YORK UNIVERSITY

COMPETENCY DICTIONARY
CONFIDENTIAL, PROFESSIONAL, MANAGERIAL GROUP

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TA B L E O F C O N T E N T S
CORE COMPETENCIES
APPLICATION OF JOB KNOWLEDGE ......................................................................................................................... 4
Possesses knowledge specific to a technical, professional, or administrative field of work through the application of related procedures, principles,
theories or concepts. Updates job knowledge and effectively utilize available resources and technology.

RESULTS ORIENTATION / ACCOUNTABILITY ........................................................................................................ 5

Achieves job and university success by demonstrating initiative and a focus toward predetermined objectives and by utilizing financial resources
prudently. Balances and prioritizes efforts within the context of multiple and changing responsibilities while maintaining focus on commitments
and priorities. Follows tasks through to completion, and takes ownership of the final outcomes.

DECISION MAKING / JUDGEMENT / PROBLEM SOLVING................................................................................... 6

Investigates, identifies and analyzes key issues and the associated alternatives, benefits and costs to develop practical solutions. Is
creative and innovative when developing effective solutions and the ability to manage related risks. Identifies appropriate participants and
the process required to facilitate a decision within established timeframes.

SERVICE FOCUS ................................................................................................................................................................ 7

Identifies and develops positive working relationships with internal and external clients that are built on trust and integrity. Solicits feedback
and incorporates an accurate client perspective in all decisions and actions. Responds to the changing needs of the client while
maintaining a high standard of quality.

COMMUNICATION SKILLS ............................................................................................................................................ 8

Organizes and presents information, views and concepts in a concise, understandable and interesting format for a variety of audiences.
Determines the most appropriate format and vehicle for delivering information (e.g. Oral, e-mail) to maximize audience understanding of both the
message and its intent.

TEAMWORK / INTERPERSONAL SKILLS .................................................................................................................. 9

Works cooperatively with others in the accomplishment of joint tasks and common objectives. Understands team dynamics, fosters collaboration,
provides a tangible contribution and listens and responds to the input of others in a manner that creates an environment of mutual trust and
respect.

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TA B L E O F C O N T E N T S
COMPLEMENTARY COMPETENCIES
ENVIRONMENTAL AWARENESS
Understands and interprets the internal and external forces affecting the job and the university. Encompasses the identification of new
development, trends and the capability to plan and respond accordingly to these factors within the context of the position and strategic direction of
the university.

INTERNAL........................................................................................................................................................................................................ 10
University programmes, policies, systems, organizational structures and services, decision-making processes, and strategic direction.

EXTERNAL ...................................................................................................................................................................................................... 11
Competitor activities, emerging community and client needs and relations, industry trends, government influences.

FLEXIBILITY AND ADAPTABILITY / CONTINUOUS IMPROVEMENT .......................................................... 12

Is open and receptive to change. Demonstrates a flexibility to shift priorities, incorporates new approaches or ideas in support of changing
university needs. Challenges the status quo, provides valuable input in change efforts, and continually looks for better ways of doing things.

INDIVIDUAL PLANNING................................................................................................................................................ 13
Organizes and plans own work to maximize use of time, avoids unnecessary effort, meets deadlines, or other productivity requirements. Includes
the ability to handle multiple priorities or assignments, and to determine when it is necessary to involve others in order to meet work requirements

PROJECT MANAGEMENT............................................................................................................................................. 14
Develops and manages project plans in response to university needs. Manages each phase of the project; identifies and resolves issues;
achieves milestones; commits and manages appropriate resources; maintains forward momentum and achieves desired outcomes.

INFLUENCING SKILLS................................................................................................................................................... 15
Influences the decisions, actions or perceptions of others. Leads others towards particular outcomes or courses of action, being straight forward
and honest in getting others to accept another point of view.

RELATIONSHIP BUILDING........................................................................................................................................... 16
Identifies, builds and maintains formal and informal networks and business relationships that are important to the achievement of job objectives.
Develops contacts with other educational institutions, potential business partners, government, media, professional associations, client groups,
stakeholders etc. And leverages these contacts to further the interests of the university.

PERSONAL AWARENESS AND EFFECTIVENESS................................................................................................... 17

Recognize and understands own moods, sensitivities, biases and convictions and the affects these have on the employees approach to others
individuals and situations. Considers the employees readiness to identify own shortcomings and work to enhance their overall personal
effectiveness.
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TA B L E O F C O N T E N T S
MANAGEMENT COMPETENCIES
TEAM BUILDING / CONFLICT RESOLUTION ......................................................................................................... 18
Builds effective teams by getting people to work together for a common purpose. Generates consensus through effective facilitation and
mediations, resolves conflicts and identifies mutually satisfactory compromises.

MANAGING PEOPLE ...................................................................................................................................................... 19

Manages people to achieve maximum utilization, efficiency and productivity. Sets performance objectives, provides coaching and
feedback, leads by example, identifies and follows through on training and career development needs.

PROCESS IMPROVEMENT............................................................................................................................................ 20
Plans, manages, and continually improves upon current processes, utilizes technological resources to the fullest extent possible to achieve
maximum utilization, efficiency and productivity. (assumes flexibility/adaptability/continuous improvement competencies are also demonstrated)

CHANGE MANAGEMENT.............................................................................................................................................. 21
Creates an environment that is open to and prepared for change. Identifies and overcomes resistance to change. (assumes
flexibility/adaptability/continuous improvement competencies are also demonstrated)

FINANCIAL RESOURCE MANAGEMENT ................................................................................................................. 22

Develops financially sound business plans, establishes budgets and manages financial assets and resources within budget parameters.

STRATEGIC LEADERSHIP............................................................................................................................................ 23
Establishes directions, objectives and resource requirements needed to respond to university needs and opportunities. Thinks strategically about
longer term needs and the capabilities that must be in place to address these needs. (assumes influencing skills, relationship building, and
individual planning competencies are also demonstrated)

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A P P L I C AT I O N O F J O B K N O W L E D G E

DEFINITION:
Demonstrates an understanding of knowledge specific to a technical, professional, or administrative field of work
through the application of related procedures, principles, theories or concepts. The ability to update job knowledge and
effectively utilize available resources and technology.

COMPETENCIES TO BE DEMONSTRATED:
Demonstrates a thorough understanding of the practices, ideas or concepts associated with the field of work by
applying these appropriately depending on the assignment or issue.
Works within available guidelines or approaches, but knows when these are not appropriate to the assignment at hand
and when alternatives must be considered. Knows how to adjust or adapt methods and procedures depending on the
result required.
Seeks out and effectively utilizes resources that are available (e.g. technology, information, financial and intellectual)
when completing work assignments in an effort to increase job efficiency and effectiveness
Works to remain current in the field of work. Acquires technical knowledge by participating in meetings, training
programs, reading relevant publications and articles and/or maintaining a network of professional/technical contacts
to keep up to date with the latest trends/ideas. Demonstrates an awareness of new practices, approaches, technology
or theories by utilizing this knowledge in related work activities.
Enhances overall knowledge base. Seeks out new learning opportunities by participating in work assignments or
special projects that will require the individual to expand their knowledge base outside of their immediate area of
responsibility. Incorporates new learning into work plans and activities going forward.
Looks for opportunities to share knowledge by assisting others with work related problems or issues. Demonstrates or
explains occupational practices, ideas or concepts and communicates why they are needed.

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R E S U LT S O R I E N TAT I O N / A C C O U N TA B I L I T Y

DEFINITION:
The capacity to achieve job and University success by demonstrating initiative and a focus toward predetermined
objectives and by utilizing financial resources prudently. The ability to balance and prioritize efforts within the context
of multiple and changing responsibilities while maintaining focus on commitments and priorities. Follows tasks
through to completion, and takes ownership of the final outcomes.

COMPETENCIES TO BE DEMONSTRATED:
Sets challenging yet realistic goals and clear measures of success for themselves in line with job, department and
University commitments. Identifies and successfully manages barriers and perseveres through challenge, adjusting
priorities as required. Efforts usually lead to commitments being met.
Demonstrates a keen sense of priority, knowing what must be done now and what can wait until later. Deals
effectively with multiple demands on time and/or changing priorities. Maintains composure without losing sight of
desired outcomes.
Actively seeks out and acts on feedback from others on own performance. Understands own strengths and
weaknesses. Is not afraid to seek assistance from others when needed to augment own knowledge or ability.
When commitments cannot be met, identifies the implications and works to minimize their negative effects on others
by developing contingency plans or alternatives and alerting those impacted.
Considers the return on investment prior to commencing with a new initiative or project. Assess the degree of
input (cost, time, effort) required against the relative output expected to be realized. Utilizes resources (financial and
people) in a cost and time effective manner.
Takes accountability for results, good or bad. Learns from mistakes. Rebounds quickly after a failure, rarely making
the same mistake twice. Projects a positive attitude, looking for solutions rather than problems.
Follows through on commitments and related work processes ensuring all documentation has been completed.
Keeps antenna up. Is keenly aware of what is going on around them and takes the initiative to search out
information that could impact upon own commitments.
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DECISION MAKING / JUDGEMENT / PROBLEM

S O LV I N G
DEFINITION:
The ability to investigate, identify and analyze key issues and the associated alternative, benefits and costs to develop
practical solutions. The requirement to be creative and innovative when developing effective solutions and the ability to
manage related risks. The identification of appropriate participants and the process required to facilitate a decision
within established timeframes.

COMPETENCIES TO BE DEMONSTRATED:
Knows what decisions they can make in their job and makes them. Knows what decisions or problems need to be
escalated to others for resolution.
Employs the most effective process for making a decision or solving a problem. Knows when and who to get
involved and finds the appropriate balance between the need for being thorough with the requirement to make a
timely decision.
Works to identify and address potential problems before they arise. Knows the most likely place for problems to
occur and monitors these areas taking action when needed to head off any mounting concerns.
Clearly defines the issue or problem before trying to resolve it. Defines the desired end result and clearly lays out a
course of action to achieve it. Uses proven practices or precedents to guide decisions.
Follows up to ensure that the solution worked or had a positive affect. Takes preventative steps to ensure the
problem does not reoccur.
Demonstrates creativity when developing solutions to issues or problems. Considers long term impacts of actions
and decisions. Takes intelligent/informed risks when outcomes cannot be guaranteed and minimizes these risks by
developing what if scenarios and related contingency plans.
Avoids knee-jerk decisions. Gathers and analyzes the right information to support a decision. Does not work on
assumptions. Displays sound investigative skills, asking the right questions to draw out needed information.
Works to develop a number of alternatives and assesses the merits of each against the desired end result. Identifies
how the solution may impact other areas of the University to ensure new problems are not created as a result.
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SERVICE FOCUS

DEFINITION:
The ability to identify and develop positive working relationships with internal and external clients that are built on
trust and integrity. The capacity to solicit feedback and incorporate an accurate client perspective in all decisions and
actions. Responding to the changing needs of the client while maintaining a high standard of quality.

COMPETENCIES TO BE DEMONSTRATED:
Continually seeks to understand and clarify the clients real needs. Does not work on assumptions. Probes beyond
the clients initial request to uncover additional opportunities to service the client. Where possible, anticipates client
needs before they have expressed them.
Makes commitments that can be kept. Takes personal responsibility for outcomes affecting the client, dealing
immediately with client problems without making excuses or deflecting. Follows up to ensure satisfaction is met.
Sets and tracks true measures of client satisfaction in an effort to continuously improve the service provided.
Regularly requests and responds to client feedback in a constructive manner.
Understands how they can contribute to the success of the client and makes intuitive suggestions/recommendations
based on this knowledge. Builds a relationship where the client can comfortably rely on this individual for
assistance, guidance and/or advice.
Operates with a client focus. Is cognizant of the direct and indirect impact that all decisions and actions have on the
client and responds/reacts accordingly. Where solutions or decisions are not immediate, keeps the client informed of
progress being made. Considers both the immediate and longer-term affect the proposed solutions have on the client.
Makes themselves/the unit/the department/the division easy to do business with. Demonstrates enthusiasm, true
concern and a sense of urgency for client issues. Is easily accessible to clients providing additional assistance when
circumstances dictate.

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C O M M U N I C AT I O N S K I L L S
DEFINITION:
The ability to organize and present information, views and concepts in a concise, understandable and interesting
format for a variety of audiences. Involves determining the most appropriate format and vehicle for delivering
information (e.g. oral, e-mail) to maximize audience understanding of both the message and its intent.

COMPETENCIES TO BE DEMONSTRATED:
Communicates relevant information/ideas/data in a clear, accurate and concise manner. Demonstrates an
appreciation for others time by getting to the point quickly without communicating unnecessary facts or ideas.
Selects the most effective type, (e.g. oral, written) and medium (e.g. presentation, e-mail) for communicating the
message by considering the message content and the audience it is intended for. Communicates in person, whenever
possible, particularly when communicating important information.
Communicates according to the listeners/readers perspective. Varies explanation and communication style based on
the background of the audience (e.g. familiarity with topic, diversity) using appropriate language and University
specific terminology or references.
Probes audience to ensure the message has been received as intended. Listens carefully to questions to understand
what is being asked. Provides appropriate clarification and follow-up to ensure audience understanding.
Translates difficult ideas or concepts into concrete, tangible terms. Provides examples or draws comparisons where
appropriate, and seeks more effective/creative ways of communicating to achieve impact and ensure the right
message gets across.
Openly shares information, opinions and ideas with others. Understands when information may be unpopular or
sensitive and presents this to others in a way that conveys an appreciation for their position or the situation.
Knows when to document actions or conversations. Doesnt rely on memory.
Keeps others informed (e.g. peers, manager, clients) on critical issues that may impact their work both now and into
the future.
Knows when and how to deviate from a set script in order to better serve audience needs. Is prepared to offer
additional information as needed.
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TEAMWORK / INTERPERSONAL SKILLS

DEFINITION:
The ability to work cooperatively with others in the accomplishment of joint tasks and common objectives. Involves
understanding team dynamics, fostering collaboration, providing a tangible contribution and listening and responding
to the input of others in a manner that creates an environment of mutual trust and respect.

COMPETENCIES TO BE DEMONSTRATED:
Builds positive working relationships with others. Avoids win-lose confrontations and focuses on preserving and
strengthening the ongoing relationship.
Shows respect for others views and opinions by listening to and discussing these opinions even when they differ
from their own. Does not attempt to intimidate or steamroll otherwise.
Solicits input from others in an effort to learn something new. Understands and appreciates the varying perspectives
that individuals from diverse backgrounds can bring. Considers this input in their actions and decisions.
Understands own strengths and weaknesses and participates in group activities accordingly.
! Provides assistance or support to others and shares information freely without being asked to do so. Varies their
role according to the needs of the group.
! Solicits help from others when needed. Voices weaknesses and admits to own mistakes and avoids taking
personal offense when these are pointed out.
Puts the good of the group/team above own goals or interests. Focuses on group/team objectives, processes and
methods.
Demonstrates an understanding and sensitivity to others feelings. Recognizes when the need for tact is more
important than the need to tell it like it is, and vice versa.
Works through differences of opinion with others in an objective and constructive manner in order to achieve a
reasonable compromise. Maintains composure when dealing with difficult people.
Provides support and encouragement to colleagues. Compliments others on their strengths and abilities. Promotes
these attributes to others both within and outside the work group/team.

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E N V I R O N M E N TA L AWA R E N E S S - I N T E R N A L
DEFINITION:
The ability to understand and interpret the internal and external forces affecting the job and the University.
Encompasses the identification of new development, trends and the capability to plan and respond accordingly to these
factors within the context of the position and strategic direction of the University.
! Internal Environment University programmes, policies, systems, organizational structures and services, decision
making processes, and strategic direction.

COMPETENCIES TO BE DEMONSTRATED
Understands and accurately applies internal policies and procedures that are related to their job. Also understands
and abides by the informal rules of conduct as they apply to getting things done inside the University.
Understands the University/division/department culture and works within the norms that have been established.
Understands the primary functions/services provided by the other divisions of the University. Works to keep up to
date on developments within the University. Seeks to find out how these new developments might impact their own
job and work area, and adjusts work routines accordingly.
Knows who to include in the decision making process in order to achieve the best outcome. Knows where to go to
get the right information and/or the necessary support.
Knows the key individuals or bodies in the internal environment that directly or indirectly impact upon their job
success. Works to build and sustain positive working relationships with these individuals.
Knows the vision, values and strategic objectives of the University and understands how their job performance can
contribute to the overall success of the University. Develops individual goals to support and reinforce the
Universitys priorities, needs and objectives.

Supports the vision and values of the University in word and by action. Does not work to undermine or contradict
University goals even when personal opinion differs from the stated direction.

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E N V I R O N M E N TA L AWA R E N E S S - E X T E R N A L
DEFINITION:
The ability to understand and interpret the internal and external forces affecting the job and the University.
Encompasses the identification of new development, trends and the capability to plan and respond accordingly to these
factors within the context of the position and strategic direction of the University.
! External Environment Competitor activities, emerging community and client needs and relations, industry
trends, government influences.

COMPETENCIES TO BE DEMONSTRATED
Understands and accurately applies information about the external environment (e.g. competitor activities, emerging
community and client needs and relations, industry trends, government influences) when completing work. Also
understands and abides by the informal rules of conduct as they apply to getting things done outside the University.
Keeps informed of new developments in the external environment. Understands how these new developments may
impact own job and work area and shares this information with others who can potentially influence or be impacted
by these developments.
Knows what external parties or groups to include in the decision making process in order to achieve the best
outcome. Knows where to go to get the right information and/or the necessary support.
Knows the key individuals or bodies in the external environment that directly or indirectly impact upon their job
success. Develops and maintains a network of contacts and builds and sustains positive working relationships with
these individuals.
Identifies events in the external environment that may advance or impede the mission of the University. Brings these
issues to the attention of others that can influence the direction and/or actions the University takes in response to
these developments.

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F L E XI B I L I T Y A N D A D A P TA B I L I T Y / C O N T I N U O U S
IMPROVEMENT
Note: This category is considered a pre-requisite for Process Improvement and Change Management.

DEFINITION:
The ability to be open and receptive to change. Demonstrates a flexibility to shift priorities, incorporates new
approaches or ideas in support of changing University needs. Challenges the status quo, provides valuable input in
change efforts and continually looks for better ways of doing things.

COMPETENCIES TO BE DEMONSTRATED:
Adapts to shifting University/Division/Department priorities by adjusting own work plans, activities or actions in
support of these changes. Focuses on the positive aspects of change and works to minimize any negative effects or
disruption the change may create.
Challenges the status quo by looking for new ways of doing things that will enhance the efficiency and effectiveness
of the job/department/division and the services provided to others (e.g. enhanced utilization of technology, process
improvements). Gathers information on best practices within and outside the University.
Provides positive and constructive input into change initiatives, both within and outside immediate area of
responsibility. Understands how change initiatives in own area impact upon the work processes of other areas and
seeks their input and advice prior to implementing the change.
Approaches new challenges without procrastinating. Copes with the ambiguity and imperfection associated with new
ideas or approaches and works to clarify and improve them as they go. Goes to the right people for assistance when
difficulty arises.
Welcomes the ideas of others on how to do things better even when they initially differ from own opinions. Assesses
the merits of their ideas objectively recognizing the validity of others viewpoints. Looks beyond short term
inconvenience to see long term advantages of change.

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INDIVIDUAL PLANNING
Note: This category is considered a pre-requisite for Strategic Leadership.

DEFINITION:
The ability to organize and plan own work to maximize use of time, avoid unnecessary effort, meet deadlines, or other
productivity requirements. Includes the ability to handle multiple priorities or assignments, and to determine when it is
necessary to involve others in order to meet work requirements.

COMPETENCIES TO BE DEMONSTRATED:
Organizes and schedules own assignments to meet known priorities and critical work deadlines. Estimates time
requirements accurately. Monitors progress at established points and, when necessary, adjusts work pace to ensure
deadlines continue to be met.
Takes the time necessary to analyze issues and options, but is always mindful of expectations for timely service and
reasonable turnaround/productivity.
Prepares for meetings with others in advance by familiarizing or re-orienting themselves with the subject matter and
gathering relevant information needed for the meeting.
Effectively utilizes time management tools such as day-timers, calendars and project plans to promote maximum
work efficiency
Knows where and how to concentrate own work efforts to avoid wasted/unproductive time. Utilizes financial
resources in a responsible and prudent manner.
Handles multiple assignments or demands on their time by effectively prioritizing what needs to be done according to
importance and impact on the University. Seeks guidance from others (e.g. manager) when competing timelines are
impossible to meet. Adjusts own work schedules to accommodate new or changing requirements within established
deadlines.
Where interdependencies exist, plans and co-ordinates own work with the work of others to maximize efficiency and
productivity.
When possible, contributes information into the broader business planning process on issues/events identified in own
work.
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PROJECT MANAGEMENT

DEFINITION:
The ability to develop and manage project plans in response to University needs. Involves managing each phase of the
project; identifying and resolving issues; achieving milestones; committing and managing appropriate resources;
maintaining forward momentum and achieving desired outcomes.

COMPETENCIES TO BE DEMONSTRATED:
Develops realistic and achievable project plans that clearly outlined project scope, objectives, deliverables and related
acceptance criteria including related timelines and milestones. Understands the interdependencies of various project
components and plans accordingly so milestones will be met
Usually anticipates potential road blocks and develops contingency plans in advance. Where possible, removes
barriers and/or resolve issues that are impeding the progress of project team members.
Breaks project plans down into component activities and assigns them to the right resources for completion. Provides
ongoing direction and support to these resources throughout the project lifecycle.
Pulls in resources from outside of the project team when needed to provide input, guidance or project support.
Continuously focuses and re-focuses project team on acceptance criteria and other measures of project success.
Ensures full communication between team members. Promotes sharing of experiences and team problem solving.
Monitors progress against plan on a regular basis. Identifies potential cost/time overruns in advance so additional
resources or timeline extensions can be secured.
Initiates a change in project deliverables/mandate when circumstances or needs change during a project. Changes
reflect an understanding of project interdependencies.
Actively manages expectations of stakeholders/project sponsors to ensure they are in-line with actual deliverables.
Test deliverables early to increase chances of success at project completion.

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INFLUENCING SKILLS
Note: This category is considered a pre-requisite for Strategic Leadership

DEFINITION:
The ability to influence the decisions, actions or perceptions of others. Includes leading others towards particular
outcomes or courses of action, being straight forward and honest in getting others to accept another point of view

COMPETENCIES TO BE DEMONSTRATED:
Always acts with integrity. Ensures advice or influence is in line with values, ethics and norms of the University and
the industry as a whole.
Seeks to understand the motivations, attitudes and positions of others in order to identify underlying forces that may
get in the way of effective influence. Looks for common points of interest between self and others and builds upon
these.
Persuades others to consider non-traditional views and alternative solutions to University needs, giving compelling
reasons (e.g. data, facts, rationale) for new ideas or approaches.
Changes mindsets that interfere with achievement of progressive results by shaping perceptions about advantages and
benefits associated with recommendations.
Is conscious of how the audience perceives them and the topic being presented. Adjusts approach accordingly
knowing when to start/stop pushing others. Knows when to back off to give people time to think and reflect.
Knows when and who to bring in (e.g. experts, third parties) to support or champion the arguments or
recommendations being presented. Works to build behind the scenes support with influential individuals or
groups.
Is attentive to body language and messages that it sends. Picks up on these clues and probes others on potential
concerns and addresses these constructively.

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RELATIONSHIP BUILDING
Note: This category is considered a pre-requisite for Strategic Leadership.

DEFINITION:
The ability to identify, build and maintain formal and informal networks and business relationships that are important
to the achievement of job objectives. Includes developing contacts with other educational institutions, potential
business partners, government, media, professional associations, client groups, stakeholders etc. and leveraging these
contacts to further the interests of the University.

COMPETENCIES TO BE DEMONSTRATED:
Knows who the influential individuals or parties are both internally and externally to the University and works to
establish and maintain mutually advantageous relationships by promoting the benefits of collaboration.
Builds a solid reputation with others as a reliable, accessible, knowledgeable source of information that always acts
with integrity and follows through on commitments.
Demonstrates give and take in their dealings with others by sharing knowledge and information freely to enhance
relationships.
Demonstrates an understanding of the other parties interests and needs and identifies opportunities to assist them
wherever possible.
Takes the initiative to connect with contacts on a regular basis even when there is no immediate reason to do so.
Creates opportunities for establishing new relationships by attending and/or creating appropriate forums in which to
meet.
Engages others by finding common ground and building rapport. Encourages others to discuss their own interests
and agendas and what they hope to get out of the relationship.

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PERSONAL AWARENESS AND EFFECTIVENESS

DEFINITION:
The ability to recognize and understand own moods, sensitivities, biases and convictions and the affects these have on
the employees approach to others individuals and situations. Considers the employees readiness to identify own
shortcomings and work to enhance their overall personal effectiveness.

COMPETENCIES TO BE DEMONSTRATED:
Is continually aware of own moods and emotions and keeps them in check to ensure they do not interfere with
decision making ability or relationships with others.
Understands how others perceive them and the job they do and works to break down barriers or preconceived notions
that interfere with effective interaction.
Understands personal shortcomings and relays this awareness to others.
Asks and acts on input from others (e.g. colleagues, subordinates, management) on areas requiring personal
development.
Displays confidence in own ability and at the same time is not afraid to say they dont know. Displays a willingness
to continually learn and expand knowledge base through personal/professional development activities. Is naturally
curious and asks questions whenever possible to enhance understanding of subject matter.

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TEAM BUILDING / CONFLICT RESOLUTION

DEFINITION:
The ability to get people to work together for a common purpose. This includes building consensus through effective
facilitation and mediations, resolving conflicts and identifying mutually satisfactory compromises.

COMPETENCIES TO BE DEMONSTRATED:
Facilitates individuals/groups to establish appropriate goals and encourages movement towards identified outcomes
or results. Guides discussions, articulating and getting agreement on progress and next steps.
Establishes and communicates methods and processes designed to promote effective meetings and group efforts.
Keeps the group informed of relevant information that impacts upon group activities.
Demonstrates personal respect for others and conveys an understanding of others needs, feelings and perspectives.
Ensures each member of the team is given equal opportunity to provide his or her input and opinion.
Addresses tensions between others by bringing them into the open in order to resolve conflict before it escalates and
impedes the achievement of group objectives.
Encourages buy-in and acceptance by looking for points in common, building on mutual understanding, etc. Finds
ways to break deadlocks.
Challenges others to think outside the box by questioning current practices and traditions to continually look for
better ways to do things.
Recognizes when compromise is necessary, and is effective in getting others to be flexible in their views in order to
accomplish this.
Praises others on their strengths and contributions to the team. Promotes these accomplishments to others both
within and outside the group/team. Builds team morale by celebrating group successes and promoting a positive
image of the team to others.

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MANAGING PEOPLE
Note: This competency category is considered core for any position that manages people.

DEFINITION:
The ability to effectively manage people to achieve maximum utilization, efficiency and productivity. Setting performance
objectives, providing coaching and feedback, leading by example, identifying and following through on training and career
development needs.

COMPETENCIES TO BE DEMONSTRATED:

Together with employees, sets clear performance expectations that link to University Vision, Values and Division/Department objectives. Is
readily available to provide input and guidance to employees when needed. Removes barriers that are impeding progress.

Revisits performance expectations throughout the year to assess progress, re-direct efforts if necessary and/or re-states as circumstances
change. Provides candid feedback. Recognizes successes and identifies performance requiring improvement. Never critiques an employee
on a personal level.

Demonstrates a clear understanding of the collective agreement(s), University policies and procedures, and manages staff in line with these.

Allows employees to demonstrate newly developed competencies by delegating appropriate work assignments. Lets employees make own
mistakes in non-threatening circumstances and steps in to provide assistance when necessary.

Pinpoints the competencies that will be required by the unit over the short and longer-term. Identifies employee learning needs and career
aspirations in response to these requirements and develops appropriate learning plans. Where ever possible, matches career plans with the
needs of the unit to provide development opportunities to staff.

Seeks to understand the motivations, attitudes and positions of each employee in order to manage and recognize performance in a meaningful
manner.

Leads by example. Is a good role model for others to follow in the development of their management capabilities. Consistently demonstrates
University values and ethics.

Acts as an advocate for the Occupational Health and Safety Act. Ensures every precaution is taken to protect the safety of the worker and those
around them. Advises workers of the existence of any potential or actual danger to their health or safety and takes steps to remove them from these
situations immediately.

Creates a positive working environment which recognizes and accommodates diversity, equity and workplace accommodation needs.

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PROCESS IMPROVEMENT
Note: This category is an extension of the complementary competency category Flexibility/Adaptability/Continuous
Improvement and therefore assumes that these competencies are demonstrated in addition to those listed below.

DEFINITION:
The ability to effectively plan, manage, and continually improve upon current processes, utilizing technological
resources to the fullest extent possible, to achieve maximum utilization, efficiency and productivity.

COMPETENCIES TO BE DEMONSTRATED:
Establishes effective structures, systems and work processes to achieve high levels of division/department/group
efficiency and effectiveness. Knows how division/department/group processes/systems interrelate with one another
and coordinates efforts with other leaders to avoid duplication or conflict.
Establishes division/department/group performance standards (e.g. service levels, associated costs, time spent) linked
to University effectiveness. Regularly measures performance against these standards in on ongoing effort to
continually improve results.
Continually assesses division/department/unit capabilities against the demands placed on it. Seeks opportunities to
contract, expand or shift the way in which services are provided to increase service levels and reduce costs.
Regularly solicits and promotes employee participation and involvement in division/department/group plans,
activities and decisions. Draws out innovative suggestions that fall outside of previous/current practices. Encourages
employees to continually challenge the status quo. Creates an environment where all input is valued.
Investigates and exploits technology and best practices both within and outside the University to improve
division/department/University capability and reduce costs.
Understand the implications that changes within and outside of the University have on own work area
(division/department/unit) and acts to ensure University products, services and approaches align with these changes.

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CHANGE MANAGEMENT
Note: This category is an extension of Flexibility/Adaptability/Continuous Improvement and therefore assumes that these
competencies are demonstrated in addition to those listed below.

DEFINITION:
The ability to create an environment that is open to and prepared for change, including identifying and overcoming
resistance to change.

COMPETENCIES TO BE DEMONSTRATED:
Builds acceptance and commitment to change by involving those impacted by the change early in the process.
Communicates the need and rationale for change and the consequences of doing nothing.
Assesses the impact that the change will have on people, processes and systems and develops and adapts these areas
to support the change.
Manages the ambiguity associated with change initiatives by continually identifying and addressing evolving
implications. Helps others cope with the stress and uncertainty of change through appropriate coaching or use of
change management techniques.
Manages resistance to change by understanding the underlying motivations and, where possible, removing barriers to
acceptance.
Manages risks associated with change through appropriate contingency planning which builds on lessons learned
through previous change experiences.

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FINANCIAL RESOURCE MANAGEMENT

DEFINITION:
The ability to develop financially sound business plans, establish budgets and manage financial assets and resources
within budget parameters.

COMPETENCIES TO BE DEMONSTRATED:
Establishes and implements sound financial management practices and controls for the division/department/unit.
Monitors these practices/controls to ensure compliance.
Develops budgets that recognize short-term resource requirements in line with long-term University/division/dept.
needs. Manages within these budget limitations, notifying the appropriate parties when budget variances are
anticipated.
Understands and can utilize accepted financial planning models. Applies these to balance competing demands for
resources.
Identifies and adapts to changing circumstances in order to fall within established budget parameters. Gets others
within the team to operate within these parameters.
Builds contingencies to address unanticipated events and reduce financial risk to the University. Predicts changes
that may impact upon longer-term financial commitments by analyzing internal and external trends.

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STRATEGIC LEADERSHIP
Note: This competency category is intended for positions that can significantly influence the longer-term success of the
University. This category builds on Relationship Building, Individual Planning and Influencing Skills.

DEFINITION:
The ability to establish directions, objectives and resource requirements needed to respond to University needs and
opportunities. Includes thinking strategically about longer term needs and the capabilities that must be in place to
address these needs.

COMPETENCIES TO BE DEMONSTRATED:
Contributes to the development of long term University strategies by working collaboratively within the senior
management team. Displays a pan University perspective when identifying opportunities that have strategic relevance
Develops division/department goals and objectives in support of the Universitys mission and strategic direction and
establishes clearly defined outcomes, levels of service, measures of success to monitor progress. Accurately
forecasts resource requirements to achieve these outcomes.
Understands environmental influences (internal and external to the University) and ensures plans incorporate the
potential affects of these influences. Develop contingency plans to minimize any negative effects on the outcomes.
Understands how developments and plans in other areas of the University interrelate with own division/department
goals. Works with other Sr. Management members to ensure division/department objectives and efforts are set in a
manner that will complement one another.
Understands the implications that short-term events have on long term objectives. Adjusts division/department plans
approaches and or directions quickly to address barriers or capitalize on opportunities.
Rallies others around them by demonstrating a commitment to and enthusiasm for the mission and strategic direction
of the University. Inspires others to do the same. Actions and behaviours are consistent with University values.
Establishes and builds networks and business relationships with key decision-makers (e.g. government/agency policy
makers, business/educational partners) that can further the interest of York University as a whole.
Raises Yorks profile and image by representing the University to the external community on specific issues. Is
considered a strong voice for promoting Yorks position, providing compelling arguments and forceful presentations.
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