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HR-Survey > Competency Model

Questionnaire Items Measuring Accountability

Accountability skills are crucial for productivity and achieving goals. The main components of Accountability skills include:

• Actions have Consequences: Understanding that accountability means accepting the consequences for actions and performance.
• Individuals are Accountable: Individuals (employees) are accountable for their performance.
• Responsible for Results: Individuals need to take responsibility for their results.
• Problem Solving: Taking ownership of problems to find the best solutions.
• Job Performance: Sets high standards and expectations.
• Response to Setbacks: Accept responsibility for errors or poor performance.
• Informing the Supervisor: Accountability means keeping the supervisor in the loop.

Accountability skills contribute to a manager's success by ensuring that the work gets done right and that all employees are working to support the goals of the department/company.

360-Degree Feedback Questionnaire Items

The Accountability competency in a 360-Degree Feedback assessment includes items measuring the ability to deal with consequences for actions, hold others accountable, set high standards for performance, work with a high degree of integrity and honesty.



Accountability

• Takes responsibility for seeing the project through to completion.
• Accepts accountability for their actions and results.
• Accepts accountability for their work.
• Establishes who is responsible for various aspects of the project.
• Willingly accepts the obligation to complete the task.
• Is someone who is there when you need them.
• Accepts accountability for their actions.

Consequences

• Willingly accepts the consequences for their actions.
• Accepts the consequences for their actions.
• Holds employees responsible if expectations are not met.
• Holds employees accountable for meeting performance benchmarks.
• Accepts personal responsibility for their actions.
• Willing to answer for their own actions and performance.
• Aware of the consequences for failure to complete the project.
• Demonstrates a commitment to taking responsibility for actions.
• Expects employees to accept the consequences of their actions.

Process and Procedure

• Develops goals and establishes objective measures of success.
• Exhibits a sense of ownership of the process.
• Requires employees to submit monthly reports of the work they performed.
• Projects an image of transparency and trustworthiness in the administration of fair and equitable policies.
• Documents performance goals through an individual development plan.
• Creates a consistent process for prioritizing work.
• Requires employees to submit action plans, timelines or other objectives.
• Requires team members to present progress reports or prepare contingency plans.

Accountability in Others

• Defines roles, rights, and responsibilities of employees.
• Defines roles, rights, and responsibilities of the team.
• Understands the importance of holding employees accountable for their work.
• Encourages employees to take on greater responsibilities.
• Expects employees to account for their actions and performance.
• Seeks commitment from employees prior to assigning tasks.
• Encourages colleagues/business partners to take on greater responsibilities.
• Allows employees to set their own performance goals.
• Encourages employees to set challenging but achievable goals.

Outcomes and Results

• Takes full responsibility for project outcomes.
• Exhibits a sense of ownership of outcomes and results.
• Takes responsibility for results.
• Takes full responsibility for results.
• Accepts responsibility for outcomes.
• Accepts accountability for results.
• Accepts accountability for their results.
• Takes personal responsibility for results.

In Problem Solving

• Tackles issues head on and finds solutions.
• Commits to leading the initiatives to solving critical issues.
• Takes ownership of problems to find the best solutions.
• Accepts responsibility to lead efforts to solving critical problems.
• Holds employees accountable for their participation in solving department problems and issues.
• Regularly leads the way when helping the team troubleshoot various issues.
• Takes charge of addressing and solving problems.

Performance

• Acts like an owner when they make decisions.
• Reviews performance to determine areas for improvement.
• Accepts personal responsibility for producing high quality and timely work.
• Takes personal responsibility for the quality of their work.
• Holds team accountable to meeting goals.
• Holds employees accountable through regular performance reviews.
• Sets clear performance measures.
• Justly applies disciplinary measures.

Errors and Setbacks

• Takes ownership of mistakes and learns from them.
• Acknowledges errors and takes the steps necessary to rectify them.
• Continues to work diligently on a problem despite setbacks.
• Takes responsibility for errors in the production line.
• Accepts personal responsibility for not meeting expectations.
• Takes responsibility for errors and actively works to correct them.
• Recognizes when a mistake is made and works to correct the issue.
• Takes full responsibility for lack of results achieved.
• Takes full responsibility for team's lack of progress.
• Requires advanced warning on problems and issues that will affect completion of tasks.

Organization

• Fully embraces the responsibilities that contribute to our departmental success.
• Works hard to ensure the success of the department.
• Takes responsibility for the team's actions and results.
• Is personally invested in the success of the organization.
• Works diligently for the success of the team.
• Takes responsibility for the direction of the team.
• Is aware of problems or issues that may affect the organization.
• Implements and facilitates controls and processes that maintain the integrity of the organization.
• Remains knowledgeable of Company performance.

Keeps Supervisor Informed

• Keeps supervisor informed of recent events.
• Lets supervisor know of any setbacks to the progress on achieving goals.
• Always keeps the supervisor informed of relevant information.
• Informs supervisor of progress without having to be asked about it.
• Consults with the supervisor before engaging in new procedures that have some risk.
• Informs the supervisor if progress on the task has been delayed.
• Makes sure the supervisor is always informed of any important events.
• Keeps supervisor informed of recent activities.

Integrity and Honesty

• Can be counted on to do what they say they are going to do.
• Is someone you can trust.
• Takes responsibility for their actions and admits mistakes openly.
• Maintains honesty and transparency in all communications.
• Upholds ethical standards even when no one is watching.
• Handles sensitive information with discretion and confidentiality.
• Chooses integrity over convenience.
• Keeps their word and does what they say they will do.

Expectations

• Consistently strives to meet high standards of excellence.
• Consistently follows through on commitments and promises.
• Takes full responsibility for unmet expectations and makes corrective actions immediately.
• Honors the commitments and promises made to customers/clients.
• Can be counted on to do their role well.
• Works to achieve established goals.
• Follows through on commitments made.
• Sets clear expectations for performance.
• Holds employees accountable for completing the project successfully.
• Ensures that employee objectives are aligned with the organization's objectives.

On Time

• Consistently strives to complete work on time or ahead of schedule.
• Holds self and others accountable for meeting the deadline.
• Regularly completes tasks on time.
• Does not make excuses for missed deadlines.
• Always starts work on time.
• Does not make excuses for being late for work.
• Able to complete required tasks on time and delivered expected results.
• Shows up for work on time.
• Accepts personal responsibility for the timeliness of work.
• Is prepared and on time for meetings and scheduled events.

Accountable to Others

• Welcomes the responsibility for meeting the broad range of needs of stakeholders and clients.
• Ensures that employees are compensated fairly and in accordance with established policies.
• Provides clear reasons for underperformance.
• Exhibits good governance in their role as an executive.
• Consistently exhibits professionalism in interactions with employees.
• Is responsible for the fair and just implementation of the contract with the union.
• Is responsible for ensuring that employees are treated fairly.

Employee Opinion Survey Items

Accountability skills enable employees to be more productive and contribute greater to the company's bottom line.



Accountability

• My coworkers accept accountability for their actions.
• I am someone who is there when you need them.
• I feel coworkers willingly accept the obligation to complete tasks.
• The supervisor establishes who is responsible for various aspects of the project.
• I know how to take responsibility for seeing the project through to completion.
• My manager holds employees accountable for their actions and results.

Consequences

• Employees understand that they must accept personal responsibility for their actions.
• Everyone in our department accepts the consequences for their actions.
• I willingly accept the consequences for my actions.
• My supervisor demonstrates a commitment to taking responsibility for actions.
• My manager holds employees accountable for meeting performance benchmarks.
• I am fully aware of the consequences for failure to complete this project.
• In our department, employees are willing to answer for their own actions and performance.
• The supervisor holds employees responsible if expectations are not met.
• The manager expects employees to accept the consequences of their actions.

Process and Procedure

• The supervisor requires employees to submit monthly reports of the work they performed.
• Our team requires team members to present progress reports or prepare contingency plans.
• My manager requires employees to submit action plans, timelines or other objectives.
• Our organization projects an image of transparency and trustworthiness in the administration of fair and equitable policies.
• Supervisors in our department document performance goals and include an individual development plan.
• The manager develops goals and establishes objective measures of success.
• I have a sense of ownership of the process currently being implemented.

Accountability in Others

• My manager encourages employees to set challenging but achievable goals.
• The department manager is effective in defining roles, rights, and responsibilities of employees.
• Our team leader defines roles, rights, and responsibilities of the team.
• I recognize the importance of managers encouraging employees to take on greater responsibilities.
• Our department allows employees to set their own performance goals.
• Our department encourages its employees to take on greater responsibilities.
• My manager generally seeks commitment from employees prior to assigning tasks.
• Division leadership expects employees to account for their actions and performance.
• The supervisor understands the importance of holding employees accountable for their work.

Outcomes and Results

• I feel that my coworkers take personal responsibility for results.
• Employees here exhibit a sense of ownership of outcomes and results.
• My manager expects employees to accept accountability for their results.
• I always take responsibility for results.
• In my department, employees take full responsibility for results.
• The supervisor requires employees to accept the responsibility for our location's outcomes.
• Employees in our department accept accountability for results.
• Employees take full responsibility for project outcomes.

In Problem Solving

• Supervisors hold employees accountable for their participation in solving department problems and issues.
• My manager accepts responsibility to lead efforts to solving critical problems.
• The team leader commits to leading the initiatives to solving critical issues.
• My supervisor takes charge of addressing and solving problems.
• The IT department regularly leads the way when helping the team troubleshoot various issues.
• My manager tackles issues head on and finds solutions.
• Takes ownership of problems to find the best solutions.

Performance

• I take personal responsibility for the quality of my work.
• My manager holds employees accountable through regular performance reviews.
• My coworkers accept personal responsibility for producing high quality and timely work.
• I feel my supervisor justly applies disciplinary measures.
• The team leader holds the team accountable to meeting goals.
• Team members take their jobs seriously and act like an owner when they make decisions.
• My manager sets clear performance measures.
• I feel performance reviews are effective in determining areas for improvement.

Errors and Setbacks

• My team members will take full responsibility for team's lack of progress.
• My manager takes full responsibility for lack of results achieved.
• Our department focuses on continuous learning and colleagues will take ownership of mistakes and learn from them.
• Coworkers take responsibility for errors in the production line.
• My colleagues will acknowledge errors and takes the steps necessary to rectify them.
• Coworkers will accept personal responsibility for not meeting expectations.
• I take responsibility for errors and actively work to correct them.
• The manager requires advanced warning on problems and issues that will affect completion of tasks.
• I recognize when a mistake is made and work to correct the issue.
• I continue to work diligently on a problem despite setbacks.

Organization

• I feel everyone works hard to ensure the success of the department.
• The team leaders take responsibility for the direction of their team.
• Team members work diligently for the success of the team.
• I feel that coworkers fully embrace the responsibilities that contribute to our departmental success.
• My director implements and facilitates controls and processes that maintain the integrity of the organization.
• My manager takes responsibility for the team's actions and results.
• I feel I am personally invested in the success of the organization.

Keeps Supervisor Informed

• I always keep the supervisor informed of relevant information.
• I always keep my supervisor informed of recent events.
• I am encouraged to consult with the supervisor before engaging in new procedures that have some risk.
• I am comfortable letting the supervisor know of any setbacks to the progress on achieving goals.
• I feel everyone keeps supervisor informed of recent activities.
• Coworkers will make sure the supervisor is always informed of any important events.
• Coworkers willingly inform the supervisor if progress on the task has been delayed.
• I generally inform the supervisor of progress without having to be asked about it.

Integrity and Honesty

• My coworkers handle sensitive information with discretion and confidentiality.
• My manager keeps their word and does what they say they will do.
• People in my department maintain honesty and transparency in all communications.
• My manager is someone you can trust.
• I can be counted on to do what I say I will do.
• I feel my coworkers uphold ethical standards even when no one is watching.
• I feel that my coworkers, if presented with a tough dilemma, would choose integrity over convenience.
• People I work with take responsibility for their actions and admit mistakes openly.

Expectations

• Colleagues can be counted on to do their role well.
• I work to achieve established goals.
• My manager follows through on commitments made.
• My manager ensures that employee objectives are aligned with the organization's objectives.
• My manager expects employees to take full responsibility for unmet expectations and make corrective actions immediately.
• I consistently strive to meet high standards of excellence.
• Supervisors will hold employees accountable for completing the project successfully.
• The manager sets clear expectations for performance.
• Our department honors the commitments and promises made to customers/clients.
• My coworkers will consistently follow through on commitments and promises.

On Time

• I do not make excuses for being late for work.
• Colleagues are prepared and on time for meetings and scheduled events.
• I am able to complete required tasks on time and delivered expected results.
• My coworkers do not make excuses for missed deadlines.
• Coworkers will consistently strive to complete work on time or ahead of schedule.
• I always show up for work on time.
• My coworkers regularly complete tasks on time.
• I accept personal responsibility for the timeliness of work.
• Employees in our department holds themselves and others accountable for meeting the deadlines.
• I always start work on time.

Accountable to Others

• The manager is responsible for ensuring that employees are treated fairly.
• Senior leadership exhibits good governance in their role as an executive.
• I consistently exhibit professionalism in interactions with other employees.
• My manager ensures that employees are compensated fairly and in accordance with established policies.
• Supervisors in our department are responsible for the fair and just implementation of the contract with the union.
• I feel our department welcomes the responsibility for meeting the broad range of needs of stakeholders and clients.

Self-Assessment Items

Accountability

• You establish who is responsible for various aspects of the project.
• You willingly accept the obligation to complete the task.
• You accept accountability for your work.
• You take responsibility for seeing the project through to completion.
• You accept accountability for your actions and results.
• You are someone who is there when others are in need.
• You accept accountability for your actions.

Consequences

• I accept the consequences for my actions.
• I am aware of the consequences for failure to complete the project.
• You expect employees to accept the consequences of their actions.
• I am willing to answer for my own actions and performance.
• You hold employees accountable for meeting performance benchmarks.
• I demonstrate a commitment to taking responsibility for actions.
• I accept personal responsibility for my actions.
• You hold employees responsible if expectations are not met.
• I willingly accept the consequences for my actions.

Process and Procedure

• You develop goals and establish objective measures of success.
• I require employees to submit monthly reports of the work they performed.
• I project an image of transparency and trustworthiness in the administration of fair and equitable policies.
• I exhibit a sense of ownership of the process.
• I document performance goals through an individual development plan.
• You create a consistent process for prioritizing work.
• You require employees to submit action plans, timelines or other objectives.
• You require team members to present progress reports or prepare contingency plans.

Accountability in Others

• You define roles, rights, and responsibilities of employees.
• You define roles, rights, and responsibilities of the team.
• You encourage employees to take on greater responsibilities.
• I expect employees to account for their actions and performance.
• You understand the importance of holding employees accountable for their work.
• You seek commitment from employees prior to assigning tasks.
• You encourage colleagues/business partners to take on greater responsibilities.
• You encourage employees to set challenging but achievable goals.
• You allow employees to set your own performance goals.

Outcomes and Results

• I take full responsibility for results.
• You take responsibility for results.
• You take full responsibility for project outcomes.
• I exhibit a sense of ownership of outcomes and results.
• You accept responsibility for outcomes.
• You accept accountability for results.
• You accept accountability for your results.
• You take personal responsibility for results.

In Problem Solving

• You tackle issues head on and finds solutions.
• You take charge of addressing and solving problems.
• You take ownership of problems to find the best solutions.
• You hold employees accountable for their participation in solving department problems and issues.
• I will commit to leading the initiatives to solving critical issues.
• You accept responsibility for leading efforts to solve critical problems.
• I regularly lead the way when helping the team troubleshoot various issues.

Performance

• You act like an owner when they make decisions.
• You hold team accountable to meeting goals.
• I set clear performance measures.
• You hold employees accountable through regular performance reviews.
• I accept personal responsibility for producing high quality and timely work.
• I review performance to determine areas for improvement.
• I take personal responsibility for the quality of my work.
• You justly apply disciplinary measures.

Errors and Setbacks

• You take ownership of mistakes and learn from them.
• I take responsibility for errors and actively work to correct them.
• You continue to work diligently on a problem despite setbacks.
• I take responsibility for errors in the production line.
• I acknowledge errors and take the steps necessary to rectify them.
• I recognize when a mistake is made and work to correct the issue.
• I take full responsibility for lack of results achieved.
• You take full responsibility for team's lack of progress.
• You accept personal responsibility for not meeting expectations.
• You require employees provide you with advanced warning on problems and issues that they know will affect completion of tasks.

Organization

• You fully embrace the responsibilities that contribute to our departmental success.
• You work hard to ensure the success of the department.
• I work diligently for the success of the team.
• You are personally invested in the success of the organization.
• You take responsibility for the direction of the team.
• You take responsibility for the team's actions and results.
• You are aware of problems or issues that may affect the organization.
• You implement and facilitate controls and processes that maintain the integrity of the organization.
• You remain knowledgeable of Company performance.

Keeps Supervisor Informed

• You keep you supervisor informed of recent events.
• You make sure the supervisor is always informed of any important events.
• I inform my supervisor if progress on the task is delayed.
• I always keep the supervisor informed of relevant information.
• You inform supervisor of progress without having to be asked about it.
• You let supervisor know of any setbacks to the progress on achieving goals.
• You consult with the supervisor before engaging in new procedures that have some risk.
• You keep you supervisor informed of recent activities.

Integrity and Honesty

• You can be counted on to do what you say you are going to do.
• You are someone who is trustworthy.
• I maintain honesty and transparency in all communications.
• I choose integrity over convenience.
• You take responsibility for your actions and admit mistakes openly.
• I uphold ethical standards even when no one is watching.
• You handle sensitive information with discretion and confidentiality.
• You keep your word and do what you say you will do.

Expectations

• I honor the commitments and promises made to customers/clients.
• You can be counted on to do your role well.
• You follow through on commitments made.
• I consistently strive to meet high standards of excellence.
• I ensure that employee objectives are aligned with the organization's objectives.
• I take full responsibility for unmet expectations and make corrective actions immediately.
• You work to achieve established goals.
• You consistently follow through on commitments and promises.
• I hold employees accountable for completing the project successfully.
• I set clear expectations for performance.

On Time

• You accept personal responsibility for the timeliness of work.
• You consistently strive to complete work on time or ahead of schedule.
• You do not make excuses for being late for work.
• You show up for work on time.
• You do not make excuses for missed deadlines.
• You hold yourself and others accountable for meeting the deadline.
• You always start work on time.
• I am prepared and on time for meetings and scheduled events.
• I regularly complete tasks on time.
• You are able to complete required tasks on time and delivered expected results.

Accountable to Others

• You welcome the responsibility for meeting the broad range of needs of stakeholders and clients.
• You consistently exhibit professionalism in interactions with employees.
• You exhibit good governance in your role as an executive.
• I ensure that employees are compensated fairly and in accordance with established policies.
• I provide clear reasons for underperformance.
• You are responsible for the fair and just implementation of the contract with the union.
• I am responsible for ensuring that employees are treated fairly.

Job Interview Questions

Accountability

• How do you accepts accountability for your work?
• Do you accept accountability for these results? Explain.
• Describe how you accepted accountability for your actions.
• Are you someone who is there when others may need your help? Give examples.
• How would you encourage other employees to accept accountability for their results?
• Give an example of when you took responsibility for seeing the project through to completion.
• Have you had to delegate responsibility for certain parts of a project to your employees? Describe.

Consequences

• How would you demonstrate a commitment to taking responsibility for actions?
• Give an example of when you had to accept the consequences of your actions.
• Every action has its outcomes. Do you believe employees should take responsibility for the results of their actions?
• The success of this project is critical. Are you aware of the consequences for failure to complete this project?
• Actions have consequences. Do you expect employees to accept the consequences of their actions?

Process and Procedure

• How do you develop goals and establish objective measures of success?
• Do you require employees to submit action plans, timelines or other objectives?
• Describe how you would develop goals and establish objective measures of success?
• Have you required team members to present progress reports?
• Have you documented performance goals through an individual development plan?
• Do you require team members to present progress reports or prepare contingency plans?

Accountability in Others

• Owning a task helps an employee to feel more empowered. How do you seek commitment from employees prior to assigning tasks?
• How do you define roles, rights, and responsibilities of your employees?
• Taking on more responsibilities helps a person to grow. How do you encourage your employees to take on more responsibilities?
• Describe how you would define roles, rights, and responsibilities of the team.
• Describe how you encourage colleagues/business partners to take on greater responsibilities.
• What can be done to encourage employees to take on greater responsibilities?
• Assuming additional responsibilities fosters personal growth. How do you motivate your employees to embrace more duties?
• Do you define roles, rights, and responsibilities of your employees?
• How would you encourage employees to set challenging but achievable goals?

Outcomes and Results

• Give an example of how you took personal responsibility for results.
• How do you take responsibility for results?
• Give an example of how you took personal responsibility for the quality of your work. Explain what happened?
• Explain how you accepted responsibility for outcomes.

In Problem Solving

• Someone needs to take charge when solving a problem as a team. Describe an instance in which you were committed to leading the initiatives to solving critical issues.
• Taking the lead is essential when addressing team challenges. Can you describe a time when you spearheaded efforts to resolve critical issues?
• Owning a problem means that you will focus all or most of your efforts to its solution. Give an example of when you took ownership of a problem.
• When have you accepted responsibility for leading efforts to solve critical problems?
• How do you tackle issues head on and finds solutions?
• Can you describe a time when you took charge of resolving significant issues?

Performance

• How would you justly apply disciplinary measures?
• Do you allow employees to set their own performance goals?
• Describe how you would set clear performance measures.
• Describe how you would accept personal responsibility for producing high quality and timely work.
• Explain how you would hold team members accountable to meeting goals.

Errors and Setbacks

• How do you notify employees that they need to give advanced warning on problems and issues that will affect completion of tasks?
• Learning from mistakes is important to avoid repeating them. Give an example of when you took ownership of mistakes and learned from them.
• Explain how you would take ownership of mistakes and learn from them.
• What there a time when you had to take full responsibility for lack of results achieved.
• Describe a time when you continued to work diligently on a problem despite setbacks.
• Describe how you would take responsibility for errors and actively work to correct them.

Organization

• We all share the responsibility of supporting our organization. Do you know of any challenges or issues that might impact us?
• Effective leadership is crucial for guiding a team. How would you ensure the team stays on the right path?
• Every team member plays a crucial role in advancing our mission. Can you share how you are personally committed to our organization's success?
• How knowledgeable are you of the Company's performance?
• Are you aware of any problems or issues that affect the organization?
• How would you implement and facilitate controls and processes to maintain the integrity of the organization?

Keeps Supervisor Informed

• Do you keep your supervisor informed of recent activities?
• How do you keep your supervisor informed of recent events?
• Do you inform your supervisor of progress without having to be asked about it?

Integrity and Honesty

• Give an example of how you keep your word and do what you say you will do.
• Have you ever had to admit that you made a mistake? If so, can you describe the situation?
• Upholding ethical standards even when no one is watching is important. Describe a situation in which you were faced with a dilemma and chose to take the more ethical path.
• Can you be counted on to do what you say you are going to do?

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