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HR-Survey > Competency Model

350 Questionnaire Items Measuring Decision Making

Decision-making is an important skill in business. Decision-making is required to perform critical business functions such as:

• Setting goals and objectives Goals and Objectives are set using decision-making. Setting an objective to achieve means that you have decided on what objective must be met. Establishing goals means that you have decided on what goals to meet.
• Problem Solving Decision-making is required to determine the particular strategy or strategies to be used in solving the problem.
• Allocation of Resources Whether budgets, finances, supplies, or personnel, all are allocated through decisions made by employees.

Personal attributes required for excellent Decision-Making are:

• Confidence Making decisions and being confident in those decisions brings clarity to the direction and focus of the organization/department/team.
• Decisiveness Making decisions promptly and independently.
• Analytical Evaluates information and data from a variety of sources.
• Critical Thinking

In essence, adaptability is not just about surviving; it's about thriving. It enables businesses and individuals to embrace change, overcome obstacles, and discover new opportunities for success. It's a key trait for long-term resilience and prosperity in any career or industry.

360-Degree Feedback Questionnaire Items

Decision making is a critical skill that affects every aspect of business operations and directly impacts success or failure. Decision making determines the strategic goals and allocation of resources. Competent decision makers can critically analyze a situation and address problems promptly to prevent them from escalating. In times of crisis, the ability to make quick, informed decisions is essential to mitigate risks and navigate through challenging situations.



Confident

• Supports, encourages or helps others to be sure about the decisions they are making.
• Comes across as confident, decisive, and resilient
• Is firm in their decision and not easily influenced by the whims of others.
• Acts confidently in the absence of guidance.
• Is confident in the decisions they make.
• Is confident in their actions.
• Remains calm when making important or difficult decisions.
• Very intent in their decisions.

Decisiveness

• Is able to make decisions quickly.
• Makes decisions independently (without having to be told what or how).
• Is assigned the difficult decisions that need to be made.
• Takes decisive action to address problems, following up with relevant team members and coaching them on how to improve
• Is not afraid to take risks that may yield significant results.
• Makes effective decisions autonomously.
• Remains decisive after discovering a mistake.
• Focuses attention on treating the causes of problems rather than simply addressing the symptoms
• Responds quickly to tough "people issues" when dealing with internal or external customers
• Takes charge when in charge.

Analytical

• Breaks complex issues into manageable parts and organizes them in a systematic way before making decisions
• Carefully evaluates information before making an important decision.
• Regularly evaluates information before making important decisions.
• Evaluates information before making a final decision.
• Determines where actual results differ from desired results and makes necessary corrections
• Assesses the Pros- and Cons- before making a decision.
• Makes logical assumptions in the absence of facts.
• Balances analysis with decisiveness in order to meet deadlines

Critical Thinking

• Effectively chooses appropriate courses of action.
• Uses reasonable assumptions and logic to decide between alternate courses of action
• Examines relevant factors needed to make a decision.
• Relates and compares information from different sources to identify possible cause-and-effect relationships.
• Uncovers critical issues to use as a guide in both making decisions and taking advantage of opportunities.
• Defers decisions upwards only when necessary and appropriate
• Makes effective, practical decisions based on knowledge, experience, and judgment.
• Is able to decline bad ideas to avoid making poor decisions.
• Improvises within supervisor's intent; handles a fluid environment.

Decision Quality

• Exercises good judgment by making sound and informed decisions.
• Makes good decisions for the department.
• Makes decisions that positively impact team/departmental performance
• Makes good decisions even under conditions of uncertainty.
• Makes sound and timely decisions under pressure
• Makes sound and timely decisions.
• Employs sound judgment and logical reasoning.

Goals and Objectives

• Does not lose sight of the big picture when making decisions
• Stays focused on the main objective when making decisions.
• Maintains focus on the "big picture" when making decisions.
• Decides which long-term goals should be met.
• Decides which short- and long-term goals should be created.
• Remains focused on the immediate goal when making decisions.
• Makes decisions that support the department's goals and objectives.

Informed Decisions

• Asks for additional information when making critical decisions.
• Gathers information before making a decision.
• Keeps informed about developments and policy changes inside and outside the organization.
• Helps the Supervisor/team make effective business decisions by ensuring the correctness of Company's reports/resources
• Knows how to obtain accurate and up-to-date information about the situation or problem.
• Is well-versed in Company's reports and uses them to make effective business decisions
• Gathers and analyzes relevant information about changing situations to recognize and define emerging problems.
• Understands the issues, problems, and potential solutions.
• Makes decisions that are based on available facts, existing constraints, and probable outcomes.
• Systematically gathers, analyzes, and interprets information from a variety of sources
• Makes effective, practical decisions based on factual information.

Includes Others

• Coaches team members individually when "poor" decisions are made; helps them see what could have been done differently
• Seeks input from key people who should be involved in, or will be affected by, decisions
• Facilitates meetings with others to try to consider alternative courses of action.
• Coaches team members individually when "incorrect" decisions are made; helps them see what could have been done differently
• Develops and shares effective decision-making practices and tools to further develop the team
• Encourages team to provide input on branch decisions when appropriate
• Includes stakeholders in the decision-making process as necessary.
• Coaches team on decision-making, especially from a multiple-site-management perspective
• Involves others in decisions and keep them informed of consequences that affect them.
• Trains/coaches others on how to make effective decisions
• Solicits feedback from others on the quality of his/her decision-making

Forward Thinking

• Examines for patterns in data to help predict future possibilities.
• Considers contingencies and their consequences.
• Anticipates needs for action.
• Considers the impact and implications of decisions on others and on situations.
• Evaluates the effectiveness of decisions and uses this information to guide future decisions
• Evaluates short and long term consequences when making decisions.
• Prepares for potential problems and opportunities in working toward desired goals.

Self-awareness

• Learns from previous bad decisions and rarely repeats them.
• Is able to learn from mistakes.
• Accepts the consequences of decisions made.
• Effectively prioritizes and organizes themselves and their workload.
• Aware of his/her own skills and abilities.
• Learns from the consequences of decisions made.

Different Perspectives

• Understands how different perspectives can help make better informed decisions.
• Considers the ethical implications of decisions.
• Views the long and short-term impact of decisions.
• Views the issues from multiple perspectives before making a decision.
• Uses data from different sources to confirm information.

Creativity

• Makes decisions based on novel interpretations of the facts.
• Is creative about the decisions they make.
• Makes creative decisions.
• Formulates imaginative decisions.
• Recognizes and generates innovative solutions.
• Applies creative reasoning in making decisions.

Parameters and Constraints

• Defines parameters that will impact the decision making process.
• Outlines the parameters influencing the decision making process.
• Determines constraints that may impact what decisions are acceptable.
• Defines what constraints must be met for the decision making process.
• Identifies parameters impacting the decision.

Flexibility and Openness

• Willing to change their strategy if new information arises.
• Open to the suggestions from subordinates.
• Receptive to new ideas from others when making decisions.
• Willing to consider information from other sources.
• Is open to listening to others who may have different ideas.

Costs and Benefits

• Assesses the risks, benefits, and potential impact of a number of options when deciding a course of action
• Weighs the pros and cons of decisions.
• Understands what factors are important for deciding if a decision is "worth it"?
• Performs a cost/benefit analysis before making a decision.
• Determines the costs and potential benefits of decisions.
• Develops alternative courses of action and choose the best course of action based on analysis of their relative costs and benefits.

Emotional Intelligence

• Has enough self-control to avoid making impulsive decisions.
• Has a good rapport other people which is helpful in making decisions on the team.
• Understands how their decisions will affect others.
• Is aware of the impact of decisions and informs others about potential outcomes.
• Takes into account the impact decisions will have on others.
• Understands the importance of decisions they are making.

Employee Opinion Survey Items

Adaptability helps organizations and departments thrive in the business environment.



Autonomy

• Co-workers learn from their bad decisions and rarely repeat them
• My coworkers are able to make effective decisions on their own.
• Coworkers are able to acts in the absence of guidance
• Decisions are made by one person instead of involving many others in order to save time
• I am responsible for the decisions made in my department
• I have the authority to make decisions that I need to do my job well
• The Company has a well defined organization chart which shows who has responsibilities for certain decision areas
• I have the responsibility to make important decisions
• I am responsible for making important decisions
• Co-workers learn from their mistakes

Empowered

• I am involved in important decisions that affect me
• I am able to make decisions independently (without having to be told what or how)
• When making decisions, employees consider the Company's goals, values, and mission
• Employees are able to make decisions on issues that affect their work
• I have the trust, confidence, and respect of my Manager
• Employees are included in important decisions made about the Company
• Decisions made by co-workers help to achieve the Company goals and mission
• Employees should be involved in decision making because they have to deal with the consequences of those decisions

My Ideas

• Employee opinions are valued
• My input is taken into consideration when decisions are being made
• Managers value employee competencies in decision making
• I am able to learn from my mistakes
• My unique competencies are valued in decisions made at the Company
• My ideas and opinions are considered when decisions are made

My Supervisor

• My supervisor seeks my opinions before making decisions that impact the team/department
• My supervisor remains calm when making important or difficult decisions.
• Whenever possible, my supervisor considers the opinions of others before making important decisions.
• My Supervisor rarely 'second guesses' the decisions I make
• My Supervisor trusts the decisions I make
• My Supervisor coaches me on how to make good decisions
• My supervisor asks for my opinion on various matters
• My Supervisor considers the opinions of others before making important decisions

Multiple Sources

• Decisions are usually made with input from multiple individuals
• As a team, we make decisions together
• Facilitates meetings with others to try to consider alternative courses of action
• Multiple levels of employees share in the decision making process
• My Supervisor consults with others before making decisions

Communication

• Senior Management discusses issues and ideas with employees before making major changes
• The Company communicates information about the situation so that employees stay informed
• Decisions are made in the open and with transparency
• Senior managers listen to the ideas of employees

Technology

• I use spreadsheets and database software to help organize information when making decisions
• I am comfortable using technology to assist in decision making
• We look for ways to apply technical or process innovation to decision making
• I use technology to enhance decision making

Action Oriented

• I am able to make decisions quickly.
• Leadership can make decisions quickly.
• Our department anticipates needs for action.
• Leadership at the company anticipates needs for action.
• My manager can make quick decisions.
• My manager is able to take charge of the situation to make important decisions.
• Company leadership is not afraid to take risks that may yield significant results.
• Decisions are made within a firm, but realistic, timeframe
• Decision making follows a plan/schedule
• Decisions are made in a timely manner

Data Driven

• My team makes decisions based on data
• Our department makes decisions that are based on available facts, existing constraints, and probable outcomes
• My coworkers examine relevant factors needed to make a decision
• My supervisor asks for additional information when making critical decisions
• When deciding on something important, my manager understands the issues, problems, and potential solutions
• My manager gathers information before making a decision
• Effectiveness of processes and programs is based on facts and data gathered from reliable sources
• My team is data-driven
• My Supervisor makes decisions based on facts and data

Impact of Decisions

• Leadership considers the ethical implications of decisions
• In our department, we are careful to views the issues from multiple perspectives before making a decision
• My manager views the long and short-term impact of decisions
• The team leader makes decisions that positively impact team/departmental performance
• Co-workers are accountable for the decisions they make
• Employees understand how their decisions support the Company's goals and vision
• The decisions I make have an impact on my department/team
• Employees understand how their decisions affect the Company

Self-awareness

• Employees I work with learn from previous bad decisions and rarely repeat them
• Leadership at the company is able to learn from mistakes
• My manager solicits feedback from others on the quality of his/her decision-making

Forward Thinking

• Our department prepares for potential problems and opportunities caused by our decisions
• My manager evaluates the effectiveness of decisions and uses this information to guide future decisions
• Supervisors consider the impact and implications of decisions on others and on situations
• I takes into account the impact decisions will have on others
• Leadership considers contingencies and their consequences
• I regularly evaluate short and long term consequences when making decisions

Decision Quality

• Senior leaders makes sound and timely decisions
• I am able to make sound and timely decisions under pressure
• My coworkers employ sound judgment and logical reasoning when making decisions
• I feel the department head makes good decisions even under conditions of uncertainty
• Our department makes good decisions regarding the allocation of limited resources
• My manager makes good decisions for the department
• My manager makes good decisions regarding the limited budget
• My manager exercises good judgment by making sound and informed decisions

Critical Thinking

• My department effectively chooses the appropriate courses of action
• My supervisor uses reasonable assumptions and logic to decide between alternate courses of action
• People in my department evaluate relevant information before making decisions
• Co-workers defers decisions upwards only when necessary and appropriate
• The Customer Service department responds quickly to tough "people issues" when dealing with internal or external customers

Resolute

• My manager takes decisive action to address problems
• My manager is firm in their decision making and not easily influenced by the whims of others.

Confidence

• Leadership is confident in the decisions they make.

Costs and Benefits

• Our department tries to develop alternative courses of action and choose based on an analysis of costs and benefits
• My manager determines the costs and potential benefits of decisions
• I always consider pros- and cons- before making a decision
• My manager assesses the risks, benefits, and potential impact of a number of options when deciding a course of action
• I know how to perform a cost/benefit analysis before making a decision
• I weigh the pros and cons of decisions and the impacts those decisions may have on others

Self-Assessment Items

Confident

• You come across as confident, decisive, and resilient
• You act confidently in the absence of guidance.
• You are confident in the decisions you make.
• You support, encourage or help others to be sure about the decisions they are making.
• You are firm in your decision and not easily influenced by the whims of others.
• You are confident in your actions.
• You are very intent in your decisions.
• You remain calm when making important or difficult decisions.

Decisiveness

• I am able to make decisions quickly.
• You make decisions independently (without having to be told what or how).
• I am responsible for making important decisions.
• You make effective decisions autonomously.
• You respond quickly to tough "people issues" when dealing with internal or external customers
• You are not afraid to take risks that may yield significant results.
• You take charge when in charge.
• You remain decisive after discovering a mistake.
• You take decisive action to address problems, following up with relevant team members and coaching them on how to improve
• You focus attention on treating the causes of problems rather than simply addressing the symptoms

Analytical

• You break complex issues into manageable parts and organize them in a systematic way before making decisions
• I carefully evaluate information before making an important decision.
• I regularly evaluate information before making important decisions.
• I evaluate information before making a final decision.
• You determine where actual results differ from desired results and makes necessary corrections
• You assess the Pros- and Cons- before making a decision.
• You make logical assumptions in the absence of facts.
• I can balance analysis with decisiveness in order to meet deadlines

Critical Thinking

• You use reasonable assumptions and logic to decide between alternate courses of action
• You examine relevant factors needed to make a decision.
• You effectively choose appropriate courses of action.
• You relate and compares information from different sources to identify possible cause-and-effect relationships.
• You improvise within supervisor's intent; handles a fluid environment.
• You make effective, practical decisions based on knowledge, experience, and judgment.
• You are able to decline bad ideas to avoid making poor decisions.
• I defer decisions upwards only when necessary and appropriate
• You uncover critical issues to use as a guide in both making decisions and taking advantage of opportunities.

Decision Quality

• You exercise good judgment by making sound and informed decisions.
• I make good decisions for the Department.
• You make good decisions even under conditions of uncertainty.
• You make decisions that positively impact team/departmental performance
• You make sound and timely decisions.
• You employ sound judgment and logical reasoning.
• You make sound and timely decisions under pressure

Goals and Objectives

• You do not lose sight of the big picture when making decisions
• I stay focused on the main objective when making decisions.
• I make decisions that support the department's goals and objectives.
• You maintain focus on the "big picture" when making decisions.
• You remain focused on the immediate goal when making decisions.
• You decide which long-term goals should be met.
• I decide which short- and long-term goals should be created.

Informed Decisions

• You ask for additional information when making critical decisions.
• I gather information before making a decision.
• You know how to obtain accurate and up-to-date information about the situation or problem.
• You make effective, practical decisions based on factual information.
• You keep informed about developments and policy changes inside and outside the organization.
• You help the Supervisor/team make effective business decisions by ensuring the correctness of Company's reports/resources
• You make decisions that are based on available facts, existing constraints, and probable outcomes.
• You understand the issues, problems, and potential solutions.
• You are well-versed in company's reports and uses them to make effective business decisions
• You systematically gather, analyze, and interprets information from a variety of sources
• You gather and analyze relevant information about changing situations to recognize and define emerging problems.

Includes Others

• You seek input from key people who should be involved in, or will be affected by, decisions
• You coach team members individually when "poor" decisions are made and helps them see what could have been done differently
• I facilitate meetings with others to try to consider alternative courses of action.
• You coach team members individually when "incorrect" decisions are made and helps them see what could have been done differently
• You develop and share effective decision-making practices and tools to further develop the team
• You encourage team to provide input on branch decisions when appropriate
• You include stakeholders in the decision-making process as necessary.
• You train/coach others on how to make effective decisions
• You solicit feedback from others on the quality of your decision-making
• You coach team on decision-making, especially from a multiple-site-management perspective
• You involve others in decisions and keep them informed of consequences that affect them.

Forward Thinking

• I examine for patterns in data to help predict future possibilities.
• You evaluate short and long term consequences when making decisions.
• You consider contingencies and their consequences.
• You consider the impact and implications of decisions on others and on situations.
• You anticipate needs for action.
• You prepare for potential problems and opportunities in working toward desired goals.
• You evaluate the effectiveness of decisions and use this information to guide future decisions

Self-awareness

• You learn from previous bad decisions and rarely repeat them.
• I am able to learn from my mistakes.
• You are aware of your own skills and abilities.
• You learn from the consequences of decisions made.
• You accept the consequences of decisions made.
• You effectively prioritize and organize yourself and your workload.

Different Perspectives

• I consider the ethical implications of decisions.
• You view the long and short-term impact of decisions.
• You understand how different perspectives can help make better informed decisions.
• I view issues from multiple perspectives before making a decision.
• You use data from different sources to confirm information.

Creativity

• You make decisions based on novel interpretations of the facts.
• You recognize and generates innovative solutions.
• I formulate imaginative decisions.
• I make creative decisions.
• You apply creative reasoning in making decisions.
• I am creative about the decisions I make.

Parameters and Constraints

• I define the parameters that will impact the decision making process.
• You outline the parameters influencing the decision making process.
• I identify the parameters impacting the decision.
• You determine the constraints that may impact what decisions are acceptable.
• I define what constraints must be met for the decision making process.

Flexibility and Openness

• I am open to listening to others who may have different ideas.
• You are open to the suggestions from subordinates.
• I am receptive to new ideas from others when making decisions.
• You are willing to change your strategy if new information arises.
• You are willing to consider information from other sources.

Costs and Benefits

• You assess the risks, benefits, and potential impact of a number of options when deciding a course of action
• I perform a cost/benefit analysis before making a decision.
• You weigh the pros and cons of decisions.
• You understand factors are important for deciding if a decision is "worth it"?
• You determine the costs and potential benefits of decisions.
• You develop alternative courses of action and choose the best course of action based on analysis of their relative costs and benefits.

Emotional Intelligence

• You take into account the impact decisions will have on others.
• You are aware of the impact of decisions and informs others about potential outcomes.
• I have enough self-control to avoid making impulsive decisions.
• You have a good rapport other people which is helpful in making decisions on the team.
• I understand how my decisions will affect others.
• You understand the importance of decisions they are making.

Job Application

None

• Have you worked in a group to solve a problem? If so, what role did you play?
• When was the last time you used a spreadsheet?
• What difficult decisions have you made?
• What is the difference between quantitative and qualitative analysis?
• What problems have you seen team-based companies face?
• How do you make decisions?
• What do you do when you're stuck on a problem?
• What does it mean if you have spent more than you have encumbered?
• What do you do when faced with an important decision?
• Have you used computers to assist you in solving problems? If so, how?
• What errors have you made in your work?
• What personnel crises have you dealt with in your job?
• How often do you use computers at work?
• How do you solve problems?
• What has been the most difficult decision you've had to make in the last 3 years?
• How would you predict a product's success?
• What plan of action do you take when facing a problem?
• How do you feel you have improved your planning process in the last few years?
• What types of decisions are easiest for you to make and which ones do you find most difficult?
• Who are our competitors?
• Describe how you use computers.
• Do you consider yourself analytical?
• What factors would you use to predict a product's performance in the marketplace?
• What is the toughest problem you've ever solved?
• What happens when two priorities compete for your time?
• What does it mean if an account is out of balance?
• Describe a time you had a problem with decisiveness.
• What decisions did you handle in your last job?
• Describe a problem in which you might use (algebra/trigonometry/calculus/statistics)?
• How do you identify potential problems before they occur?
• Describe a situation in which you would utilize computers.
• When do you decide to stop working on a difficult problem?
• Describe a time you had to make a quick decision.
• Describe your problem solving skills.
• Describe how you solve difficult problems.
• What do you believe to be the prime factor that allows people to succeed in business today?
• How do you make important decisions?
• Describe a difficult problem you solved.
• What do you do when you have difficulty solving a problem?
• Do you use computers to solve problems?
• Have you worked under multiple deadlines? If so, what did you do?
• Have you used (algebra/trigonometry/calculus/statistics) at work? If so, what was the problem you were solving?
• What judgmental errors have you made?
• What decisions are difficult for you?
• How do you fix unexpected problems?
• Describe the most common problems you encounter at your (previous/current) job.
• How do you analyze problems?
• Under what circumstances do you typically make mistakes?
• Do you have an analytical mind?
• Are you an analytical type of person? If so, explain.

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