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<br />~~I_~t_~~o ~~.~~ <br /> <br />O.L-"-...................Lt.!;J <br /> <br />I-.'-''-'HL ........,,,, ............,.................. '..'... <br /> <br />J................ ""_' <br /> <br />FACTOR FOUR. CON"TACTS WITH OTHERS <br /> <br />-- <br /> <br />This factor messl're5 the requirement or re5poD~ibility for handling contacts that lire <br />coW!id~rw essenLll foc complete perfOCIIllIIlce of the job; consider the frequency and <br />iwportance ofine contacts, tact, influencil111' llnd the good will ofthe public. <br /> <br />Degree <br /> <br />1 <br /> <br />2 <br /> <br /> <br />'-J <br /> <br />4 <br /> <br />5 <br /> <br />~ <br /> <br />I. <br /> <br />, <br /> <br />,Pescription <br /> <br />Personal contacts arc routine in natur~ such liS furnishing <br />and obtaining infnnnation upon reque:rt. with others Yl'ithin <br />the orgllnbation. <br /> <br />Occa.lional contacts with others within tile department <br />or organi2ation on routine matters or ocCllsional contacts outside <br />of the organization to furnlsb at obtain routiJle information or <br />rep1lrts; requires some tllct tu avoid misunderstanding or improper <br />handling which coui!i Ilff~t result:>. However, the priiaary <br />r\:5p1lnsibility of blltmonioll8 relationships.ls l'etllin~I1YJhe ," ". <br />immedilltesupel'visor~ ,., '",<..>',,,,\,~,+ <br />.. .. -. :;;'" "".~~::;._.~ 1tt~.fltrt~:~;~:;; _.:.' <br />Regular COlltact wii!l other agtlDCle:\ (II; gel\ernlpiihlic taobtauhcc:.i,d\:!",It" ; <br />\l r snpply fllCtUallnfo:rrolltion. Tact is req uired ro nbtsill '. . "" <br />cooperation or maiJltain goodwill, avoid friction. <br /> <br />Regular contacts with (lthers outside or inside thll organi2ation, <br />including elected official:! alto. frequently with adlllinntrnnve or <br />supervisory position., obtains cooperation, approvah of fictions, <br />may repl'e$ell,t org:mizll1ion to the public which requires influenC2 <br />to obtain cooperation or appr(lvals; ilnproper handling ohome of <br />the duties will have a major impact Oll operating results. <br /> <br />Regular COn1arn of considerable importance on significant matters, <br />usuaily with contacts Qubide the organization; frequently involve <br />difficult negotlatiow! that reql1lre a well developtd llbllity to <br />influence lIud maintain good rellltions. <br />