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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

• Comes across as confident, decisive, and resilient
• Acts confidently in the absence of guidance.
• Is confident in the decisions they make.
• Supports, encourages or helps others to be sure about the decisions they are making.
• Is firm in their decision and not easily influenced by the whims of others.
• 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.
• Focuses attention on treating the causes of problems rather than simply addressing the symptoms
• Takes decisive action to address problems, following up with relevant team members and coaching them on how to improve
• Takes charge when in charge.
• Responds quickly to tough "people issues" when dealing with internal or external customers
• Is not afraid to take risks that may yield significant results.
• Makes effective decisions autonomously.
• Remains decisive after discovering a mistake.

Analytical

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

Critical Thinking

• Examines relevant factors needed to make a decision.
• Effectively chooses appropriate courses of action.
• Uses reasonable assumptions and logic to decide between alternate courses of action
• 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
• Relates and compares information from different sources to identify possible cause-and-effect relationships.
• Is able to decline bad ideas to avoid making poor decisions.
• Makes effective, practical decisions based on knowledge, experience, and judgment.
• 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 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.
• Makes decisions that positively impact team/departmental performance

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.
• Remains focused on the immediate goal when making decisions.
• Decides which long-term goals should be met.
• Decides which short- and long-term goals should be created.
• 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.
• Systematically gathers, analyzes, and interprets information from a variety of sources
• 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.
• Makes decisions that are based on available facts, existing constraints, and probable outcomes.
• Makes effective, practical decisions based on factual information.
• 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.
• Keeps informed about developments and policy changes inside and outside the organization.
• Understands the issues, problems, and potential solutions.

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
• 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.
• Encourages team to provide input on branch decisions when appropriate
• Trains/coaches others on how to make effective decisions
• Solicits feedback from others on the quality of his/her decision-making
• Includes stakeholders in the decision-making process as necessary.

Forward Thinking

• Examines for patterns in data to help predict future possibilities.
• Considers contingencies and their consequences.
• 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
• Anticipates needs for action.
• Prepares for potential problems and opportunities in working toward desired goals.
• Evaluates short and long term consequences when making decisions.

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

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

Creativity

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

Parameters and Constraints

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

Flexibility and Openness

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

Costs and Benefits

• Assesses the risks, benefits, and potential impact of a number of options when deciding a course of action
• Determines the costs and potential benefits of decisions.
• Performs a cost/benefit analysis before making a decision.
• Understands what factors are important for deciding if a decision is "worth it"?
• Weighs the pros and cons 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 a good rapport other people which is helpful in making decisions on the team.
• Takes into account the impact decisions will have on others.
• Is aware of the impact of decisions and informs others about potential outcomes.
• Understands how their decisions will affect others.
• Has enough self-control to avoid making impulsive decisions.
• 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
• Coworkers are able to acts in the absence of guidance
• My coworkers are able to make effective decisions on their own.
• I am responsible for the decisions made in my department
• Decisions are made by one person instead of involving many others in order to save time
• 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
• Co-workers learn from their mistakes
• I am responsible for making important decisions
• I have the authority to make decisions that I need to do my job well

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
• I have the trust, confidence, and respect of my Manager
• Employees are included in important decisions made about the Company
• Employees should be involved in decision making because they have to deal with the consequences of those decisions
• Decisions made by co-workers help to achieve the Company goals and mission
• Employees are able to make decisions on issues that affect their work

My Ideas

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

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 coaches me on how to make good decisions
• My Supervisor trusts the decisions I make
• My Supervisor rarely 'second guesses' the decisions I make
• My Supervisor considers the opinions of others before making important decisions
• My supervisor asks for my opinion on various matters

Multiple Sources

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

Communication

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

Technology

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

Action Oriented

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

Data Driven

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

Impact of Decisions

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

Self-awareness

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

Forward Thinking

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

Decision Quality

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

Critical Thinking

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

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

• 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
• My manager determines the costs and potential benefits of decisions
• Our department tries to develop alternative courses of action and choose based on an analysis of costs and benefits
• 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

Self-Assessment Items

Confident

• You are firm in your decision and not easily influenced by the whims of others.
• You are confident in the decisions you make.
• You support, encourage or help others to be sure about the decisions they are making.
• You act confidently in the absence of guidance.
• You come across as confident, decisive, and resilient
• You are confident in your actions.
• You remain calm when making important or difficult decisions.
• You are very intent in your 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 take decisive action to address problems, following up with relevant team members and coaching them on how to improve
• You respond quickly to tough "people issues" when dealing with internal or external customers
• You remain decisive after discovering a mistake.
• You are not afraid to take risks that may yield significant results.
• You focus attention on treating the causes of problems rather than simply addressing the symptoms
• You make effective decisions autonomously.
• You take charge when in charge.

Analytical

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

Critical Thinking

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

Decision Quality

• You exercise good judgment by making sound and informed decisions.
• I make good decisions for the Department.
• You make decisions that positively impact team/departmental performance
• You make good decisions even under conditions of uncertainty.
• 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 make decisions that support the department's goals and objectives.
• I stay focused on the main objective when making decisions.
• I decide which short- and long-term goals should be created.
• You decide which long-term goals should be met.
• You remain focused on the immediate goal when making decisions.
• You maintain focus on the "big picture" when making decisions.

Informed Decisions

• You ask for additional information when making critical decisions.
• I gather information before making a decision.
• You make decisions that are based on available facts, existing constraints, and probable outcomes.
• You systematically gather, analyze, and interprets information from a variety of sources
• You are well-versed in company's reports and uses them to make effective business decisions
• You know how to obtain accurate and up-to-date information about the situation or problem.
• You understand the issues, problems, and potential solutions.
• 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 gather and analyze relevant information about changing situations to recognize and define emerging problems.

Includes Others

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

Forward Thinking

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

Self-awareness

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

Different Perspectives

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

Creativity

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

Parameters and Constraints

• I identify the parameters impacting the decision.
• You outline the parameters influencing the decision making process.
• I define the parameters that will impact the decision making process.
• 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.
• 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.
• You are open to the suggestions from subordinates.

Costs and Benefits

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

Emotional Intelligence

• I understand how my decisions will affect others.
• You have a good rapport other people which is helpful in making decisions on the team.
• 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 understand the importance of decisions they are making.

Job Application

None

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

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