Last updated: November 30, 2021
Learn more about staff competencies by selecting a category:
Change leadership involves creating a new vision for the organization and taking the required actions to ensure that the members of the organization accept and support the vision.
It generally requires the individual to be in a relatively senior or high level position, although this is not always the case.
1. Defines area for change:
2. Expresses vision for change:
3. Challenges status quo:
4. Reinforces change vision dramatically:
Download the Change Leadership Development Guide (PDF, 40KB).
Change management is the ability to support a change initiative that has been mandated within the organization. It involves helping the organization’s members understand what the change means to them and providing the ongoing guidance and support that will maintain enthusiasm and commitment to the change process.
People with this competency willingly embrace and champion change. They take advantage of every opportunity to explain their vision of the future to others and gain their buy-in.
1. Speaks out for change:
2. Links change to work processes:
3. Makes change real for individuals/group:
4. Follows through on change initiative:
Download the Change Management Development Guide (PDF, 89KB).
Developing others involves a genuine intent to foster the long term learning or development of others through coaching, managing performance and mentoring. Its focus is on developmental intent and effect rather than on a formal role of training.
For this competency to be considered, the individual’s actions should be driven by a genuine desire to develop others, rather than by a need to transfer adequate skills to complete tasks.
1. Expresses positive expectations of person:
2. Gives reasons, other support:
3. Gives feedback to encourage:
4. Does longer term coaching, mentoring or training:
Download the Developing Others Guide (PDF, 40KB).
Empowerment is the ability to share responsibility with individuals and groups so that they have a deep sense of commitment and ownership. People who practice empowerment participate and contribute at high levels, are creative and innovative, take sound risks, are willing to be held accountable and demonstrate leadership.
They also foster teamwork among employees, across government and with colleagues and, as appropriate, facilitate the effective use of teams.
1. Expresses positive expectations:
2. Delegates routine tasks:
3. Demonstrates trust:
4. Lets others lead, encourages others:
5. Delegates fully:
Download the Empowerment Development Guide (PDF, 59KB).
Holding people accountable involves setting high standards of performance and holding team members, other government jurisdictions, outside contractors, industry agencies, etc., accountable for results and actions.
1. Wants expectations clear:
2. Sets clear, consistent goals:
3. Expects high performance:
4. Holds people accountable for performance:
5. Takes effective action on performance:
Download the Holding People Accountable Development Guide (PDF, 27KB).
Leadership implies a desire to lead others, including diverse teams. Leadership is generally, but not always, demonstrated from a position of formal authority. The 'team' here should be understood broadly as any group with which the person interacts regularly.
1. Manages meetings well:
2. Keeps people informed:
3. Promotes team effectiveness:
4. Takes care of the group:
5. Positions self as the leader:
6. Communicates a compelling vision:
Download the Leadership Development Guide (PDF, 71KB).
Analytical thinking is the ability to comprehend a situation by breaking it down into its components and identifying key or underlying complex issues.
It implies the ability to systematically organize and compare the various aspects of a problem or situation and determine cause and effect relationships ('if...then…') to resolve problems in a sound, decisive manner. It checks to ensure the validity or accuracy of all information.
1. Breaks down problems:
2. Sees basic relationships:
3. Sees multiple relationships:
4. Makes complex plans or analyses:
Download the Analytical Thinking Development Guide (PDF, 37KB).
Business acumen is the ability to understand the business implications of decisions and the ability to strive to improve organizational performance. It requires an awareness of business issues, processes and outcomes as they impact the client’s and the organization’s business needs.
1. Understands business fundamentals:
2. Aligns current actions with organization goals:
3. Thinks and plans in future oriented terms:
4. Takes actions to fit service plan:
Download the Business Acumen Development Guide (PDF, 41KB).
Conceptual thinking is the ability to identify patterns or connections between situations that are not obviously related and to identify key or underlying issues in complex situations.
It includes using creative, conceptual or inductive reasoning or thought processes that are not necessarily categorized by linear thinking.
1. Uses basic rules:
2. Sees patterns:
3. Applies complex concepts:
4. Clarifies complex data or situations:
5. Creates new concepts:
Download the Conceptual Thinking Development Guide (PDF, 204KB).
Decisive insight combines the ability to draw on one’s own experience, knowledge and training and effectively problem solve increasingly difficult and complex situations. It involves breaking down problems, tracing implications and recognizing patterns and connections that are not obviously related.
It translates into identifying underlying issues and making the best decisions at the most appropriate time. At higher levels, the parameters upon which to base the decision become increasingly complex and ambiguous and call upon novel ways to think through issues.
1. Responds to situations at face value:
2. Breaks down problems to reach a decision:
3. Sees patterns or basic relationships or connections when problem solving:
4. Sees multiple relationships and can make effective decisions with limited information:
5. Makes complex plans or analyses and reaches effective decisions in ambiguous situations:
Download the Decisive Insight Development Guide (PDF, 71KB).
Long term focus combines reasoned and realistic judgement and commitment to key outcomes. It demands a blending of visionary thought and drive with pragmatism and perseverance and has been described as 'steering a steady course through uncharted or difficult waters.'
Individuals with this competency have the ability to maintain the commitment of others and rely upon self-confidence and insight to meet individual, situational or organizational challenges.
1. Bases decisions on facts:
2. Makes thoughtful judgements:
3. Maintains focus:
4. Acts for the 'long haul':
Download the Long Term Focus Development Guide (PDF, 65KB).
Managing organizational resources is the ability to understand and effectively manage organizational resources (for example: people, materials, assets, budgets). This is demonstrated through measurement, planning and control of resources to maximize results.
It requires an evaluation of qualitative (for example: client satisfaction) and quantitative (for example: service costs) needs.
1. Understands:
2. Pursues resource effectiveness:
3. Advocates effective utilization:
4. Benefits the organization:
Download the Managing Organizational Resources Development Guide (PDF, 26KB).
Planning, organizing and coordinating involves proactively planning, establishing priorities and allocating resources. It's expressed by developing and implementing increasingly complex plans.
It also involves monitoring and adjusting work to accomplish goals and deliver to the organization’s mandate.
1. Prioritizes own work:
2. Prioritizes and develops plans for other’s work:
3. Develops and implements plans for complex projects:
4. Helps groups plan, organize and coordinate their work effectively:
Download the Planning, Organizing and Coordinating Development Guide (PDF, 69KB).
Problem solving and judgement is the ability to analyze problems systematically, organize information, identify key factors, identify underlying causes and generate solutions.
1. Breaks down problems:
2. Sees basic relationships:
3. Sees multiple relationships:
4. Makes complex plans or analyses:
Download the Problem Solving and Judgement Development Guide (PDF, 47KB).
Strategic orientation is the ability to link long range visions and concepts to daily work, ranging from a simple understanding to a sophisticated awareness of the impact of the world at large on strategies and on choices.
1. Understands strategies:
2. Aligns current actions with external strategic goals:
3. Thinks in strategic (future oriented) terms:
4. Links current action or daily tasks to strategies (own or external), or a long term perspective:
5. Understands external impact on internal strategy:
6. Plans actions to fit strategy (own and outside) and meet external events:
Download the Strategic Orientation Development Guide (PDF, 33KB).
Building partnerships with stakeholders is the ability to build long term or ongoing relationships with stakeholders (for example: someone who shares an interest in what you're doing).
This type of relationship is often quite deliberate and is typically focused on the way the relationship is conducted. Implicit in this competency is demonstrating a respect for and stating positive expectations of the stakeholder.
1. Understands significance of relationship building:
2. Identifies/approaches key stakeholder contacts:
3. Seeks partnership building opportunities:
4. Organizes involvement of key players:
5. Develops partnerships:
Download the Building Partnerships with Stakeholders Development Guide (PDF, 75KB).
Commitment to continuous learning involves a commitment to think about the ongoing and evolving needs of the organization and to learn how new and different solutions can be utilized to ensure success and move the organization forward.
1. Uses current knowledge:
2. Has interest in own field of expertise:
3. Keeps current in own field of expertise:
4. Keeps current with business/organizational changes:
5. Links knowledge to current user needs:
6. Maintains broad learning perspective:
Download the Commitment to Continuous Learning Development Guide (PDF, 35KB).
Concern for order reflects an underlying drive to reduce uncertainty in the surrounding environment. It's expressed as monitoring and checking work or information, insisting on clarity of roles and functions, etc.
1. Shows general concern for order and clarity:
2. Checks own work:
3. Monitors own or others’ work for order:
4. Monitors data or projects:
Download the Concern for Order Development Guide (PDF, 26KB).
Continuous development involves proactively taking actions to improve personal capability. It also involves being willing to assess one’s own level of development or expertise relative to one’s current job, or as part of focused career planning.
1. Updates job knowledge/skills:
2. Initiates self-development:
3. Actively seeks feedback for performance enhancement:
4. Takes responsibility for personal career development:
Download the Continuous Development Guide (PDF, 64KB).
Expertise includes the motivation to expand and use technical knowledge or to distribute work related knowledge to others.
1. Answers questions:
2. Provides extra knowledge:
3. Demonstrates depth of knowledge:
4. Advocacy:
Download the Expertise Development Guide (PDF, 26KB).
Flexibility is the ability and willingness to adapt to and work effectively within a variety of diverse situations and with diverse individuals or groups.
Flexibility entails understanding and appreciating different and opposing perspectives on an issue, adapting one’s approach as situations change and accepting changes within one’s own job or organization.
1. Values need for flexibility:
2. Demonstrates flexibility:
3. Adapts approach:
4. Adapts strategy:
Download the Flexibility Development Guide (PDF, 33KB).
Improving operations is the ability and motivation to apply one’s knowledge and past experience for improving upon current modes of operation within the ministry. This behaviour ranges from adapting widely used approaches to developing entirely new value added solutions.
1. Stays up to date:
2. Applies expertise:
3. Challenges status quo:
4. Creates improvements:
Download the Improving Operations Development Guide (PDF, 44KB).
Initiative involves identifying a problem, obstacle or opportunity and taking appropriate action to address current or future problems or opportunities. As such, initiative can be seen in the context of proactively doing things and not simply thinking about future actions.
Formal strategic planning is not included in this competency.
1. Addresses current opportunities or problems:
2. Acts 1 to 3 months ahead:
3. Acts 4 to 12 months ahead:
4. Acts over a year ahead:
Download the Initiative Development Guide (PDF, 46KB).
Innovation indicates an effort to improve performance by doing or promoting new things, such as introducing a previously unknown or untried solution or procedure to the specific area or organization.
1. Challenges status quo:
2. Takes action new to the job or area:
3. Does things new to the organization/government:
4. Does things new to the government/public or private sector:
5. Encourages innovation in others:
Download the Innovation Development Guide (PDF, 34KB).
Integrity refers to actions that are consistent with what one says are important. People with integrity 'walk the talk' by communicating intentions, ideas and feelings openly and directly and welcoming openness and honesty even in difficult negotiations.
1. Is open and honest about work situations:
2. Takes actions that are consistent with values and beliefs:
3. . Acts on values when it is not easy to do so:
4. Takes action based on values when significant cost or risk is associated with doing so:
Download the Integrity Development Guide (PDF, 26KB).
Organizational commitment is the ability and willingness to align one’s own behaviour with the needs, priorities and goals of the organization and to promote organizational goals to meet organizational needs.
It also includes acting in accordance with organizational decisions and behaving with integrity.
1. Behaves in a professional manner:
2. Actively supports the organization:
3. Demonstrates personal commitment:
4. Takes tough stands:
5. Acts for greater good of organization:
Download the Organizational Commitment Development Guide (PDF, 34KB).
Reflecting on difficulties is the willingness to 'work through' the personal experience of having contributed to an unsuccessful outcome. It's expressed by how individuals explain problems, failures, or negative events and what they have learned from those difficulties.
1. Recognizes lack of success:
2. Remains positive:
3. Takes responsibility:
4. Learns from mistakes and successes:
5. Shares learning with team:
Download the Reflecting on Difficulties Development Guide (PDF, 25KB).
Results orientation is a concern for surpassing a standard of excellence. The standard may be one’s own past performance (striving for improvement), an objective measure (achievement orientation), challenging goals that one has set, or even improving or surpassing what has already been done (continuous improvement). Thus, a unique accomplishment also indicates a results orientation.
1. Wants to do job well:
2. Creates own measures of excellence:
3. Improves performance:
4. Delivers to meet challenging goals:
5. Delivers to meet challenging goals:
6. Takes calculated entrepreneurial risks:
Download the Results Orientation Development Guide (PDF, 46KB).
Self-confidence is a belief in one’s own capability to accomplish a task and select an effective approach to a task or problem. This includes confidence in one’s ability as expressed in increasingly challenging circumstances and confidence in one’s decision or opinions.
1. Presents self-confidently:
2. Demonstrates autonomy:
3. Has confidence in own ability:
4. Chooses challenges:
5. Remains confident in difficult situations:
Download the Self-confidence Development Guide (PDF, 42KB).
Self-control is the ability to keep one’s emotions under control and restrain negative actions when provoked, faced with opposition or hostility from others, or when working under stress. It also includes the ability to maintain stamina under continuing stress.
1. Restrains emotional impulses:
2. Responds calmly:
3. Calms others:
4. Manages stress effectively:
Download the Self-control Development Guide (PDF, 39KB).
Concern for image impact is an awareness of how one’s self, one’s role and the organization are seen by others. The highest level of this competency involves an awareness of and preference for, respect for the organization by the community.
Concern for image impact is particularly appropriate for senior management positions.
1. Expresses concern about image of role:
2. Sets boundaries of role:
3. Recognizes impact of own role:
4. Describes public impact of organization:
5. Works to promote organizational image:
Download the Concern for Image Impact Development Guide (PDF, 28KB).
Conflict management is the ability to develop working relationships that facilitate the prevention and/or resolution of conflicts within the organization.
1. Notices conflicts:
2. Addresses conflict as it happens:
3. Reduces and resolves conflict in a proactive manner:
4. Promotes constructive conflict management:
5. Creates an open environment where conflict is employed positively:
Download the Conflict Management Development Guide (PDF, 57KB).
Customer/client development involves the genuine intent to foster the learning or development of a diverse clientele. 'Customers/clients' include the public, internal clients, colleagues, partners, coworkers, peers, branches, ministries/agencies and other government organizations.
1. Shares knowledge:
2. Takes action to increase customer’s/client’s effectiveness:
3. Gives constructive feedback:
4. Coaches for performance improvement:
5. Encourages independence:
Download the Customer/Client Development Guide (PDF, 24KB).
Engaging external partners identifies and involves external stakeholders in order to foster long term partnerships.
1. Advises and informs staff:
2. Identifies opportunities for stakeholder involvement:
3. Actively seeks input/participation from stakeholders:
4. Recommends new partnerships:
5. Sets strategy/direction for partnerships:
Download the Engaging External Partners Development Guide (PDF, 31KB).
Impact and influence is the ability to influence, persuade, or convince others to adopt a specific course of action. It involves the use of persuasive techniques, presentations or negotiation skills to achieve desired results.
1. States intention but takes no specific action:
2. Takes a single action to persuade:
3. Takes multiple actions to persuade:
4. Calculates the impact of one’s actions or words:
5. Uses indirect influence:
6. Uses complex influence strategies:
Download the Impact/Influence Development Guide (PDF, 34KB).
Information seeking is driven by a desire to know more about things, people, or issues. It implies going beyond the questions that are routine or required in the job.
It may include 'digging' or pressing for exact information, resolution of discrepancies by asking a series of questions, or less focused environmental 'scanning' for potential opportunities or miscellaneous information that may be of future use.
1. Asks questions:
2. Personally investigates:
3. Digs deeper:
4. Does research:
5. Uses own ongoing systems:
Download the Information Seeking Development Guide (PDF, 37KB).
Listening, understanding and responding is the desire and ability to understand and respond effectively to other people from diverse backgrounds. It includes the ability to understand accurately and respond effectively to both spoken and unspoken or partly expressed thoughts, feelings and concerns of others.
People who demonstrate high levels of this competency show a deep and complex understanding of others, including cross-cultural sensitivity.
1. Listens and responds to expressed emotions:
2. Understands and responds to unexpressed emotions:
3. Understands and responds to underlying issues:
4. Anticipates and plans for future interactions:
Download the Listening, Understanding and Responding Development Guide (PDF, 31KB).
Organizational awareness is the acumen to appreciate and the ability to use the power relationships in either one’s own, or other, organization(s). This includes the ability to identify the real decision makers and the individuals who can influence them and to predict how new events or situations will affect individuals and groups within the organization.
1. Understands formal structure:
2. Understands informal structures:
3. Understands climate and culture:
4. Understands organizational politics:
5. Understands underlying organizational issues:
Download the Organizational Awareness Development Guide (PDF, 64KB).
Partners with stakeholders is the desire to work cooperatively with all stakeholders to meet mutual goals. It involves an awareness that a relationship based on trust is the foundation for success in delivering results.
1. Maintains contact:
2. Uncovers stakeholders’ true needs:
3. Provides a broad perspective:
4. Acts as a trusted advisor:
Download the Partners with Stakeholders Development Guide (PDF, 50KB).
Relationship building is working to build or maintain ethical relationships or networks or contacts with people who are, or may be, potentially helpful in achieving work related goals and establishing advantages. These people may include customers, clients, counterparts, colleagues, etc.
1. Builds rapport:
2. Develops longer term relationships:
3. Uses relationships:
4. Creates opportunities to initiate relationships:
5. Builds a network of external relationships:
Download the Relationship Building Development Guide (PDF, 50KB).
Service orientation implies a desire to identify and serve customers/clients, who may include the public, coworkers, other branches/divisions, other ministries/agencies, other government organizations and non-government organizations. It means focusing one’s efforts on discovering and meeting the needs of the customer/client.
1. Follows up:
2. Maintains clear communication:
3. Takes personal responsibility:
4. Takes action for the customer/client:
5. Addresses underlying customer/client needs:
6. Uses a long term perspective:
Download the Service Orientation Development Guide (PDF, 34KB).
Teamwork and cooperation is the ability to work cooperatively within diverse teams, work groups and across the organization to achieve group and organizational goals. It includes the desire and ability to understand and respond effectively to other people from diverse backgrounds with diverse views.
1. Cooperates:
2. Expresses positive expectations of team:
3. Solicits input:
4. Encourages others:
5. Builds team spirit:
Download the Teamwork and Cooperation Development Guide (PDF, 51KB).
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