People Risks and Red flags

PEOPLE RISKS AND RED FLAGS

RED FLAGS ASSESSMENT

1 – Not true of me/us/team

2 – Seldom true of me/us/team    

3 – Sometimes true of me/us/team

4 – Often true of me/us/team

5 – Very often true of me/us/team

1	Neglects to apply sound procurement practice	1	2	3	4	5
2	Does not consider budgets when authorising expenditure	1	2	3	4	5
3	Does not consider funding availability when committing to projects – over promises but under delivers because of insufficient funding	1	2	3	4	5
4	Undertakes budgeting purely as an administrative exercise and does not consider the alignment with strategic priorities	1	2	3	4	5
5	Constantly under or overspends on the budgets	1	2	3	4	5
6	Makes fruitless and wasteful expenditure	1	2	3	4	5
7	Is unable to compile financial reports timeously and in the expected formats	1	2	3	4	5
8	Allows role uncertainty and unclear outputs	1	2	3	4	5
9	Is insensitive to the needs and feelings of others, irrespective of race and gender	1	2	3	4	5
10	Does not treat others fairly and with respect – behaves in judgemental ways	1	2	3	4	5
11	Doesn’t provide feedback in any form – ignores poor performance of staff hoping that it will sort itself out	1	2	3	4	5
12	Only interacts with people/co-workers when the tasks to be undertaken are important to themselves	1	2	3	4	5
13	Are racially, gender and culturally intolerant	1	2	3	4	5
14	Is insubordinate to managers from different racial, gender or cultural groups because of their differences	1	2	3	4	5
15	Loses too many high performance people – demotivates previously good performers	1	2	3	4	5
16	Disorganised and doesn’t prioritise tasks.	1	2	3	4	5
17	Does not meet task deadlines	1	2	3	4	5
18	Appears to be constantly in “crisis” mode	1	2	3	4	5
19	Does not manage resources efficiently. Some people are over-burdened while others have little to do.	1	2	3	4	5
20	Fails to identify and deal with possible bottlenecks	1	2	3	4	5
21	Has a history of blown budgets or projects out of control	1	2	3	4	5
22	Unable to obtain buy-in on project outcomes/results	1	2	3	4	5
23	Is not aware of the external factors influencing service delivery, nor inclined to learn about them	1	2	3	4	5
24	Shows no interest in finding out how the municipality works	1	2	3	4	5
25	Focuses on their own area or fails to perceive the relationships between all parts of the organisation	1	2	3	4	5
26	Lacks knowledge of municipal legislation	1	2	3	4	5
27	Regards colleagues and subordinates as competitors and won’t share information, experience or knowledge	1	2	3	4	5
28	Does not use internal and external resources to build skills within the organisation	1	2	3	4	5
29	Avoids opportunities to learn new things	1	2	3	4	5
30	Does not comprehend the vulnerability and risk to organisation with high levels of attrition	1	2	3	4	5
31	Views informal knowledge sharing sessions as a waste of time	1	2	3	4	5
32	Disorganised and doesn’t prioritise tasks.	1	2	3	4	5
33	Does not meet task deadlines and exceeds budgets	1	2	3	4	5
34	Appears to be constantly in “crisis” mode	1	2	3	4	5
35	Does not manage resources efficiently. Some people are over-burdened while others have little to do.	1	2	3	4	5
36	Fails to identify and deal with possible bottlenecks	1	2	3	4	5
37	Never moves beyond what’s on the to do list	1	2	3	4	5
38	Are unable to match ideas to resources, generating expectations that cannot be delivered	1	2	3	4	5
39	Inconsistent application of policy	1	2	3	4	5
40	Fails to identify and deal with possible bottlenecks with policy implementation	1	2	3	4	5
41	Cannot see the bigger picture	1	2	3	4	5
42	Fails to consider the implications and consequences of policy changes	1	2	3	4	5
43	Displays an inability to match ideas to resources and generates expectations that cannot be delivered on	1	2	3	4	5
44	Perpetuates a single view of the organisation and where it must go	1	2	3	4	5
45	Unable to translate new policy into action plans	1	2	3	4	5
46	Procrastinates	1	2	3	4	5
47	Consistently fails to deliver on time and lacks expected quality	1	2	3	4	5
48	Talks about the negative – what can’t be done before considering what is do-able	1	2	3	4	5
49	Complacent and slow to respond	1	2	3	4	5
50	Shows no interest in being productive	1	2	3	4	5
51	Slothful, Lacks urgency	1	2	3	4	5
52	Does not set challenging goals	1	2	3	4	5
53	Not interested in looking at new, more effective ways of doing things	1	2	3	4	5
54	Avoids personal responsibility, wriggles out of things and is evasive about ownership of issues	1	2	3	4	5
55	Prefers doing things the same way – sticks to their original approach regardless of circumstances and eventualities	1	2	3	4	5
56	Charges off at pace and doesn’t consider “plan B”	1	2	3	4	5
57	Isolated and not in tune with setting the required expectations for the people	1	2	3	4	5
58	Uncomfortable with change	1	2	3	4	5
59	Avoids personal feedback	1	2	3	4	5
60	Cynical	1	2	3	4	5
61	‘Gets thrown off’ when things change	1	2	3	4	5
62	Seem comfortable serving out their time	1	2	3	4	5
63	Passes the buck and remove themselves from owning change in the organisation	1	2	3	4	5
64	Overreacts	1	2	3	4	5
65	Volatile and unpredictable	1	2	3	4	5
66	Loses his/her cool and says or does things that he/she shouldn’t	1	2	3	4	5
67	Displays his/her emotions in an inappropriate way	1	2	3	4	5
68	‘Cracks under pressure’	1	2	3	4	5
69	Is overly sensitive and defensive when criticised	1	2	3	4	5
70	Unsettles others	1	2	3	4	5
71	Behaviour is dominated by self protection and evasiveness in the face of challenges	1	2	3	4	5
72	Are seen to take perks for themselves	1	2	3	4	5
73	Have people question their ethics, e.g. they use their status in an inappropriate way or are known to take short cuts or fudge the results	1	2	3	4	5
74	Are prone to talk and act in the way they think others want them to – “yes people”	1	2	3	4	5
75	Are driven by personal aggrandisement at the expense of public good	1	2	3	4	5
76	Have been caught out telling half truths or lies. Are spoken of as being devious.	1	2	3	4	5
77	Cannot determine right from wrong	1	2	3	4	5
78	Inconsistent	1	2	3	4	5
79	Not seen as having integrity	1	2	3	4	5
80	Procrastinates when having to deal with problems	1	2	3	4	5
81	Jumps to conclusions	1	2	3	4	5
82	Bases decisions on untested assumptions	1	2	3	4	5
83	Gets by with what knowledge they have – “learning is for others”	1	2	3	4	5
84	Investigates the surface only. Waffle, skirt around the issues or fall prey to “paralysis by analysis”	1	2	3	4	5
85	Decisions hijacked by emotions – act on prejudice and perceptions rather than fact	1	2	3	4	5
86	Cannot cope with ambiguity	1	2	3	4	5
87	Cannot see the ‘Bigger Picture’	1	2	3	4	5
88	Fails to consider implications and consequences of decisions	1	2	3	4	5
89	Tend to be aggressive rather than assertive – rely on   power/status/rules rather than persuasion	1	2	3	4	5
90	Tends to be bureaucratic	1	2	3	4	5
91	Allows the organisation to become stale – continues to operate as it has in the past without consideration future trends and requirements	1	2	3	4	5
92	Over promises to the community/residents and under delivers – creates undue expectation	1	2	3	4	5
93	Generally unhelpful and uncaring	1	2	3	4	5
94	Doesn’t take responsibility and pushes problems to someone else	1	2	3	4	5
95	Unable to build rapport with people at all levels of the organisation – may be comfortable with managers and not able to relate to subordinates	1	2	3	4	5
96	Does not command respect and generally left out of discussions.	1	2	3	4	5
97	Shows difficulty in adapting to new political climates	1	2	3	4	5
98	Unable to detect the nuances of an interaction quickly enough to respond in a measured way	1	2	3	4	5
99	Tends to be aggressive rather than assertive – rely on power/status/rules rather than persuasion	1	2	3	4	5
100	Lacks consideration and sensitivity	1	2	3	4	5
101	Reacts inappropriately – loses “cool” in front of staff or appears out of control in public	1	2	3	4	5
102	Uses inappropriate  communication style (either too familiar or too formal)	1	2	3	4	5
103	Unable to adapt to the situation	1	2	3	4	5
104	Cannot articulate ideas and opinions	1	2	3	4	5
105	Insensitive to individual differences	1	2	3	4	5
106	Comes across as aggressive rather than assertive	1	2	3	4	5
107	Struggles to be diplomatic, direct and polite	1	2	3	4	5
108	Doesn’t listen to what others are saying – is closed minded and will not hear	1	2	3	4	5
109	‘Rubs others up the wrong way’	1	2	3	4	5
110	Is not seen as approachable by other people – are reclusive	1	2	3	4	5
111	Unable to detect the nuances of an interaction quickly enough to respond in a measured way	1	2	3	4	5
112	Unable to grasp boundaries in relationships – shows familiarity or allows emotion to influence relationships	1	2	3	4	5
113	Are unable to detect the nuances of an interaction quickly enough to respond in a measured way	1	2	3	4	5
114	Unable to build rapport with others easily	1	2	3	4	5
115	Tend to be aggressive rather than assertive – rely on power/status/rules rather than persuasion	1	2	3	4	5
116	Struggles to be diplomatic, direct and polite	1	2	3	4	5
117	Doesn’t listen to what customer – thinks that they know what the customer wants	1	2	3	4	5
118	‘Rubs others up the wrong way’	1	2	3	4	5
119	Is not seen as approachable by other people – are reclusive	1	2	3	4	5
120	Lacks consideration and sensitivity	1	2	3	4	5
121	Shows no concern for service excellence or customer satisfaction	1	2	3	4	5
122	Views customers as nuisances	1	2	3	4	5
123	Unconcerned about client feedback	1	2	3	4	5
124	Remains transfixed on operational issues and is not  able to highlight important issues from the detail	1	2	3	4	5
125	Displays an inability to match ideas to resources and generates expectations that cannot be delivered on	1	2	3	4	5
126	Perpetuates a single view of the organisation and where it must go	1	2	3	4	5
127	Cannot communicate a sense of where the organisation is heading	1	2	3	4	5
128	Constantly in need of direction	1	2	3	4	5
129	Unable to detect the nuances of an interaction quickly enough to respond in a measured way	1	2	3	4	5
130	Tends to be aggressive rather than assertive – rely on power/status/rules rather than persuasion	1	2	3	4	5
131	Not a person that people want to be with or work with	1	2	3	4	5
132	Appears unsure of himself or herself	1	2	3	4	5
133	Not seen as having integrity	1	2	3	4	5
134	Unable to gain respect from others	1	2	3	4	5
135	Cannot deal effectively with conflict	1	2	3	4	5
136	Unable to employ effective negotiation strategies	1	2	3	4	5
137	Not viewed favourably by senior management	1	2	3	4	5
138	Struggles to be diplomatic, direct and polite	1	2	3	4	5
139	Doesn’t listen to what others are saying	1	2	3	4	5
140	‘Rubs others up the wrong way’	1	2	3	4	5
141	Not seen as approachable by other people – are reclusive	1	2	3	4	5
142	Doesn’t know what motivates other or how to motivate them	1	2	3	4	5
143	Lacks interest in developing others	1	2	3	4	5
144	Views mentoring/coaching as a ‘chore’	1	2	3	4	5
145	Is impatient with others	1	2	3	4	5
146	Lacks interest in understanding the individual  and issues that may impact performance	1	2	3	4	5
147	Too task oriented	1	2	3	4	5
148	Does not provide positive feedback	1	2	3	4	5
149	Seen as unapproachable by others	1	2	3	4	5
150	Regards colleagues as competition and won’t help	1	2	3	4	5
151	Can’t gain commitment from others to do things conjointly or is contemptuous of cooperative endeavour	1	2	3	4	5
152	Prefers to work on his/her own	1	2	3	4	5
153	Insensitive to diversity issues	1	2	3	4	5
154	Breaks commitments and promises	1	2	3	4	5
155	Unreliable	1	2	3	4	5
156	‘Rubs others up the wrong way’	1	2	3	4	5
157	Shows a lack of consideration for others	1	2	3	4	5
158	Cannot deal with conflict – tends to be afraid of debate and/or reacts at a personal level using language which hurts others	1	2	3	4	5
159	Unable to resolve difficult issues constructively - perpetuates feuds within the team	1	2	3	4	5