BBeehhaavviioouurraall CCoommppeetteennccyy DDiiccttiioonnaarryy

University of
Guelph

April 2010
What are Competencies?

Competencies are observable abilities, s ills, nowledge, motivations or traits

defined in terms of the behaviours needed for successful job
performance.

How Are the Competencies Structured?

For all competencies in the dictionary, a definition is provided. Each competenc

y also includes a proficiency scale that indicates the full range of
expression of the competency. Most proficiency scales have five levels. Each pro
ficiency level is described in terms of behavioural indicators.
The behaviours at each level of the scale are illustrative rather than definitiv
e; that is other examples of behaviour are possible. Each competency
scale is cumulative which means that, although behaviours from lower levels are
not repeated at higher level, they nonetheless apply.

How to Use this Dictionary?

The contents of this dictionary represent the behavioural or non-technical compe

tencies that apply to jobs at the University. The dictionary can
be used for a variety of purposes including recruitment and staffing, learning a
nd career development and performance management. For each
job, choose the competencies and proficiency learning that are most critical to
performance excellence.
Table of Contents

Adaptability ...................................................................
................................................................................
....................................... 1
Analytical Thin ing.............................................................
................................................................................
.................................. 2
Change Leadership ..............................................................
................................................................................
............................... 3
Client Focus....................................................................
................................................................................
..................................... 4
Communication...................................................................
................................................................................
................................. 5
Conflict Management.............................................................
................................................................................
.............................. 6
Continuous Learning.............................................................
................................................................................
............................... 7
Creative Thin ing...............................................................
................................................................................
.................................. 8
Decision Ma ing ................................................................
................................................................................
.................................. 9
Developing Others ..............................................................
................................................................................
............................... 11
Impact and Influence ...........................................................
................................................................................
.............................. 12
Initiative......................................................................
................................................................................
........................................ 13
Networ ing / Relationship Building .............................................
................................................................................
....................... 14
Organizational and Environmental Awareness .....................................
................................................................................
............. 15
Partnering .....................................................................
................................................................................
..................................... 15
Planning and Organizing ........................................................
................................................................................
........................... 17
Results Orientation ............................................................
................................................................................
................................ 17
Ris Management.................................................................
................................................................................
............................. 19
Stewardship of Resources .......................................................
................................................................................
.......................... 20
Stress Management...............................................................
................................................................................
............................ 21
Teamwor .......................................................................
................................................................................
................................... 21
Team Leadership.................................................................
................................................................................
.............................. 23
Values and Ethics ..............................................................
................................................................................
................................ 24
Visioning and Strategic Thin ing ...............................................
................................................................................
........................ 25
Adaptability

Adjusting own behaviours to wor efficiently and effectively in light of new inf
ormation, changing situations and/or different environments

Level 1

Recognizes how
change will affect wor

Level 2

Adapts one s wor to a

situation

Level 3

Adapts to a variety of
changes

Level 4
Adapts to large, complex
and/or frequent changes

Level 5

Adapts organizational
strategies

Accepts that things

will change.

See s clarification
when faced with
ambiguity or
uncertainty.

Demonstrates
willingness to try
new approaches.

Suspends judgment;

thin s before acting.

Ac nowledges the
value of others
contributions
regardless of how
they are presented.
 Adapts personal
approach to meet
the needs of
different or new
situations.

See s guidance in
adapting behaviour
to the needs of a
new or different
situation.

Adapts to new ideas

and initiatives across
a wide variety of
issues or situations.

Shifts priorities,
changes style and
responds with new
approaches as
needed to deal with
new or changing
demands.

Publicly supports
and adapts to
major/fundamental changes that
show promise of
improving
established ways
of operating.
 See s opportunities
for change in order to
achieve improvement
in wor processes,
systems, etc.

Maintains composure
and shows self
control in the face of
challenges and
change.

Anticipates change
and ma es large or
long-term adaptations
in organization in
response to the needs
of the situation.

Performs effectively
amidst continuous
change, ambiguity
and, at times,
apparent chaos.

Shifts readily between

dealing with macro-
strategic issues and
critical details.
Analytical
Thin ing

Interpreting, lin ing, and analyzing information in order to understand issues

Level 1

Analyzes and
synthesizes information

Level 2

Identifies critical
relationships

Level 3

Analyses complex
relationships

Level 4
Applies broad analysis

Level 5

Applies a systems
perspective to the analysis
of enterprise-wide issues
Brea s down
concrete issues
into parts and
synthesizes
succinctly.

Collects and
analyses
information from a
variety of
appropriate
sources.

Identifies the lin s

between situations
and information.

Sees connections,
patterns or trends
in the information
available.

Identifies the
implications and
possible
consequences of
trends or events.
 Draws logical
conclusions,
providing options
and
recommendations.

Analyses complex
situations, brea ing
each into its
constituent parts.

Recognizes and
assesses several
li ely causal factors
or ways of
interpreting the
information
available.

Identifies
connections
between situations
that are not
obviously related.

Integrates
information from
diverse sources,
often involving large
amounts of
information.

Thin s several steps

ahead in deciding on
best course of action,
anticipating li ely
outcomes.

Develops and
recommends
policy framewor
based on
analysis of
emerging trends.

Gathers information
from many sources,
including experts, in
order to completely
understanda

Identifies multiple
relationships and
disconnects in processes
in order to identify options
and reach conclusions.

Adopts a systems
perspective, assessing
and balancing vast
amounts of diverse
information on the varied
systems and sub-
systems that comprise
and affect the wor ing
environment.

Thin s beyond the

organization and into the
future, balancing multiple
perspectives when setting
direction or reaching
conclusions (e.g., social,
economic, partner,
sta eholder interests,
shortandlongterm
Change Leadership

Managing, leading and enabling the process of change and transition while helpin
g others deal with their effects

Level 1

Ma es others aware of
change

Level 2

Underscores the
positive nature of
change

Level 3

Manages the process

for change

Level 4

Aligns change initiatives

with organizational
objectives
Level 5

Champions change

Identifies and
accepts the need
and processes for
change.

Explains the
process,
implications and
rationale for change
to those affected by
it.

Invites
discussion of
views on the
change.

Promotes the
advantages of
change.

Clarifies the
potential
opportunities
and
consequences
of proposed
changes.
 Explains how
change affects
current practices.

Identifies important
/ effective
practices that
should continue
after change is
implemented.

Anticipates specific
reasons underlying
resistance to
change and
implements
approaches that
address resistance.

Lin s
projects/objectives to
department s/public
service s change
initiatives and
describes the impact
on operational goals.

Presents realities of
change and,
together with staff,
develops strategies
for managing it.
 Identifies future
needs for change
that will promote
progresstoward

Creates an
environment that
promotes and
encourages
change or
innovation.

Shares and
promotes successful
change efforts
throughout the
organization.

Personally
communicates a clear
vision of the broad
impact of change.
Client Focus

Identifying and responding to current and future client needs; providing service
excellence to internal and external clients

Level 1

Responds to client
requests

Level 2

Builds positive client

Relations

Level 3

Anticipates and adapts

to client needs

Level 4

Fosters a client-focused
culture
Level 5
Considers the strategic
direction of client focus

Identifies client needs

and expectations.

Responds to
requests efficiently
and effectively.

Ta es action
beyond explicit
request within
established
service
standards.

Refers complex
questions to a higher
decision- ma ing
level.

Meets client needs

in a respectful,
helpful and
responsive
manner.

See s feedbac to
develop a clear
understanding of
client needs and
outcomes.

Uses client
satisfaction monitoring
methodologies to
ensure client
satisfaction

Contacts clients to
follow up on services,
solutions or products to
ensure that their needs
have been correctly andeffectively met.

Understands issues
from the client s
perspective.

Keeps clients up-to-date

with information and
decisions that affect
them.

Monitors services
provided to clients and
ma es timely
adjustments as
required.
 Maintains
ongoing
communication
with clients.

Regularly and
systematically
contacts clients or
prospective clients to
determine their
needs.

Uses understanding
of client s perspective
to identify constraints
and advocate on their
behalf.

Wor s with clients to

adapt services,
products or solutions
to meet their needs.

Encourages co-
wor ers and teams
to achieve a high
standard of service
excellence.

Anticipates areas
where support or
influence will
 be required and
discusses
situation/concerns with
appropriate individuals.

Trac s trends and

developments that will
affect own organization s
ability to meet current
and future
client needs.

Identifies benefits for

clients; loo s for
ways to add value.

See s out and involves

clients or prospective
clients in assessing
services, solutions or
products to identify ways
to improve.

Establishes service
standards and
develops strategies
to ensure staff meet
them.

Communicates the
organization s
mission, vision and
values to external
clients.

Strategically and
systematically
evaluates new
opportunities to
develop client
relationships.

Creates an environment
in which concern for
client satisfaction is a
ey priority.

Lin s a comprehensive
and in-depth
understanding of clients
long-term needs and
strategies with current
and proposed
projects/initiatives.

Recommends/
determines strategic
business direction to
meet projected needs of
clients and prospective
clients.
Communication

Listening to others and communicating in an effective manner that fosters open c

ommunication

Level 1

Listens & clearly

presents information

Level 2

Fosters two-way
communication

Level 3

Adapts communication to
others

Level 4

Communicates complex
messages

Level 5

Communicates
strategically

Ma es self available
and clearly
encourages others
to initiate
communication.

Listens actively
and objectively
without
interrupting.

Chec s own
understanding of
others
communication (e.g.,
repeats or
paraphrases, as s
additional
questions).

Presents
appropriate
information in a
clear and concise
manner, both
orally and in
writing.

Elicits comments or
feedbac on what
has been said.

Maintains
continuous open
and consistent
communication with
others.
 Openly and
constructively
discusses diverse
perspectives

that could lead to

misunderstandings.

Communicates
decisions or
recommendations
that could be
perceived negatively,
with sensitivity and
tact.

Supports messages
with relevant data,
information,
examples and
demonstrations.

Adapts content, style,

tone and medium of
communication to suit
the target audience s
language, cultural
bac ground and level
of understanding.

Ta es others
perspectives into
account when
communicating,
negotiating or
presenting arguments
(e.g., presents
benefits from all
perspectives).

Responds to and
discusses
issues/questions in an
understandable
manner without being
defensive and while
maintaining the dignity
of others.

Anticipates
reactions to
messages and
adapts
communications
accordingly.

Handles complex on-

the- spot questions
(e.g., from senior
public officials, special
interest groups or the
media).

Communicates
complex issues
clearly and credibly
with widely varied
audiences.
 Uses varied
communication
systems,
methodologies and
strategies to promote
dialogue and shared
understanding.

Delivers difficult or
unpopular messages
with clarity, tact and
diplomacy.

Communicates
strategically to
achieve specific
objectives (e.g.,
considering such
aspects as the optimal
message to present,
timing and forum of
communication).

Identifies and
interprets
departmental policies
and procedures for
superiors,
subordinates and
peers.

Ac nowledges
success and the
need for
improvement.
Conflict Management

Preventing, managing and/or resolving conflicts

Level 1

Identifies conflict

Level 2

Addresses existing
conflict

Level 3

Anticipates and
addresses sources of
potential conflict

Level 4
Introduces strategies for
resolving existing and
potential conflict

Level 5

Creates an environment
where conflict is resolved
appropriately

Recognizes that there

is a conflict between
two or more parties.

Brings conflict to the

attention of the
appropriate
individual(s).

Listens to differing
points of view and
emphasizes points
of agreement as a
starting point to
resolving
differences.

Openly identifies
shared areas of
interest in a
respectful and
timely manner.
 Anticipates and ta es
action to avoid/reduce
potential conflict (e.g.,
by encouraging and
supporting the various
parties to get together
and attempt to
address the issues
themselves).

Refocuses teams on
the wor and end-
goals, and away from
personality issues.

Provides consultation to
or obtains consultation /
mediation for those who
share few common
interests and who are
having a significant
disagreement.

Introduces innovative
strategies for effectively
dealing with conflict
(e.g., mediation,
collaborative and
mutual gains
strategies).

Creates a conflict-
resolving environment
by anticipating and
addressing areas
where potential
misunderstanding and
disruptive conflict could
emerge.
 Models constructive
approaches to deal with
opposing views when
personally challenging
the status quo and when
encouraging others to
do so as well.
Continuous Learning

Identifying and addressing individual strengths and wea nesses, developmental ne

eds and changing circumstances to enhance personal and
organizational performance

Level 1

Assesses and monitors

oneself
to maintain personal
effectiveness

Level 2

See s to improve
personal effectiveness
in current situation

Level 3

See s learning
opportunities beyond
current requirements

Level 4
Aligns personal
development with
objectives of
organization

Level 5

Aligns personal learning

with anticipated change
in organizational strategy

Continually self-
assesses and see s
feedbac from
others to identify
strengths and
wea nesses and
ways of improving.

Pursues learning
opportunities and
ongoing
development.

Tries new approaches

to maximize learning
in current situation.

Ta es advantage
of learning
opportunities (e.g.,
courses,
observation of
others,
assignments,
etc.).

Integrates new
learning into wor
methods.

Sets challenging goals

and standards of
excellence for self in
view of growth beyond
current job.

Actively pursues self-

development on an
ongoing basis
(technically and
personally).

Pursues
assignments
designed to
challenge abilities.

Designs personal
learning objectives
based on evolving
needs of the portfolio
or business unit.
 Uses organizational
change as an
opportunity to
develop new s ills
and nowledge.

Identifies future
competencies and
expertise required by the
organization and
develops and pursues
learning plans
accordingly.

Continuously scans
the environment to
eep abreast of
emerging
developments in the
broader wor
context.
Creative Thin ing

Questioning conventional approaches, exploring alternatives and responding to ch

allenges with innovative solutions or services, using
intuition, experimentation and fresh perspectives.

Level 1

Ac nowledges the need

for new approaches

Level 2

Modifies current
approaches

Level 3

Introduces new
approaches

Level 4

Creates new concepts

Level 5

Nurtures creativity

Is open to new ideas.

Questions the
conventional
approach and
see s
alternatives.

Recognizes when a
new approach is
needed; integrates
new information
quic ly while
considering
different options.

Analyzes strengths
and wea nesses of
current approaches.

Modifies and
adapts current
methods and
approaches to
better meet needs.
 Identifies
alternate
solutions based
on precedent.

Identifies an optimal
solution after weighing
the advantages and
disadvantages of
alternative
approaches.

Searches for
ideas or solutions
that have wor ed
in other
environments and
applies them to the
organization.

Uses existing
solutions in innovative
ways to solve
problems.

Sees long-term
consequences
of potential
solutions.

Integrates and
synthesizes relevant
concepts into a new
solution for which
there is no previous
experience.

Creates new
models and
methods for the
organization.

Identifies flexible
and adaptable
solutions while still
recognizing
professional and
organizational
standards.

Develops an
environment that
nurtures creative
thin ing, questioning
and
experimentation.

Encourages
challenges to
conventional
approaches.

Sponsors
experimentation to
maximize potential
for innovation.
]
Decision- Ma ing

Ma ing decisions and solving problems involving varied levels of complexity, amb
iguity and ris

Level 1

Ma es decisions based
solely on rules

Level 2

Ma es decisions by
interpreting rules

Level 3

Ma es decisions in
situations where there is
scope for interpretation
of rules

Level 4

Ma es complex decisions
in the absence of rules

Level 5

Ma es high-ris decisions in
complex and ambiguous
situations
 Ma es
straightforward
decisions based on
pre-defined options
using clear
criteria/procedures.

Consults with others

or refers an
issue/situation for
resolution when
criteria are not clear.

Deals with
exceptions within
established
parameters using
clearly specified
rules and
procedures.

Ma es decisions
involving little or no
consequence of
error.

Verifies that the

decision/resolution is
correct.

Applies guidelines
and procedures that
require some
interpretation when
dealing with
exceptions.

Ma es straight -
forward decisions
based on information
that is generally clear
and adequate.

Considers the ris s

and consequences of
action and/or
decisions.

Ma es decisions
involving minor
consequence of
error.

See s guidance as
needed when the
situation is unclear.

Applies guidelines and

procedures that leave
considerable room for
discretion and
interpretation.

Ma es decisions by
weighing several factors,
some of which are
partially defined and
entail missing pieces of
critical information.

As needed, involves the

right people in the
decision-ma ing process.

Balances the ris s and

implications of decisions
across multiple issues.

Develops solutions that

address the root cause of
the problem and prevent
recurrence.

Recognizes, analyzes
and solves problems
across projects and in
complex situations.
 Simplifies complex
information from
multiple sources to
resolve issues.

Ma es complex
decisions for which
there are no set
procedures.

Considers a multiplicity of
interrelated factors for
which there is incomplete
and contradictory
information.

Balances competing
priorities in reaching
decisions.

Develops solutions to
problems, balancing the
ris s and implications
across multiple
projects.

Recommends solutions in
an environment of ris
and ambiguity.

Ma es high-ris strategic
decisions that have significant
consequences.

Balances a commitment to
excellence with the best
interests of clients and the
organization when ma ing
decisions.

Uses principles, values and sound

business sense to ma e decisions.
 Ma es decisions in a volatile
environment in which weight given
to any factor can change rapidly.

Reaches decisions assuredly in

an environment of public
scrutiny.

Assesses external and internal

environments in order to ma e a
well-informed decision.

Identifies the problem based on

many factors, often complex
and sweeping, difficult to define
and contradictory (e.g., fiscal
responsibility, the public good).
Developing Others

Fostering the development of others by providing a supportive environment for en

hanced performance and professional growth

Level 1

Shares expertise
with others

Level 2

Supports individual
development and
improvement

Level 3

Promotes ongoing
learning and
development

Level 4

Provides opportunities
for development

Level 5

Creates a continuous
learning and
development
environment
 Regularly shares
expertise with
team members to
support
continuous
learning and
improvement.

Advises, guides
and coaches others
by sharing
experiences and
discussing how to
handle current or
anticipated
concerns.

Provides
performance
feedbac and
support, reinforcing
strengths and
identifying areas for
improvement.

Encourages staff to
develop and apply
their s ills.

Suggests to
individuals ways of
improving
performance and
competence.
 Helps team members
develop their s ills
and abilities.

Engages in
development
and career
planning
dialogues with
employees.

Wor s with employees

and teams to define
realistic yet
challenging wor
goals.

Encourages team
members to develop
learning and career
plans and follows-up to
guide development
and measure progress.

Advocates and
commits to ongoing
training and
development to foster
a learning culture.

Ensures that
resources and time
are available for
development activities.

Ensures that all

employees have
equitable access
to development
opportunities.

Provides
opportunities
for development
through tools,
assignments,
mentoring and
coaching
relationships etc.

Provides long-term
direction regarding
learning needs for
staff and how to
pursue the
attainment of this
learning.

Institutes
organization- wide
mechanisms and
processes to
promote and support
continuous learning
and improvement.
 Manages the
learning process to
ensure it occurs by
design rather than
by chance.
Influence

Gaining support from and convincing others to advance the objectives of the orga
nization

Level 1

Uses facts and available

information to persuade

Level 2

Adapts rationale to
influence others

Level 3

Demonstrates the
benefit of ideas

Level 4

Builds coalitions,
strategic relationships
and networ s
Level 5

Designs complex
influence strategies

Uses appeals to
reason, data, facts
and figures.

Uses concrete
examples, visual
aids and
demonstrations to
ma e a point.

Describes the
potential impact of
own actions on
others and how it
will affect their
perception of self.

Anticipates the effect

of one s approach or
chosen rationale on
the emotions and
sensitivities of others.

Adapts discussions
and presentations to
appeal to the needs or
interests of others.
 Uses the process
of give-and-ta e to
gain support.

Builds relationships
through fair, honest
and consistent
behaviour.

Builds on
successful
initiatives and best
practices internal
and external to the
organization to gain
acceptance for
ideas.

Presents pros and

cons and detailed
analyses to emphasize
the value of an idea.

Persuades others by
drawing from
experience and
presenting multiple
arguments in order to
support a position.

Assembles coalitions,
builds behind-the-
scenes support for
ideas and initiatives.

Develops an
extensive networ
of contacts.

Uses group process

s ills to lead or direct
a group.

Designs strategies
that position and
promote ideas and
concepts to
sta eholders.

Uses indirect
strategies to
persuade, such as
establishing alliances,
using experts or third
parties.

Gains support by
capitalizing on
understanding of
political forces
affecting the
organization.
Initiative

Identifying and dealing with issues proactively and persistently; seizing opport
unities that arise

Level 1

Addresses current issues

Level 2

Addresses imminent
issues

Level 3

Acts promptly in a crisis

situation

Level 4

Loo s to the future

Level 5

Encourages initiative in
others

Recognizes and acts

on present issues.
 Offers ideas to
address current
situations or issues.

Wor s independently.
Completes assignments
without constant
supervision.

Ta es action to avoid
imminent problem or to
capitalize on imminent
opportunity.

Loo s for ways to

achieve greater results or
add value.

Wor s persistently
as needed and when
not required to do so.

Acts quic ly to address a

crisis situation drawing on
appropriate resources
and experience with
similar situations.

Implements
contingency plans when
crises arise.

Exceeds requirements
of job; ta es on extra
tas s.

Ta es action to avoid
or minimize potential
problems or maximize
potential opportunities in
the future by drawing on
extensive personal
experience.
 Defines and addresses
high-level challenges that
have the potential to
advance the state-of-the art
in an area.

Starts and carries

through on new projects.

Fosters an
environment that
anticipates and acts
upon potential threats
and/or opportunities.

Coaches others to
spontaneously recognize
and appropriately act on
upcoming opportunities.

Gets others involved

in supporting efforts
and initiatives.
Networ ing / Relationship Building

Building and actively maintaining wor ing relationships and/or networ s of conta
cts to further the organization s goals

Level 1

Accesses sources of
information

Level 2

Builds ey contacts

Level 3

See s new networ ing

opportunities for self and
others.

Level 4

Strategically expands
networ s

Level 5

Creates networ ing

opportunities

See s information from

others (e.g., colleagues,
customers).

Maintains personal
contacts in other parts of
the organization with
those who can provide
wor -related information.

See s out the expertise

of others and develops
lin s with experts and
information sources.

Develops and nurtures

ey contacts as a source
of information.

Participates in
networ ing and social
events internal and
external to the
organization.

See s opportunities to
partner and transfer
nowledge (e.g., by
actively participating in
trade shows,
conferences, meetings,
committees, multi-
sta eholder groups
and/or seminars).
 Cultivates personal
networ s in different parts
of the organization and
effectively uses contacts
to achieve results.

Initiates and
develops diverse
relationships.

Builds networ s with

parties that can enable the
achievement of the
organization s strategy.

Brings informal teams of

experts together to
address issues/needs,
share information and
resolve differences, as
required.

Uses nowledge of the

formal or informal structure
and the culture to further
strategic objectives.

Creates and
facilitates forums
to develop new
alliances and
formal networ s.

Identifies areas to
build strategic
relationships.

Contacts senior
officials to identify
potential areas of
mutual, long-term
interest.
Organizational and Environmental Awareness

Understanding the wor ings, structure and culture of the organization as well as
the political, social and economic issues, to achieve results

Level 1

Understands formal
structure

Level 2

Understands informal
structure and culture

Level 3

Effectively operates in
external environments

Level 4

Understands
organizational politics,
issues and external
influences
Level 5

Operates effectively in a
broad spectrum of
political, cultural and
social milieu

Monitors wor to ensure it

aligns with formal
procedures and the
organization s
accountabilities.

Recognizes and uses

formal structure, rules,
processes, methods or
operations to
accomplish wor .

Actively supports the

public service mission
and goals.

Uses informal structures;

can identify ey decision-
ma ers and influencers.

Effectively uses both

formal and informal
channels or networ s for
acquiring information,
assistance and
accomplishing wor
goals.

Achieves solutions
acceptable to varied
parties based on
understanding of
issues, climates and
cultures in own and
other organizations.

Accurately describes the

issues and culture of
external
sta eholders. Uses this
information to negotiate
goals and initiatives.

Anticipates issues,
challenges and outcomes
and effectively operates
to best position the
organization.

Supports the changing

culture and methods of
operating, if necessary,
for the success of the
organization.

Ensures due diligence by

eeping informed of
business and operational
plans and practices.
Demonstrates
broad
understanding of
social and
economic context
within which the
organization
operates.

Understands and
anticipates the
potential trends of
the political
environment and the
impact these might
have on the
organization.
 Operates
successfully in a
variety of social,
political and cultural
environments.
Partnering

See ing and building strategic alliances and collaborative arrangements through
partnerships to advance the objectives of the organization

Level 1

Operates effectively
within partnerships

Level 2

Manages existing
partnerships

Level 3

See s out partnership

opportunities

Level 4

Facilitates partnerships

Level 5
Sets strategic direction
for partnering

Understands the
roles played by
partners. Identifies
and refers to areas
of mutual interest as
a means of
establishing a
business
relationship.

Communicates
openly, builds trust
and treats partners
fairly, ethically and
as valued allies.

Meets partner needs

by responding to
requests efficiently
and effectively.

Recognizes the

contributions of
partners.

Wor s with existing

partners, honouring
established
agreements/
contracts.
 Monitors partnership
arrangements to
ensure that the
objectives of

the partnership
remain on target.

See s input from

partners to ensure
that objectives are
achieved.

See s mutually
beneficial solutions
with partners.

Initiates partnership
arrangements that
promote
organizational
objectives.

Assesses the value

of entering into
partner relationships
in terms of both
short- and long-
term return on
investment.

Develops new and

mutually beneficial
partnerships that
also serve the
interests of the
broader community.

Identifies benefits
of a partnership
and loo s for ways
to add value for
the partner.

Provides advice and

direction on the
types of partner
relationships to
pursue, as well as
ground rules for
effective partner
relationships.

Supports staff in
ta ing calculated
ris s in partner
relationships.

Negotiates, as
necessary, to assist
others to address
issues or resolve
problems surrounding
partner relationships.

Identifies when
modifications and
terminations of
partnerships are
needed and ta es
appropriate
measures.

Provides strategic
direction on partnerships
that the organization
should be pursuing.

Sets up an infrastructure
that supports effective
partner arrangements
(e.g., principles and
framewor s for
assessing the value of
partnerships; expert
assistance in aspects of
partnering).

Ta es advantage of
opportunities to
showcase excellent
examples of partner
arrangements
throughout the
organization.

Creates and acts on

opportunities for
interactions that lead
to strong
partnerships within
and external to the
organization.
Planning and Organizing

Defining tas s and milestones to achieve objectives, while ensuring the optimal
use of resources to meet those objectives

Level 1

Plans tas s and

organizes own wor

Level 2

Applies planning
principles to achieve
wor goals

Level 3

Develops plans for the

business unit

Level 4

Integrates and evaluates

plans to achieve
business goals.

Level 5
Plans and organizes at a
strategic level

Identifies
requirements and
uses available
resources to meet
own wor
objectives in
optimal fashion.

Completes tas s in
accordance with
plans.

Monitors the
attainment of own
wor objectives
and/or quality of the
wor completed.

Sets priorities for

tas s in order of
importance.

Establishes goals
and organizes wor
by bringing together
the necessary
resources.
 Organizes wor
according to project
and time management
principles and
processes.

Practices and plans

for contingencies to
deal with unexpected
events or setbac s.

Ma es needed
adjustments to
timelines, steps and
resource allocation.

Directs issues to
appropriate bodies
when unable to resolve
them within own area
of responsibility.

Considers a range of
factors in the planning
process (e.g., costs,
timing, customer
needs, resources
available, etc.).

Identifies and plans

activities that will
result in overall
improvement to
services.

Challenges inefficient
or ineffective wor
processes and offers
constructive
alternatives.

Anticipates issues and

revise plans as
required.

Helps to remove
barriers by providing
resources and
encouragement as
needed.

Establishes
alternative courses of
action, organizes
people and prioritizes
the activities of the
team to achieve
results more
effectively.

Ensures that systems

are in place to
effectively monitor
and evaluate
progress.
 Evaluates processes
and results and
ma es appropriate
adjustments to the
plan.

Sets, communicates
and regularly
assesses priorities.

Develops strategic
plans considering
short-term
requirements as well
as long-term direction.

Plans wor and deploys

resources to deliver
organization-wide
results.

Secures and
allocates program or
project resources in
line with strategic
direction.

Sets and
communicates
priorities within the
broader organization.
 Ensures sufficient
resources are available
to achieve set
objectives.
Results Orientation

Focusing personal efforts on achieving results consistent with the organization s

objectives

Level 1

Strives to meet wor

expectations

Level 2

Consistently meets
established
expectations

Level 3

Surpasses established
expectations

Level 4

See s out significant

challenges

Level 5
Pursues excellence on an
organizational level

Sets goals and

wor s to meet
established
expectations;
maintains
performance levels.

Pursues
organizational
objectives with
energy and
persistence. Sets
high personal
standards for
performance.

Adapts wor ing

methods in order to
achieve objectives.

Accepts ownership of
and responsibility for
own wor .

Consistently
achieves
established
expectations
through personal
commitment.
 Ma es
adjustments to
activities/processes based on
feedbac .

Exceeds current
expectations and
pushes for
improved results in
own performance.

Ta es on new
roles and
responsibilities
when faced with
unexpected
changes.

See s
significant
challenges
outside of
current job
scope.

Wor s on new
projects or
assignments that add
value without
compromising current
accountabilities.
 Guides staff to
achieve tas s,
goals, processes
and performance
standards.

Models excellence
and motivates fellow
organizational
members to follow
his/her example.

Encourages
constructive
questioning of
policies and
practices; sponsors
experimentation and
innovation.

Holds staff
accountable for
achieving standards
of excellence and
results for the
organization.
Ris Management

Identifying, assessing and managing ris while striving to attain objectives

Level 1

Identifies possible ris s

Level 2

Ta es calculated ris s

Level 3

Personally ta es
significant ris s

Level 4

Designs strategies for

dealing with high-ris
initiatives

Level 5
Provides organizational
guidance on ris

Describes ris
factors related to
a situation/activity.

Uses past
experience and
best practices to
identify underlying
issues, potential
problems and
ris s.

Plans for
contingencies.

Identifies
possible
cause-effect
relationships.

Ta es calculated
ris s with minor, but
non- trivial,
consequences of
error (e.g., ris s
involving potential
loss of some time or
money but which
can be rectified).
 Ma es decisions
based on ris
analysis.

Ma es decisions in
the absence of
complete
information.

Personally ta es
calculated ris s with
significant
consequences (e.g.,
significant loss of
time or money) but
which can be
rectified.

Anticipates the
ris s involved in
ta ing action.

Identifies possible
scenarios
regarding
outcomes of
various options for
action.

Conducts ongoing ris

analysis, loo ing
ahead for contingent
liabilities and
opportunities and
astutely identifying the
ris s involved.

Implements
initiatives with
high potential for
pay-off to the
organization,
where errors
cannot be
rectified, or only
rectified at
significant cost.

Conducts ris
assessment when
identifying or
recommending
strategic and tactical
options.

Encourages
responsible ris
ta ing, recognizing
that every ris will not
pay off.

Provides a
supportive
environment for
responsible ris
ta ing (e.g., by
supporting decisions
of others).
 Oversees the
development of
guidelines, principles
and approaches to
assist decision-ma ing
when ris is a factor.

Provides guidance on
the organizational
tolerance for ris .

Develops broad
strategies that reflect in-
depth understanding
and assessment of
operational,
organizational, and
political realities and
ris s.
Stewardship of Resources

Ensures the effective, efficient and sustainable use of Public Service resources
and assets: human and financial resources, real property and
business information.

Level 1

Uses resources
effectively

Level 2

Ensures effective use of

resources

Level 3

Controls resource use

Level 4

Implements systems to
ensure stewardship of
resources

Level 5
Ensures strategic
stewardship of resources

Protects and uses

resources and
assets in a
conscientious and
effective manner.

Identifies
wasteful
practices and
opportunities for
optimizing
resource use.

Monitors and
ensures the
efficient and
appropriate use of
resources and
assets.

Explores ways
of leveraging
funds to expand
program
effectiveness.

Allocates and
controls resources
and assets within
own area.
 Implements ways of
more effectively
utilizing resources
and assets.

Assigns and
communicates
roles and
accountabilities to
maximize team

effectiveness;
manages wor load.

Identifies gaps in
resources that impact
on the organization s
effectiveness.

Develops strategies
to address resource
gaps/issues.

Ensures alignment of
authority, responsibility
and accountability with
organizational objectives.

Ensures that information

and nowledge sharing is
integrated into all
programs and processes.

Acts on audit,
evaluation and other
objective project team
performance information.

Directs resources to
those areas where
they will most
effectively contribute
to long-term goals.

Sets overall direction

for how resources
and assets are to be
used in order to
achieve the vision
and values.

Institutes
organization- wide
mechanisms and
processes to
promote and
support resource
management.
Stress Management

Maintaining effectiveness in the face of stress

Level 1

Wor s in low level

stress situations

Level 2

Adjusts to temporary
pea s in stress levels

Level 3

Adapts to prolonged
stress

Level 4

Employs stress
management strategies
Level 5

Deals with stress

affecting the organization

Keeps functioning
effectively during
periods of on-going
low intensity stress.

Maintains focus
during situations
involving limited
stress.

See s to balance
wor
responsibilities
and personal life
responsibilities.

Maintains
composure when
dealing with short
but intense
stressful
situations.

Understands
personal stressors
and ta es steps to
limit their impact.
 Keeps issues and
situations in
perspective and
reacts appropriately
(e.g., does not
overreact to
situations, what
others say, etc.).

Effectively
withstands the
effects of prolonged
exposure to one or
few stressors by
modifying wor
methods.

Maintains sound
judgment and
decision ma ing
despite on-going
stressful situations.

Controls strong
emotions or other
stressful responses
and ta es action to
respond
constructively to the
source of the
problem.

Develops and applies

stress reduction
strategies to cope with
long exposure to
numerous stressors or
stressful situations.

Recognizes personal
limits for wor load
and negotiates
adjustments to
minimize the effects
of stress, while still
ensuring appropriate
levels of productivity.

Controls own
emotions and
calms others in
stressful
situations.

Demonstrates
behaviours that help
others remain calm, yet
focused and energized
during periods of
extreme stress affecting
the organization.

Maintains composure
and shows self-control in
the face of significant
challenge facing the
organization.

Suspends
judgment;
thin s before acting.

Identifies and
consistently models
ways of releasing or
limiting stress within
the organization.
Teamwor

Wor ing collaboratively with others to achieve common goals and positive results

Level 1

Participates as a team
member

Level 2

Fosters teamwor

Level 3

Demonstrates
leadership in teams

Level 4

Capitalizes on teamwor
opportunities

Level 5
Builds bridges between
teams

Assumes personal
responsibility and
follows up to meet
commitments to
others.

Understands the
goals of the team
and each team
member s role within
it.

Deals honestly and

fairly with others,
showing consideration
and respect.

Willingly gives
support to co-wor ers
and wor s
collaboratively rather
than competitively.

Shares
experiences,
nowledge and
best practices
with team
members.
 Assumes
responsibility for wor
activities and
coordinating efforts.

Promotes team goals.

See s others input

and involvement and
listens to their
viewpoints.

Shifts priorities,
changes style and
responds with new
approaches as
needed to meet
team goals.

Suggests or
develops methods
and means for
maximizing the input
and involvement of
team members.

Ac nowledges the
wor of others.
 Builds relationships
with team members
and with other wor
units.

Fosters team spirit and

collaboration within
teams

Discusses problems/
issues with team
members that could
affect results.

Communicates
expectations for
teamwor and
collaboration.

Facilitates the expression

of diverse points of view
to enhance teamwor .

Capitalizes on the
strengths of all
members.
 Gives credit for success
and ac nowledges
contributions and efforts
of individuals to team
effectiveness.

Initiates collaboration
with other groups/
organizations on
projects or methods of
operating.

Capitalizes on
opportunities and
addresses challenges
presented by the
diversity of team talents.

Supports and
encourages other
team members to
achieve objectives.

Encourages others to
share experience,
nowledge and best
practices with the team.

Encourages the team

to openly discuss what
can be done to create a
solution or alternative.
 Facilitates collaboration
across the organization
and with other
organizations to
achieve a common
goal.

Builds strong teams that

capitalize on differences
in expertise,
competencies and
bac ground.

Brea s down
barriers (structural,
functional, cultural)
between teams,
facilitating the
sharing of expertise
and resources.
Team Leadership

Leading and supporting a team to achieve results

Level 1

Keeps the team informed

Level 2

Ensures the needs of the

team and of members are
met

Level 3

Ensures team member

input

Level 4

Empowers the team

Level 5
Inspires team members

Ensures that team

members have the
necessary
information to
operate effectively.

Establishes the
direction/goal(s) for
the team.

Lets team
members affected
by a decision now
exactly what is
happening and
gives a clear
rationale for the
decision.

Sets an example for

team members (e.g.,
respect of others
views, team loyalty,
cooperating with
others).

Ma es sure the
practical needs of
the team and team
members are met.
 Ma es decisions by
ta ing into account
the differences
among team
members, and
overall team
requirements and
objectives.

Ensures that the

team s tas s are
completed.

Accepts
responsibility for
the team s
actions and
results.

Values and
encourages others
input and
suggestions.

Stimulates
constructive
discussion of
different points of
view, focusing on
the organization s
strategic objectives,
vision or values.

Builds
cooperation,
loyalty and
helps achieve
consensus.

Provides
constructive
feedbac and
recognizes all
contributions.

Ensures the
respective
tthft

Communicates team
successes and
organization-wide
contribution to other
organizational
members.

Encourages the
team to promote
their wor
throughout the
organization.

Establishes the
team s credibility
with internal and
external
sta eholders.
 Builds the
commitment of the
team to the
organization s
mission, goals and
values.

Aligns team
objectives and
priorities with the
broader objectives of
the organization.

Ensures that
appropriate
lin ages/partnerships
between teams are
maintained.

Creates an
environment where
team members
consistently push to
improve team
performance and
productivity.
Values and Ethics

Fostering and supporting the principles and values of the organization and the P
ublic Service as a whole

Level 1

Demonstrates
behaviours consistent
with the organization s
values

Level 2

Identifies ethical
implications

Level 3

Aligns team with

organization s values
and ethics

Level 4
Promotes the
organization s values
and ethics

Level 5

Exemplifies and
demonstrates the
organization s values
and ethics

Treats others fairly

and with respect.

Ta es responsibility
for own wor ,
including problems
and issues.

Uses applicable
professional
standards and
established
procedures, policies
and/or legislation
when ta ing action
and ma ing
decisions.

Identifies ethical
dilemmas and
conflict of interest
situations and ta es
action to avoid and
prevent them.
 Anticipates and
prevents breaches
in confidentiality
and/or security.

Identifies and
considers different
ethical aspects of a
situation when
ma ing decisions.

Identifies and
balances competing
values when
selecting
approaches or
recommendations
for dealing with a
situation.

Fosters a
climate of trust
within the wor
team.

Implements
processes and
structures to deal
with difficulties in
confidentiality
and/or security.
 Ensures that
decisions ta e into
account ethics and
values of the
organization and
Public Service as a
whole.

Interacts with
others fairly and
objectively.

Advises others in
maintaining fair and
consistent dealings
with others and in
dealing with ethical
dilemmas.

Deals directly and

constructively with
lapses of integrity
(e.g., intervenes in
a timely fashion to
remind
others of the
need to respect
the dignity of
others).

Defines,
communicates and
consistently
exemplifies the
organization s values
and ethics.
 Ensures that
standards and
safeguards are in
place to protect the
organization s
integrity (e.g.,
professional
standards for financial
reporting, integrity/
security of
information systems).

Identifies underlying
issues that impact
negatively on
people and ta es
appropriate action
to rectify the issues
(e.g., systemic
discrimination).
Visioning and Strategic Direction

Developing and inspiring commitment to a vision of success; supporting, promotin

g and ensuring alignment with the organization s vision
and values

Level 1

Demonstrates personal
wor alignment

Level 2

Promotes team
alignment

Level 3

Aligns
program/operational goals
and plans

Level 4

Influences strategic
direction

Level 5
Develops vision
ets personal
wor goals in
line with
operational
goals of wor
area.

Continually
evaluates personal
progress and actions
to ensure alignment
with organizational
vision and
operational goals.

Liaises with others

to ensure
alignment with the
business goals and
vision of the
organization.

Effectively
communicates
and interprets the
strategic vision to
employees within
area of
responsibility.

Clearly articulates
and promotes the
significance and
impact of
employee
contributions to
promoting and
achieving
organizational
goals.

Monitors wor of
team to ensure
alignment with
strategic direction,
vision and values
for the organization.

Identifies potential
future directions for
wor area in line
with vision.

Wor s with teams to

set
program/operational
goals and plans in
eeping with the
strategic direction.

Regularly promotes
the organization, its
vision and values to
clients,
sta eholders and
partners.

Wor s with staff to

set strategic goals
for own sector of
the organization.
 Assesses the gap
between the current
state and desired
future
direction and
establishes effective
ways for
closing the gap in
own sector.

Foresees obstacles
and opportunities
for the organization
and acts
accordingly.

Defines issues,
generates options and
selects solutions,
which are consistent
with the strategy and
vision.

Scans, see s out and

assesses information
on potential future
directions.

Provides direction
and communicates
the vision to
encourage alignment
within the
organization.
 Energetically and
persistently
promotes strategic
objectives with
colleagues in other
business lines.

Leads the
development of the
vision for the
organization.

Defines and
continuously
articulates the vision
and strategy in the
context of wider
government priorities.

Describes the vision

and values in
compelling terms to
develop understanding
and promote
acceptance/
commitment among
staff and sta eholders.

Identifies,
conceptualizes and
synthesizes new
trends or connections
between organizational
issues and translates
them into priorities for
the organization.