Under the first column of page two of the form highlighted above, choose appropriate Dimensions^© from the NC Dictionary of Dimensions that are needed by an employee to be successful on the job. (See note below if link does not work.)

In a human service agency, Dimensions are as critical as the results we achieve. DHHS has an exception to Office of State Personnel (OSP) policy that allows Dimensions to have equal weight to the KRRs in the employee workplans.

Keep the following information in mind when you select the Dimensions:

• Select Dimensions that support the KRRs. Of the 42 Dimensions, many may have some link to the job. Select those that have the greatest impact. Usually 5 to 7 Dimensions are sufficient.
• Dimensions should be
  • Observable,
  • Within the control of the employee, and
  • Understandable by the employee and supervisor.
• List each Dimension on the workplan in order from most to least important. In some cases, the Dimensions may have equal weight.

If you are not familiar with the NC Dictionary of Dimensions, you may want to access the file now and take a look as you read through the following explanation of the components. (It may open up in a second "window" on your screen so you can easily click back and forth from the Dictionary to this guide. If it does not open a second window, you can use your "back" and "forward" button to go back and forth or open a second window using the "file" "new window" selection at the top of your browser window.)

In completing a workplan, you will probably select the Dimensions and corresponding "key behaviors" to use as a basis for the employee's Behavioral Expectations at the same time. So, the following explanation contains information on both sections. (You will find more detailed instructions on the "key behaviors" in Step 4, "Writing Behavioral Expectations.")

Starting on page 8 of the Dictionary of Dimensions, you'll find a section that contains one "Dimension" per page. For each Dimension, you'll find three major components:

• Definition and Description:
  The first phrase defines how a behavior, skill, or competency is used by the employee. The paragraph that follows describes how the Dimension is likely to be used by state government employees.

  You must select Dimensions from the listing without modifying the wording. You cannot combine Dimensions or add new Dimensions that are not in the list. Read the definitions carefully to select the Dimensions that best relate to the work being done by the employee.

  Note: Go to pages 4 and 5 of the Dictionary to find dimensions divided into suggested lists appropriate for supervisors and non-supervisors. Go to page 6 for a listing of common work-related terms to help you search for related Dimensions.

• Key Behaviors:
  This section gives examples of how an employee might use the Dimension on the job. You may quote a "key behavior" directly from the list as a Behavioral Expectation on an employee's workplan.

  However, it may be better to write a Behavioral Expectation that specifically describes the work done. By using the "key behavior" as a starting point, you can make the Behavioral Expectation more understandable for the employee by modifying the wording to fit the employee's job. (You'll find an example in Step 4 on the following page.) Contact your Training Coordinator or Human Resource representative if you need help in revising the wording.

• Key Words:
  At the bottom of each Dimension page, you'll find a list of "key words" related to the Dimension that may help you select the best Dimensions. You may also use the listing of common terms on page 6 of the Dictionary as a "shortcut" to help you select the Dimensions that apply to your employee.

As you think about selecting the Dimensions, also consider the following:

• Many Dimensions are similar. Select those that best apply to the job without listing duplicates. For example, a manager may need "Leadership Influence" while a supervisor would only need "Delegation" listed as a Dimension. See Example 2 below.
• Dimensions are evaluated as trends in employee behavior. As you select appropriate Dimensions for your employees, you should use the STAR tool to document the trends. This tool allows you to document how an employee uses a Dimension by capturing specific examples. Using the tool, you can document the situation and task assigned related to a particular Dimension, what action the employee took or did not take, and the outcome or result of the action or inaction.

*Note: If you were unable to access the Dictionary of Dimensions by clicking on the link, you need to download the Acrobat Reader since it is a PDF file. Go to the Adobe Acrobat Reader download page to get a free reader.

Example 1:

Dion investigates nursing home complaints. He must survey the facilities, observing and documenting actual conditions against state code or laws. He uses Judgment to determine what information or data is relevant to the investigation and when to involve other agencies or his supervisor. He also needs a number of other skills related to the dimensions listed in the Dictionary of Dimensions.

Dion's dimensions would probably be listed on his workplan in the order of importance as follows:

In looking through the Dictionary of Dimensions, Marilyn finds these two dimensions and their definitions related to leadership:

• Leadership / Influence - using proper interpersonal styles and methods to guide individuals or groups to accomplish a task. Maintaining group cohesiveness and cooperation; helping group process and gaining agreement/commitment to ideas, plans, or course of action.
• Delegation - Using employee(s) effectively. Giving decision making and other responsibilities to the appropriate employees.

Marilyn realizes that she needs to select the dimension that best applies to her unit manager's job. She decides to list "Leadership / Influence" on the workplan for Robert rather than "Delegation." For Robert, delegation may be part of his job, but the scope of his leadership role is broader than that. He defines the unit’s goals, determines individual assignments, and works to build a team atmosphere. So, "Leadership / Influence" is more important for his success than the ability to delegate.

On the other hand, Robert would probably list "Delegation" on John's workplan, since his responsibilities are narrower and well defined. It would probably be important for John to have good delegation skills as he schedules work, makes assignments, and adjusts the workload among his employees.

The Dimensions would be listed on the workplans of Robert and John, as illustrated below. We have included a few more Dimensions to illustrate a priority order that may have been chosen for the first few Dimensions.

As these examples illustrate, think about the person's scope and level of responsibilities in selecting the best dimensions for the workplan.

Go on to Step 4 or select another page from the menu below.