Key interpersonal skills of a game warden as part an employee soft skills assessment from a commitment and performance perspective

Ability to work effectively with others in the company and a sense of responsibility for achieving the objectives of the whole team. Caring about the form and manner in which information is communicated to others, enabling planning, changes and arrangements to be made and tasks to be completed effectively. Caring for a good atmosphere and maintaining positive relationships with other company employees

Behaviour subject to assessment:

– shows respect for other employees;

– is oriented towards seeking common solutions;

– takes into account the interests of the whole team;

– is able to work in a team and willing to take on tasks of a team nature;

– communicates important information to others, for example, on arrangements at the conferences, meetings;

– shares experiences, implemented improvements and good practices;

– keeps himself or herself informed in a systematic way of the problems, obstacles and hindrances to the implementation of tasks;

– informs about planned tasks and the level of progress of the work in progress;

– takes care of the correct form and content of the information provided, uses precise and clear communication language, checks for understanding;

– listens actively, shows interest and tries to understand information, opinions, different positions of other employees;

– is supportive and open to help from other employees and

– is able to seek and ask for help when he or she needs it

– xhibits aggressive behaviour towards other employees;

– exhibits conflicting behaviour that breaks up the team's work;

– communicates in a manner unacceptable to other employees;

– often refuses to support and help other employees;

– shows disrespect towards employees and supervisors; regularly fails to provide key information, which makes it impossible to achieve important objectives and tasks

– focused on achieving individual goals at the expense of team goals;

– reluctant to help others;

– cannot ask others for help, even when he or she needs it;

– does not share information and own experience;

– often provides incomplete, late, imprecise information

– does not show conflict behaviour, is able to cooperate with others, but focuses more on individual goals;

– gives help, shares experience when requested;

– does not break up the team work, is able to cooperate, but does not actively participate in team building;

– communicates in a clear and understandable manner;

– listens, draws conclusions, usually communicates, usually forwards important information

– usually provides information about changes, difficulties or problems on an ongoing basis, although it happens that he or she does it with a delay or only when requested to do so

– supports other employees, offers help, shares his or her own experience;

– takes care of a good atmosphere and has positive relations with other employees;

– is focused on finding common solutions;

– provides information important for the effective implementation of goals;

– informs on an ongoing basis about the level of advancement of works, difficulties, obstacles, changes;

– effectively adapts the form of communication to the needs of the recipient, situation and purpose

– acts as a positive leader;

– can relieve tension in the team with his or her behaviour;

– influences the resolution of conflict situations arising between other employees;

– is able to put the team goals above his or her own interests (fair play);

– initiates and implements solutions aimed at improving the flow of information and cooperation in the company

Ability and willingness to identify and introduce new solutions. Coming up with new ideas and ways to solve problems as they arise. Commitment and identification with the company. Seeking to improve existing ways of working in their post and ways of working across the Forest District. Ability to adapt to new tasks and working conditions resulting from changes

Behaviour subject to assessment:

– implements the assigned activities with commitment and awareness of their objectives;

– perceives problems arising in the course of his or her work and seeks ways of solving them;

– takes the initiative within a scope of improvement of the existing methods of work;

– proposes and implements solutions to speed up work, increase work efficiency;

– is open to changes, shows readiness to implement them, reacts positively to the changes introduced;

– proposes solutions and changes that may improve the work of the Forest District and

– effectively plans the implementation of change, determines the next steps and actions and controls the process of their implementation

– negates new solutions without giving reasons;

– contests ordinances and procedures without any justification, without proposing other actions in return;

– perversely sticks to outdated solutions;

– sabotages attempts to introduce changes;

– negates and undermines the introduced changes without any justification;

– refuses to participate in new tasks and changes

– reluctantly engages in the implementation of new solutions;

– demonstrates irresponsiveness;

– does not participate in any activities that go beyond the strict scope of duties of the given position;

– shows a negative attitude towards attempts to introduce changes;

– performs tasks without taking into account the introduced changes (passive resistance);

– participates in the work on introducing changes, if forced to do so

– reacts positively to new solutions in most situations and implements them in his or her work without hesitation;

– participates in activities that go beyond the strict scope of duties;

– carries out his or her tasks with commitment;

– develops/improves solutions proposed by others;

– accepts introduced changes;

– perceives the need for changes in his or her professional area;

– participates in the work on introducing changes, if requested

– engages in activities that are beneficial from the point of view of his or her position;

– proposes and implements solutions that improve the efficiency of work at his or her position;

– reacts positively to new solutions, improves working methods and implements them in his or her work without any hesitation;

– perceives the need for changes in his or her professional area and proposes solutions;

– willingly and actively participates in the work on introducing changes

– actively engages in activities that benefit the entire Forest District;

– proposes and implements solutions that improve the efficiency of work in the Forest District;

– initiates and willingly participates in activities that go beyond his or her scope of duties;

– draws the attention of others (including supervisors) to new issues and the possibility of introducing changes;

– is a ‘navigator of changes’ – convinces others to introduce them, explains their benefits; actively participates in the process of planning changes and is the first to introduce them in his or her professional area

Representing the company with dignity and ethics through an appropriate appearance, behaviour and attitude. Taking care to form correct relationships with customers, counterparties and the company environment. Taking care to make arrangements that suit the interests of the company. Avoiding commenting on the company's internal affairs and possible problems externally. Taking active steps to foster a positive company image

Behaviour subject to assessment:

– takes care of order at the workplace and a neat appearance appropriate to the requirements of the position;

– ensures compliance with health and safety regulations and other guidelines, the omission of which could reflect negatively on the company;

– shows respect in his or her interactions with others through appropriate expressions, listening, acceptance of differing points of view, personal culture;

– ensures positive communication on the role of the national forest, patiently explains forestry issues, changes in language appropriate to the audience;

– actively participates in meetings organised by the Forest District, takes initiative in organising meetings;

– prepares himself or herself substantively for meetings;

– avoids commenting on internal company matters and possible external issues;

– takes active measures to build a positive image of the company (e.g. educational and other activities) and

– takes active steps to foster an organisational culture that positively influences the way the company is perceived externally

– speaks negatively about the company;

– offends, enters into conflicts with people from the corporate environment;

– does not take note of comments from customers and does not respond to them;

– there are regular complaints from people from outside the company about behaviour, attitude;

– behaves dishonourably, discredits the company externally;

– does not respect the rules, standards and regulations, which puts the Forestry District in a light

– does not care about appearance or appropriate behaviour outside the company;

– there are comments from customers regarding attitude, behaviour;

– shows a lack of patience and openness in relations with customers of the Forest District;

– is not substantively prepared for meetings organised by the Forest District

– avoids participation in meetings organised by the Forest District negative

– can develop good relationships, but patience or consistency in maintaining them is not always enough;

– usually takes care of proper appearance, order in the workplace and appropriate behaviour;

– complies with the rules, occupational health and safety provisions and other standards in force in the Forest District; participates in meetings and other initiatives aimed at building a positive image of the Forest District

– treats customers with respect;

– takes care of a neat appearance,

– appropriate behaviour and language in external relations, adequate to the position held;

– cares about the needs of customers, listens to them and responds to them;

– is patient and effective in explaining forest issues;

– is prepared for meetings organised by the Forest District and takes an active part in them;

– uses various contacts to build good relationships outside the company

– actively protects the corporate image (reacts when someone expresses negative opinions about the Forest District, State Forests or coworkers);

– presents ideas that may translate into strengthening the organisational culture and/or building a positive image of the company;

– regularly represents the Forest District outside;

– replaces superiors when representing the company outside;

– shows initiative in non-standard ways of representing the company outside;

– proposes and implements educational and other activities aimed at building organisational culture and conducive to shaping a positive image of the company

Looking after constructive cooperation and the interests of the Forest District in its contacts with external entities

Behaviour subject to assessment:

– builds constructive relationships and ensures good cooperation with external entities;

– systematically communicates to external stakeholders the expectations of the Forest District with regard to the quality of the services implemented;

– ensures that arrangements are made in line with the interests of the Forest District;

– resolves any disputes constructively;

– monitors and enforces the quality and timeliness of work performed by external entities;

– patiently explains changes, rules and results of work;

– takes proactive steps to foster the achievement of the objectives of the Forest District in this field area

– avoids contact with external entities, is passive;

– does not provide information, which translates into lower quality of services provided by external entities;

– initiates and/or escalates conflicts;

– makes arrangements inconsistent with the interests of the Forest District;

– does not monitor the quality and timeliness of services, which results in a failure to achieve the objectives of the Forest District

– has irregular contact with third parties;

– shows a lack of consistency in making arrangements;

– is often unprepared for talks with external parties;

– is unable to constructively resolve disputes;

– the interests of the Forest District are not sufficiently defended by him or her;

– monitors the quality and timeliness of rendering services irregularly/insufficiently

– is able to build good relations with external entities (although sometimes, he or she lacks consistency);

– regularly contacts, for example, Forestry Services Company (ZUL);

– provides information about the expectations of the Forest District; rather constructively resolves contentious situations;

– cares for the achievement of goals, although it happens that some arrangements are not in line with the interests of the Forest District;

– monitors the quality of services rendered

– builds positive relations with external entities, ensures contact on a regular basis and an efficient flow of information;

– makes arrangements consistent with the interests of the Forest District;

– constructively resolves disputes;

– regularly monitors the quality and timeliness of the services rendered

– initiates and maintains positive relations with external entities;

– constructively solves difficult situations – actively looks for solutions;

– undertakes active actions conducive to implementation of the goals of the Forest District in this field area on an independent basis,

– regularly monitors the quality and timeliness of the services rendered, which translates into implementation of the goals in this field area of the Forest District

Ability to conduct subordinate forestry in an independent manner, not requiring direct supervision. Ability to make quick and accurate decisions and anticipate their consequences. Readiness to take personal responsibility for the implementation of entrusted tasks and bear the consequences for the effects of own or teamwork

Behaviour subject to assessment:

– does not require constant supervision;

– is decisive and consistent in making decisions;

– takes responsibility for decisions made;

– makes the right decisions at the right time;

– makes decisions in compliance with the applicable provisions;

– makes decisions based on a risk–benefit analysis and

– is able to justify the decisions made

– requires constant supervision due to a lack of self-discipline;

– does not make decisions, postpones them (expecting someone else to make them);

– transfers responsibility for own decisions to others;

– makes decisions based on inappropriate premises, which results in negative consequences for the organisation,

– repeatedly makes wrong decisions (does not draw conclusions)

– a lack of self-discipline and/or regularity necessitates more frequent supervision of forestry;

– makes decisions at the wrong time (too late, upon drawing attention);

– there are decisions that are inconsistent with applicable provisions or arrangements;

– cannot predict the consequences of decisions;

– does not always draw conclusions from previous actions when making decisions

– works independently, does not require direct supervision;

– usually makes the right decisions, although there are cases of decisions taken badly from the point of view of the assumed goals;

– takes responsibility for the decisions made, although sometimes, there is a lack of consistency in their enforcement;

– takes into account lessons learned from previous actions when making decisions

– manages its forestry in a completely independent manner;

– makes decisions that are accurate from the point of view of the assumed goals;

– is able to draw conclusions necessary to make the right decisions at the right time;

– is able to anticipate the consequences of decisions made;

– takes responsibility for its decisions;

– consistently enforces the decisions made;

– looks for information necessary to make the right decision

– makes the right decisions in crisis, difficult and risky situations;

– encourages others to take responsibility;

– if he or she believes in the accuracy of decisions, he or she can convince others of their rightness;

– actively seeks information necessary to make the right decision;

– can, even under time pressure, make decisions in very complex cases or in the absence of complete information on a given subject

Undertaking actions aimed at the systematic development of the subordinate, recognising the potential and areas for improvement and creating opportunities for the subordinate to gain experience and improve qualifications and competencies

Behaviour subject to assessment:

– takes active steps to develop the employee's competencies;

– motivates and encourages the employee to develop;

– is able to recognise the potential, predispositions of the employee and develop them;

– notices areas requiring improvement in the employee, establishes correction plans with him, encourages improvement, monitors and evaluates progress;

– shares his or her experience with the employee, provides support and increases the scope of delegated responsibilities;

– prepares the subordinate for the role of a game warden;

– communicates with the employee in a constructive way, gives him or her feedback on his or her work;

– his or her subordinate improves qualifications and becomes more independent and

– promotes the employee in the Forest District, talks about his or her achievements and progresses

– consciously limits the development of its employee;

– shows disrespect to the employee;

– does not provide the forester with key information, limiting his independence and effectiveness;

– due to mistakes made, he is in conflict with the deputy game warden;

– blocks the possibility of promotion for the game warden

– does not fulfil its managerial functions, that is, does not motivate and develop the employee;

– is focused on achieving its own goals, also at the expense of the employee's goals;

– does not support the employee, the deputy game warden cannot count on him or her;

– distances himself or herself from the employee, avoids contact with the deputy warden;

– does not provide the employee with the opportunity to enrich experience and increase independence, the deputy game warden performs only routine activities;

– does not promote its employee, despite the fact that the deputy game warden performs many tasks independently and has high competencies

–is aware of the employee's potential, understands his or her needs and expectations;

– is involved in managerial functions, that is, motivating, developing the employee, although he sometimes makes mistakes;

– shares his or her knowledge and experience with the employee;

– gives feedback to the deputy game warden regarding his or her work, although he or she may lack regularity;

– delegates some tasks to the employee and tries to increase their independence;

– takes care of good relations with the employee, although he or she does not always cope with difficult and conflict situations

– supports the employee, offers help, shares his or her own experience;

– develops the competence of the deputy game warden in everyday work;

– constructively resolves conflict situations;

– provides the deputy game warden with feedback on his or her work, takes care of the employee's motivation and commitment;

– actively promotes the high competence of the deputy game warden;

– delegates tasks that increase independence and level of responsibility

– enjoys great authority with the employee, is a role model for him or her;

– is highly trusted by the employee;

– inspires, encourages the employee to show initiative, to be creative, to overcome obstacles;

– the deputy game warden systematically develops and raises his or her competences;

– actively strives for promotion opportunities for his or her employee in the structures of the Forest District or the Regional Directorate of the State Forests (RDLS), if he or she perceives the high competence of the deputy game warden