USDOJ: JMD: Worklife: Decision Tool

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Part 1: Job Requirements Profile

Tasks and Functions Are Discrete Always Most of the Time About Half the Time Rarely Never

Work Can Be Scheduled or Time Controlled Always Most of the Time About Half the Time Rarely Never

Quantity and Quality of Work Are Measurable Always Most of the Time About Half the Time Rarely Never

Quality of Worker’s Performance Can Remain High Always Most of the Time About Half the Time Rarely Never

Quality of Colleagues’ Performance Can Remain High Always Most of the Time About Half the Time Rarely Never

Quality of Customer Service Can Remain High Always Most of the Time About Half the Time Rarely Never

Can Be Performed without Special Equipment Always Most of the Time About Half the Time Rarely Never

Can Be Performed by Other Staff on a Back-Up Basis Always Most of the Time About Half the Time Rarely Never

Part 2: Employee Success Profile

Performs at or above Expected Levels Always Most of the Time About Half the Time Rarely Never

Understands Job Responsibilities Always Most of the Time About Half the Time Rarely Never

Works Well Independently Always Most of the Time About Half the Time Rarely Never

Reliable and Accountable Always Most of the Time About Half the Time Rarely Never

Communicates Well Always Most of the Time About Half the Time Rarely Never

Maintains Good Relationships with Peers and Customers Always Most of the Time About Half the Time Rarely Never

Organizes Work Well, Including Multiple Assignments Always Most of the Time About Half the Time Rarely Never

Flexible Always Most of the Time About Half the Time Rarely Never

Part 3: Management Profile

Manages by Objectives and Results Always Most of the Time About Half the Time Rarely Never

Comfortable Managing Non-Traditional Work Situations Always Most of the Time About Half the Time Rarely Never

Flexible Always Most of the Time About Half the Time Rarely Never

Communicates Well Always Most of the Time About Half the Time Rarely Never

Provides Coaching Always Most of the Time About Half the Time Rarely Never

Able To Trust Subordinates Always Most of the Time About Half the Time Rarely Never

Promotes Empowerment Always Most of the Time About Half the Time Rarely Never

Open to New Ideas Always Most of the Time About Half the Time Rarely Never


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