality assurance reviews.
Customer meetings.
Service recovery cases.
Performance discussions.
Operational KPIs related to customer outcomes.

Assessment Pitfalls

When assessing Customer Focus, managers should avoid:

Confusing friendliness with customer focus.
Measuring only customer satisfaction scores.
Ignoring internal customers.
Rewarding employees who say "yes" to everything regardless of business impact.
Overlooking long-term relationship building.
Focusing only on speed instead of quality and value.
Ignoring proactive service improvements.
Assessing only customer-facing roles while overlooking support functions.

Development Tips

Learning Activities

Attend customer experience and service excellence training.
Study customer journey mapping.
Participate in customer feedback reviews.
Learn service recovery techniques.
Shadow customer-facing teams.

Coaching Opportunities

Managers should:

Review customer interactions together.
Coach on empathy and active listening.
Discuss customer impact during decision-making.
Encourage reflection after customer escalations.
Recognize behaviors that improve customer experience.

Recommended Resources

The Effortless Experience – Matthew Dixon
Outside In – Harley Manning & Kerry Bodine
The Customer Rules – Lee Cockerell
Internal customer experience workshops.

Common Development Actions

Managers can accelerate development by assigning employees to:

Participate in customer meetings.
Lead a customer improvement initiative.
Analyze customer feedback trends.
Resolve complex customer cases.
Conduct internal customer satisfaction reviews.
Join customer journey mapping workshops.
Present customer insights to leadership.
Lead a service recovery project.

Competency Summary

Customer Focus at KALAM is the commitment to creating value in every interaction by understanding customer needs, taking ownership of outcomes, and delivering experiences that build lasting trust and partnerships.

Adaptability & Continuous Learning

Competency Metadata

Competency Category: Core Competency
Applies To: All Employees
Related KALAM Values: Continuous Improvement, Accountability, Integrity
Supports Leadership Model: Lead Self, Lead Others, Lead Business
Related Talent Formula: Performance × Values × Competencies × Potential

Competency Definition

Adaptability & Continuous Learning is the ability to embrace change, remain resilient in evolving environments, continuously develop new knowledge and skills, and apply learning to improve individual and organizational performance. At KALAM, learning is not limited to formal training. It includes learning from experience, feedback, collaboration, innovation, successes, and mistakes. Employees are expected to remain curious, open-minded, and committed to personal and professional growth while adapting positively to changing business needs.

Critical for Success

Adaptability and continuous learning enable KALAM to remain agile, embrace innovation, respond effectively to change, and build the capabilities needed for sustainable growth in a rapidly evolving business environment.

Applicability Matrix

Coordinator / Administrator: High
Specialist / Senior Specialist: High

Supervisor / Assistant Manager: Very High
Manager / Senior Manager: Critical
Head / Director / Senior Director: Critical

Behavioral Indicators by Job Level

Level 1 · Coordinator / Administrator: Learns new tasks, accepts feedback positively, and adapts to routine changes with guidance.
Level 2 · Specialist / Senior Specialist: Continuously develops professional skills, adapts to changing priorities, and applies new learning to improve performance.
Level 3 · Supervisor / Assistant Manager: Encourages learning within the team, supports change initiatives, and helps others adapt to new ways of working.
Level 4 · Manager / Senior Manager: Builds a learning culture, leads organizational change, and develops future capabilities within the function.
Level 5 · Head / Director / Senior Director: Shapes organizational learning strategy, champions innovation, and prepares KALAM for future business challenges and opportunities.

Competency Proficiency Levels

Level 1 – Foundation

Level Definition

Demonstrates openness to learning, accepts constructive feedback, and adapts to routine changes with a positive attitude.

Effective Behaviors

Learns new tasks willingly.
Accepts feedback professionally.
Adapts to changes in procedures.
Demonstrates curiosity.
Seeks clarification when learning new processes.
Applies lessons learned to future work.
Remains positive during routine changes.

Ineffective Behaviors

Resists new ways of working.
Repeats the same mistakes.
Rejects constructive feedback.
Avoids learning opportunities.
Complains about routine changes.
Waits for others to solve learning challenges.

Level 2 – Intermediate

Level Definition

Continuously develops professional knowledge, adapts effectively to changing priorities, and applies learning to improve performance and service quality.

Effective Behaviors

Actively seeks learning opportunities.
Applies new knowledge to daily work.
Learns from successes and mistakes.
Adjusts priorities when business needs change.
Shares useful knowledge with colleagues.
Demonstrates flexibility during operational changes.
Embraces new technologies and tools.

Ineffective Behaviors

Stops learning once competent.
Avoids new responsibilities.
Rejects process improvements.
Reluctantly adopts new systems.
Fails to apply lessons learned.
Maintains outdated practices without justification.

Level 3 – Proficient

Level Definition

Supports organizational change, encourages continuous learning within the team, and helps others adapt to new processes, technologies, and business priorities.

Effective Behaviors

Coaches colleagues through change.
Encourages experimentation and innovation.
Promotes knowledge sharing.
Supports learning initiatives.
Anticipates skill development needs.
Helps the team overcome resistance to change.
Learns quickly from changing business conditions.

Ineffective Behaviors

Creates resistance to change.
Discourages innovation.
Ignores development opportunities.
Fails to prepare the team for change.
Treats learning as optional.
Avoids unfamiliar situations.

Level 4 – Advanced

Level Definition

Builds a culture of continuous learning, leads change initiatives effectively, and develops organizational capability to meet future business needs.

Effective Behaviors

Champions organizational learning.
Leads change with confidence and empathy.
Develops succession capability.
Encourages experimentation while managing risk.
Invests in team development.
Promotes continuous improvement.
Uses feedback to strengthen organizational performance.

Ineffective Behaviors

Maintains the status quo without challenge.
Treats development as a low priority.
Fails to prepare teams for change.
Resists innovation.
Neglects capability building.
Avoids organizational transformation.

Level 5 – Expert

Level Definition

Shapes organizational learning strategy, builds an adaptive culture, and positions KALAM to succeed in an evolving global business environment through innovation, capability development, and continuous transformation.

Effective Behaviors

Defines organizational learning priorities.
Creates enterprise-wide capability development strategies.
Champions innovation and digital transformation.
Builds a culture that embraces learning and experimentation.
Anticipates future workforce capability needs.
Drives strategic organizational transformation.
Positions KALAM for long-term success through continuous learning.

Ineffective Behaviors

Allows organizational capability to stagnate.
Ignores emerging trends and technologies.
Discourages innovation.
Fails to invest in future talent.
Resists strategic change.
Creates a culture that fears learning or experimentation.

Observable Behaviors

Managers should consistently observe whether the employee:

Seeks feedback and acts on it.
Learns from mistakes.
Adapts positively to change.
Demonstrates curiosity.
Applies new knowledge to work.
Supports organizational improvements.
Shares learning with colleagues.
Embraces new technologies and processes.
Demonstrates resilience during change.
Contributes ideas for improvement.

Evidence Sources

Managers should gather evidence from:

Training participation and application.
Development plans.
Coaching discussions.
Performance reviews.
Improvement initiatives.
Project participation.
Adoption of new systems or technologies.
Feedback from peers and managers.
Innovation initiatives.
Lessons learned sessions.

Assessment Pitfalls

When assessing Adaptability & Continuous Learning, managers should avoid:

Confusing compliance with adaptability.
Assuming attendance at training equals learning.
Rewarding activity instead of applied learning.
Mistaking resistance caused by lack of information for unwillingness to change.
Ignoring learning gained through experience.
Overlooking resilience during periods of change.
Assessing enthusiasm instead of behavioral change.
Assuming experienced employees no longer need development.

Development Tips

Learning Activities

Complete technical and behavioral learning programs.
Attend change management and innovation workshops.
Participate in cross-functional projects.
Learn emerging technologies relevant to the role.
Seek regular developmental feedback.

Coaching Opportunities

Managers should:

Create individual development plans.
Conduct regular career conversations.
Encourage reflection after major projects.
Assign stretch goals.
Recognize learning behaviors as well as results.

Recommended Resources

Mindset – Carol Dweck
The Fifth Discipline – Peter Senge
Atomic Habits – James Clear
Internal leadership, AI, and continuous improvement programs.

Common Development Actions

Managers can accelerate development by assigning employees to:

Lead a process improvement initiative.
Participate in a digital transformation project.
Cross-train in another function.
Mentor or reverse-mentor a colleague.
Pilot a new process or technology.
Facilitate a lessons-learned workshop.
Present insights from external learning.
Support the implementation of organizational change initiatives.

Competency Summary

Adaptability & Continuous Learning at KALAM is the ability to embrace change, continuously develop new capabilities, and apply learning to improve individual, team, and organizational performance.

Execution Excellence

Competency Metadata

Competency Category: Core Competency
Applies To: All Employees
Related KALAM Values: Accountability, Customer Commitment, Continuous Improvement, Integrity
Supports Leadership Model: Lead Self, Lead Others, Lead Business
Related Talent Formula: Performance × Values × Competencies × Potential

Competency Definition

Execution Excellence is the ability to consistently deliver high-quality work through effective planning, disciplined execution, ownership, accountability, and continuous follow-through while meeting agreed objectives, timelines, and quality standards. At KALAM, execution is not measured solely by achieving results. It is measured by how results are achieved. Execution Excellence means reliably delivering commitments, maintaining quality under pressure, managing priorities effectively, and ensuring sustainable performance without compromising governance, customer experience, or collaboration.

Critical for Success

Execution Excellence ensures that commitments are delivered consistently, efficiently, and to a high standard. It strengthens operational reliability, customer confidence, and organizational performance while supporting sustainable growth.

Applicability Matrix

Coordinator / Administrator: Critical

Specialist / Senior Specialist: Critical
Supervisor / Assistant Manager: Critical
Manager / Senior Manager: Critical
Head / Director / Senior Director: Critical

Why Critical at every level?

Every role contributes to KALAM's operational performance. Consistent execution is essential regardless of position or function.

Behavioral Indicators by Job Level

Level 1 · Coordinator / Administrator: Completes assigned work accurately, on time, and in accordance with established standards and procedures.
Level 2 · Specialist / Senior Specialist: Manages workload effectively, consistently delivers quality outcomes, and takes ownership of responsibilities with minimal supervision.
Level 3 · Supervisor / Assistant Manager: Coordinates team execution, monitors progress, resolves operational barriers, and ensures commitments are delivered consistently.
Level 4 · Manager / Senior Manager: Drives operational excellence, optimizes execution across functions, and builds high-performing teams that consistently achieve sustainable results.
Level 5 · Head / Director / Senior Director: Establishes organizational execution standards, drives enterprise-wide performance, and builds systems that enable consistent delivery at scale.

Competency Proficiency Levels

Level 1 – Foundation

Level Definition

Completes assigned tasks accurately, follows established procedures, manages time responsibly, and demonstrates ownership of individual responsibilities.

Effective Behaviors

Completes work on time.
Produces accurate and reliable work.
Follows established procedures and standards.
Demonstrates accountability for assigned tasks.
Prioritizes daily responsibilities appropriately.
Meets agreed deadlines.
Escalates risks early when commitments may be affected.
Maintains attention to detail.

Ineffective Behaviors

Misses deadlines without communication.
Delivers incomplete work.
Requires frequent follow-up.
Makes avoidable errors due to lack of attention.
Fails to prioritize effectively.
Blames others for missed commitments.
Waits until problems become urgent before escalating.

Level 2 – Intermediate

Level Definition

Manages competing priorities effectively, delivers consistent quality, and demonstrates ownership for achieving commitments while maintaining operational standards.

Effective Behaviors

Plans work effectively.
Balances multiple priorities.
Delivers consistent quality.
Takes ownership from start to finish.
Monitors progress proactively.
Identifies execution risks early.
Follows through on commitments.

Ineffective Behaviors

Frequently changes priorities without reason.
Delivers inconsistent quality.
Leaves work unfinished.
Depends on others to manage responsibilities.
Reacts instead of planning.
Overcommits without realistic planning.

Level 3 – Proficient

Level Definition

Coordinates execution across teams, removes operational barriers, manages competing priorities, and ensures high-quality delivery through effective planning and follow-up.

Effective Behaviors

Coordinates execution across stakeholders.
Tracks progress against commitments.
Resolves execution challenges proactively.
Holds others accountable respectfully.
Ensures quality without sacrificing speed.
Maintains operational discipline.
Learns from execution outcomes.

Ineffective Behaviors

Allows commitments to drift.
Fails to monitor execution.
Focuses on activity instead of outcomes.
Creates confusion regarding priorities.
Accepts recurring execution failures without action.
Neglects follow-up.

Level 4 – Advanced

Level Definition

Builds a culture of execution excellence by establishing clear priorities, improving operational efficiency, optimizing processes, and enabling teams to deliver sustainable business results consistently.

Effective Behaviors

Creates execution discipline across the function.
Improves operational workflows.
Balances quality, speed, and resources.
Anticipates execution risks.
Encourages accountability throughout the team.
Uses KPIs to improve execution rather than merely report results.
Builds sustainable execution practices.

Ineffective Behaviors

Accepts operational inefficiency.
Focuses only on short-term delivery.
Neglects execution governance.
Overlooks quality issues.
Encourages firefighting instead of planning.
Creates dependency on individual performers.

Level 5 – Expert

Level Definition

Shapes organizational execution capability by designing systems, governance, and operating models that enable KALAM to deliver consistent, scalable, and sustainable business performance.

Effective Behaviors

Establishes enterprise execution standards.
Aligns execution with strategic priorities.
Builds scalable operating systems.
Creates accountability across the organization.
Balances operational excellence with innovation.
Uses performance insights to drive organizational improvement.
Develops future leaders in execution excellence.

Ineffective Behaviors

Creates inconsistent organizational priorities.
Allows execution standards to vary across functions.
Accepts organizational inefficiency.
Relies on heroics instead of systems.
Neglects long-term capability building.
Prioritizes speed while sacrificing sustainability.

Observable Behaviors

Managers should consistently observe whether the employee:

Delivers commitments on time.
Produces quality work consistently.
Demonstrates ownership.
Plans work effectively.
Prioritizes appropriately.
Follows through until completion.
Escalates risks proactively.
Maintains attention to detail.
Demonstrates reliability under pressure.
Continuously improves execution.

Evidence Sources

Managers should gather evidence from:

KPI achievement trends.
Project delivery records.
SLA compliance.
Quality assurance results.
Operational dashboards.
Action plan completion.
Performance review discussions.
Stakeholder feedback.
Improvement initiatives.
Audit or compliance findings.
Follow-up on assigned actions.

Assessment Pitfalls

When assessing Execution Excellence, managers should avoid:

Confusing busyness with productivity.
Measuring effort instead of outcomes.
Rewarding firefighting over disciplined planning.
Ignoring the quality of execution.
Focusing only on deadlines while overlooking sustainability.
Allowing one successful project to outweigh a pattern of inconsistent delivery.
Confusing long working hours with effective execution.
Overlooking the ability to prevent issues before they occur.

Development Tips

Learning Activities

Attend project and time management training.
Learn Lean and Operational Excellence principles.
Study prioritization and productivity techniques.
Participate in continuous improvement workshops.
Develop planning and risk management skills.

Coaching Opportunities

Managers should:

Review execution plans regularly.
Coach on prioritization and workload management.
Conduct after-action reviews.
Encourage proactive risk management.
Recognize disciplined execution, not just final results.

Recommended Resources

The 4 Disciplines of Execution – Chris McChesney, Sean Covey & Jim Huling
Getting Things Done – David Allen
Execution – Larry Bossidy & Ram Charan
Internal Operational Excellence programs.

Common Development Actions

Managers can accelerate development by assigning employees to:

Lead an operational improvement initiative.
Manage a cross-functional action plan.
Coordinate a time-sensitive project.
Develop a departmental execution dashboard.
Lead a post-implementation review.
Improve an existing workflow or SOP.
Facilitate daily or weekly operational review meetings.
Take ownership of a high-priority business initiative.

Competency Summary

Execution Excellence at KALAM is the disciplined ability to transform commitments into consistently high-quality results through ownership, planning, accountability, and sustainable execution.

Governance & Accountability

Competency Metadata

Competency Category: Core Competency
Applies To: All Employees
Related KALAM Values: Accountability, Integrity, Continuous Improvement, Customer Commitment
Supports Leadership Model: Lead Self, Lead Others, Lead Business
Related Talent Formula: Performance × Values × Competencies × Potential

Competency Definition

Governance & Accountability is the ability to consistently act with integrity, take ownership of responsibilities, follow organizational standards, protect company interests, manage risks responsibly, and make decisions that support sustainable organizational success.

At KALAM, Governance & Accountability means doing the right things, the right way. It requires employees to consistently act in accordance with The KALAM Way, organizational policies, approved processes, applicable laws, and ethical standards, and to accept responsibility for both their decisions and outcomes. Employees are expected not only to achieve results but also to do so responsibly and transparently, in a manner that protects KALAM's people, customers, reputation, information, and future.

Critical for Success

Governance & Accountability protect KALAM's people, customers, reputation, assets, and long-term success by ensuring decisions and actions are ethical, responsible, transparent, and aligned with organizational standards.

Applicability Matrix

Coordinator / Administrator: Critical
Specialist / Senior Specialist: Critical
Supervisor / Assistant Manager: Critical
Manager / Senior Manager: Critical
Head / Director / Senior Director: Critical

Why Critical at every level?

Governance is everyone's responsibility. Every employee contributes to protecting KALAM through responsible decisions, ethical conduct, compliance with organizational standards, and personal accountability.

Behavioral Indicators by Job Level

Level 1 · Coordinator / Administrator: Follows established policies, procedures, and reporting lines while taking ownership of assigned responsibilities and appropriately escalating risks.
Level 2 · Specialist / Senior Specialist: Demonstrates accountability for outcomes, applies governance standards consistently, manages risks within their scope, and promotes ethical decision-making.
Level 3 · Supervisor / Assistant Manager: Reinforces governance within the team, ensures compliance with organizational standards, promotes accountability, and proactively addresses risks.
Level 4 · Manager / Senior Manager: Strengthens governance practices, builds accountability across functions, improves operational controls, and creates a culture of ownership and responsible decision-making.

Level 5 · Head / Director / Senior Director: Shapes governance culture, establishes organizational accountability, strengthens enterprise risk management, and ensures sustainable business practices across KALAM.

Competency Proficiency Levels

Level 1 – Foundation

Level Definition

Demonstrates personal accountability by following organizational policies, procedures, and ethical standards while taking ownership of assigned responsibilities and escalating concerns appropriately.

Effective Behaviors

Follows approved policies and procedures.
Takes ownership of assigned tasks.
Meets commitments and deadlines.
Escalates issues and risks promptly.
Protects confidential information.
Documents work accurately.
Demonstrates honesty and integrity.
Accepts responsibility for mistakes and works to correct them.

Ineffective Behaviors

Bypasses established procedures.
Blames others for mistakes.
Hides errors or delays reporting issues.
Ignores organizational policies.
Mishandles confidential information.
Fails to document important work.
Waits for others to solve problems within their responsibility.
Repeats preventable mistakes without learning.

Level 2 – Intermediate

Level Definition

Applies governance principles consistently, demonstrates accountability for outcomes, identifies operational risks, and contributes to maintaining high standards of compliance and integrity.

Effective Behaviors

Consistently follows organizational standards.
Raises concerns when risks are identified.
Makes ethical decisions even under pressure.
Takes responsibility for commitments.
Maintains accurate documentation.
Supports compliance with company policies.
Encourages responsible behavior among colleagues.

Ineffective Behaviors

Prioritizes convenience over governance.
Accepts shortcuts that increase risk.
Ignores minor policy violations.
Fails to report known issues.
Makes decisions without considering organizational impact.
Avoids accountability for outcomes.

Level 3 – Proficient

Level Definition

Promotes accountability within the team, reinforces governance standards, proactively manages operational risks, and ensures decisions are transparent, consistent, and aligned with organizational expectations.

Effective Behaviors

Holds self and others accountable respectfully.
Reinforces adherence to policies and procedures.
Addresses governance concerns promptly.
Encourages transparent decision-making.
Identifies and mitigates operational risks.
Promotes ethical discussions within the team.
Ensures lessons learned are documented and shared.

Ineffective Behaviors

Tolerates repeated policy violations.
Applies governance standards inconsistently.
Avoids difficult accountability conversations.
Allows undocumented decisions.
Focuses on results while ignoring process integrity.
Delays addressing known risks.

Level 4 – Advanced

Level Definition

Builds a culture of governance and accountability by strengthening systems, improving controls, promoting ethical leadership, and ensuring sustainable operational practices across the function.

Effective Behaviors

Establishes clear accountability within the function.
Improves governance processes continuously.
Strengthens operational controls.
Promotes transparency in decision-making.
Ensures governance is integrated into business planning.
Encourages speaking up without fear.
Develops managers to lead with accountability.

Ineffective Behaviors

Accepts weak governance because results are achieved.
Relies on individuals instead of systems.
Ignores recurring control weaknesses.
Discourages challenge or constructive escalation.
Makes exceptions without appropriate justification.
Prioritizes short-term gains over sustainable governance.

Level 5 – Expert

Level Definition

Shapes KALAM's governance culture by establishing enterprise-wide accountability, strengthening organizational resilience, promoting ethical leadership, and ensuring governance supports sustainable growth and strategic success.

Effective Behaviors

Defines governance expectations across the organization.
Builds systems that reduce dependency on individuals.
Strengthens enterprise risk awareness.
Creates a culture of ownership and transparency.
Ensures governance supports innovation without compromising integrity.
Champions ethical leadership at every level.
Positions governance as a strategic advantage for KALAM.

Ineffective Behaviors

Allows governance to become inconsistent across the organization.
Encourages a results-at-any-cost mentality.
Weakens accountability through unclear expectations.
Accepts repeated governance failures without corrective action.
Creates dependency on individuals instead of organizational systems.
Neglects governance while pursuing rapid growth.

Observable Behaviors

Managers should consistently observe whether the employee:

Takes ownership of responsibilities and outcomes.
Follows approved policies, procedures, and standards.
Demonstrates integrity in daily decisions.
Escalates risks and concerns appropriately.
Protects confidential and sensitive information.
Documents work accurately and consistently.
Makes ethical decisions under pressure.
Accepts responsibility for mistakes and corrective actions.
Supports a culture of accountability.
Challenges inappropriate behaviors respectfully.

Evidence Sources

Managers should gather evidence from:

Compliance with policies and SOPs.
Internal audit findings.
Quality assurance and compliance reviews.
CAPA implementation.
Risk assessments.
Investigation outcomes.
Documentation quality.
Information security compliance.
Performance discussions.
Stakeholder feedback.
Governance committee participation.
Corrective action follow-up.

Assessment Pitfalls

When assessing Governance & Accountability, managers should avoid:

Assuming policy compliance alone demonstrates strong governance.
Rewarding results achieved by bypassing controls or approved processes.
Confusing loyalty with accountability.
Ignoring repeated minor governance violations.
Overlooking undocumented decisions or poor record-keeping.
Measuring accountability only when outcomes are positive.
Ignoring proactive risk identification and escalation.
Rewarding individual heroics that undermine sustainable systems.
Assuming seniority automatically reflects stronger governance behaviors.

Development Tips

Learning Activities

Attend governance, ethics, and compliance training.
Learn risk management and internal control principles.
Participate in policy awareness sessions.
Study decision-making frameworks.
Develop knowledge of information security and business continuity.

Coaching Opportunities

Managers should:

Discuss governance considerations during decision-making.
Review accountability after projects and incidents.
Coach on balancing speed with governance.
Encourage transparent discussions about mistakes and lessons learned.
Reinforce ownership through regular feedback.

Recommended Resources

The Governance, Risk, and Compliance Handbook – Carl Hall
The Speed of Trust – Stephen M. R. Covey
ISO 9001 Quality Management Principles
Internal governance, compliance, and ethics programs.

Common Development Actions

Managers can accelerate development by assigning employees to:

Participate in an internal audit.
Review or develop an SOP.
Lead a CAPA implementation.
Conduct a risk assessment.
Participate in an investigation.
Develop a governance dashboard.
Lead a policy awareness session.
Map and improve a business process.
Participate in business continuity planning.
Join a cross-functional governance improvement initiative.

Competency Summary

Governance & Accountability at KALAM is the commitment to doing the right things, the right way by acting with integrity, taking ownership, managing risks responsibly, and protecting the organization's people, customers, reputation, and future.