BehaviouralCompetencyDictionary

Universityof
Guelph

April2010

1
What are Competencies?
Competencies are observable abilities, skills, knowledge, 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 competency also includes a proficiency scale that indicates the full range of
expression of the competency. Most proficiency scales have five levels. Each proficiency level is described in terms of behavioural indicators.
The behaviours at each level of the scale are illustrative rather than definitive; 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 competencies that apply to jobs at the University. The dictionary can
be used for a variety of purposes including recruitment and staffing, learning and career development and performance management. For each
job, choose the competencies and proficiency learning that are most critical to performance excellence.

2
 Table of Contents

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

3
 Adaptability

Adjusting own behaviours to work efficiently and effectively in light of new information, changing situations and/or different environments

Level 1 Level 2 Level 3 Level 4 Level 5

Recognizes how Adapts ones work to a Adapts to a variety of Adapts to large, complex Adapts organizational
change will affect work situation changes and/or frequent changes strategies

Accepts that things Adapts personal Adapts to new ideas Publicly supports Anticipates change
will change. approach to meet and initiatives across and adapts to and makes large or
the needs of a wide variety of major/fundament long-term adaptations
Seeks clarification different or new issues or situations. al changes that in organization in
when faced with situations. show promise of response to the needs
ambiguity or Shifts priorities, improving of the situation.
uncertainty. Seeks guidance in changes style and established ways
adapting behaviour responds with new of operating. Performs effectively
Demonstrates amidst continuous
to the needs of a approaches as
willingness to try Seeks opportunities change, ambiguity
new or different needed to deal with
new approaches. for change in order to and, at times,
situation. new or changing
demands. achieve improvement apparent chaos.
Suspends judgment;
in work processes,
thinks before acting. Shifts readily between
systems, etc.
dealing with macro-
Acknowledges the
Maintains composure strategic issues and
value of others
and shows self critical details.
contributions
control in the face of
regardless of how
challenges and
they are presented.
change.

4
 Analytical
Thinking

Interpreting, linking, and analyzing information in order to understand issues

Level 1 Level 2 Level 3 Level 4 Level 5

Analyzes and
synthesizes information
Applies a systems
Identifies critical Analyses complex
Applies broad analysis perspective to the analysis
relationships relationships
of enterprise-wide issues

Breaks down Sees connections, Analyses complex Integrates Identifies multiple

concrete issues patterns or trends situations, breaking information from relationships and
into parts and in the information each into its diverse sources, disconnects in processes
synthesizes available. constituent parts. often involving large in order to identify options
succinctly. amounts of and reach conclusions.
Identifies the Recognizes and information.
Collects and implications and assesses several Adopts a systems
analyses possible likely causal factors Thinks several steps perspective, assessing
information from a consequences of or ways of ahead in deciding on and balancing vast
variety of trends or events. interpreting the best course of action, amounts of diverse
appropriate information anticipating likely information on the varied
sources. Draws logical available. outcomes. systems and sub-
conclusions, systems that comprise
Identifies the links providing options Identifies Develops and and affect the working
between situations and connections recommends environment.
and information. recommendation between situations policy framework
s. that are not based on Thinks beyond the
obviously related. analysis of organization and into the
emerging trends. future, balancing multiple
perspectives when setting
Gathers information direction or reaching
from many sources, conclusions (e.g., social,
including experts, in economic, partner,
order to completely stakeholder interests,
understand a short and long term
5
 Change Leadership

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

Level 1 Level 2 Level 3 Level 4 Level 5

Makes others aware of Underscores the Manages the process Aligns change initiatives Champions change
change positive nature of for change with organizational
change objectives

Identifies and Promotes the Identifies important Links Creates an

accepts the need advantages of / effective projects/objectives to environment that
and processes for change. practices that departments/public promotes and
change. should continue services change encourages
Clarifies the after change is initiatives and change or
Explains the potential implemented. describes the impact innovation.
process, opportunities on operational goals.
implications and and Anticipates specific Shares and
rationale for change consequences reasons underlying Presents realities of promotes successful
to those affected by of proposed resistance to change and, change efforts
it. changes. change and together with staff, throughout the
implements develops strategies organization.
Invites Explains how approaches that for managing it.
discussion of change affects address resistance. Personally
views on the current practices. Identifies future communicates a clear
change. needs for change vision of the broad
that will promote impact of change.
progress toward

6
 Client Focus

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

Level 1 Level 2 Level 3 Level 4 Level 5

Responds to client Builds positive client Anticipates and adapts Fosters a client-focused Considers the strategic
requests Relations to client needs culture direction of client focus

Identifies client needs Contacts clients to Maintains Tracks trends and Communicates the
and expectations. follow up on services, ongoing developments that will organizations
solutions or products to communication affect own organizations mission, vision and
Responds to ensure that their needs with clients. ability to meet current values to external
requests efficiently have been correctly and and future clients.
and effectively. effectively met. Regularly and client needs.
systematically Strategically and
Takes action Understands issues contacts clients or Identifies benefits for systematically
beyond explicit from the clients prospective clients to clients; looks for evaluates new
request within perspective. determine their ways to add value. opportunities to
established needs. develop client
service Keeps clients up-to-date Seeks out and involves
Uses understanding relationships.
standards. with information and clients or prospective
decisions that affect of clients perspective clients in assessing Creates an environment
Refers complex them. to identify constraints services, solutions or in which concern for
questions to a higher and advocate on their products to identify ways
Monitors services client satisfaction is a
decision- making behalf. to improve.
provided to clients and key priority.
level. Works with clients to
makes timely
adapt services, Establishes service Links a comprehensive
Meets client needs adjustments as standards and and in-depth
required. products or solutions
in a respectful, develops strategies understanding of clients
to meet their needs.
helpful and to ensure staff meet long-term needs and
responsive Encourages co- them. strategies with current
manner. workers and teams and proposed
to achieve a high projects/initiatives.
Seeks feedback to standard of service
develop a clear
understanding of
excellence. Recommends/
determines strategic
client needs and Anticipates areas
business direction to
outcomes. where support or
meet projected needs of
influence will
Uses client clients and prospective
be required and clients.
satisfaction monitoring discusses
methodologies to situation/concerns with
ensure client appropriate individuals.
satisfaction
7
 Communication

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

Level 1 Level 2 Level 3 Level 4 Level 5

Listens & clearly Fosters two-way Adapts communication to Communicates complex Communicates
presents information communication others messages strategically
Elicits comments or
Makes self available feedback on what Adapts content, style, Handles complex on- Communicates
and clearly tone and medium of the- spot questions strategically to
has been said.
encourages others communication to suit (e.g., from senior achieve specific
to initiate Maintains the target audiences public officials, special objectives (e.g.,
continuous open language, cultural
communication. background and level
interest groups or the considering such
and consistent media). aspects as the optimal
Listens actively communication with of understanding.
message to present,
and objectively others.
Takes others
Communicates
timing and forum of
without perspectives into complex issues
Openly and communication).
interrupting. account when clearly and credibly
constructively
discusses diverse communicating, with widely varied
Checks own perspectives negotiating or audiences. Identifies and
understanding of that could lead to presenting arguments interprets
others (e.g., presents Uses varied departmental policies
misunderstanding
communication (e.g., benefits from all communication and procedures for
s. perspectives).
repeats or systems, superiors,
paraphrases, asks Communicates Responds to and
methodologies and subordinates and
additional decisions or discusses
strategies to promote peers.
questions). recommendations issues/questions in an dialogue and shared
that could be understandable understanding. Acknowledges
Presents perceived negatively, manner without being success and the
appropriate
with sensitivity and defensive and while Delivers difficult or
tact. need for
information in a maintaining the dignity unpopular messages
improvement.
of others. with clarity, tact and
clear and concise Supports messages diplomacy.
manner, both
orally and in
with relevant data, Anticipates
information,
reactions to
writing. examples and
demonstrations. messages and
adapts
communications
accordingly.

8
 Conflict Management

Preventing, managing and/or resolving conflicts

Level 1 Level 2 Level 3 Level 4 Level 5

Identifies conflict Addresses existing Anticipates and Introduces strategies for Creates an environment
conflict addresses sources of resolving existing and where conflict is resolved
potential conflict potential conflict appropriately

Recognizes that there Listens to differing
is a conflict between
two or more parties.
Brings conflict to the
attention of the
appropriate
individual(s).
Anticipates and takes
points of view and action to avoid/reduce
emphasizes points potential conflict (e.g.,
of agreement as a by encouraging and
starting point to
supporting the various
parties to get together
resolving and attempt to
differences. address the issues
themselves).
Openly identifies
shared areas of Refocuses teams on
interest in a the work and end-
respectful and goals, and away from
timely manner. personality issues.
Provides consultation to Creates a conflict-
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).
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.

9
 Continuous Learning

Identifying and addressing individual strengths and weaknesses, developmental needs and changing circumstances to enhance personal and
organizational performance

Level 1 Level 2 Level 3 Level 4 Level 5

Assesses and monitors Seeks to improve Seeks learning Aligns personal Aligns personal learning
oneself personal effectiveness opportunities beyond development with with anticipated change
to maintain personal in current situation current requirements objectives of in organizational strategy
effectiveness organization

Tries new approaches

Continually self- to maximize learning Sets challenging goals Designs personal Identifies future
assesses and seeks in current situation. and standards of learning objectives competencies and
feedback from excellence for self in based on evolving expertise required by the
others to identify Takes advantage view of growth beyond needs of the portfolio organization and
of learning current job. develops and pursues
strengths and or business unit. learning plans
opportunities (e.g.,
weaknesses and courses, Actively pursues self- accordingly.
ways of improving. observation of development on an Uses organizational
others, ongoing basis change as an Continuously scans
Pursues learning assignments, (technically and opportunity to the environment to
opportunities and etc.). personally). develop new skills keep abreast of
ongoing and knowledge. emerging
development. Integrates new Pursues developments in the
learning into work assignments broader work
methods. designed to context.
challenge abilities.

10
 Creative Thinking

Questioning conventional approaches, exploring alternatives and responding to challenges with innovative solutions or services, using
intuition, experimentation and fresh perspectives.

Level 1 Level 2 Level 3 Level 4 Level 5

Acknowledges the need Modifies current Introduces new Creates new concepts Nurtures creativity
for new approaches approaches approaches

Is open to new ideas. Analyzes strengths Searches for Integrates and Develops an
and weaknesses of ideas or solutions synthesizes relevant environment that
Questions the current approaches. that have worked concepts into a new nurtures creative
conventional
in other
Modifies and solution for which thinking, questioning
approach and adapts current environments and
applies them to the
there is no previous and
seeks methods and
approaches to organization. experience. experimentation.
alternatives. better meet needs.
Uses existing Creates new Encourages
Recognizes when a Identifies solutions in innovative models and challenges to
new approach is alternate ways to solve methods for the conventional
solutions based
needed; integrates on precedent.
problems. organization. approaches.
new information
quickly while Identifies an optimal
Sees long-term Identifies flexible Sponsors
considering solution after weighing consequences and adaptable experimentation to
different options. the advantages and of potential solutions while still maximize potential
disadvantages of solutions.
recognizing for innovation.
alternative
approaches. professional and
organizational
standards.

]
11

Making decisions and solving problems involving varied levels of complexity, ambiguity and risk
Level 1
Makes decisions based
solely on rules
Makes Applies guidelines
straightforward
decisions based on
pre-defined options
using clear
criteria/procedures.
Consults with others Makes straight -
or refers an
issue/situation for
resolution when
criteria are not clear.
Deals with Considers the risks
exceptions within
established
parameters using
clearly specified
rules and
procedures.
Makes decisions
involving little or no
consequence of
error.
Verifies that the
decision/resolution is
correct.
Decision- Making
Level 2 Level 3
Makes decisions by Makes decisions in
interpreting rules situations where there is
scope for interpretation
of rules
Applies guidelines and
and procedures that procedures that leave
require some considerable room for
interpretation when discretion and
interpretation.
dealing with
exceptions. Makes decisions by
weighing several factors,
some of which are
forward decisions partially defined and
based on information entail missing pieces of
critical information.
that is generally clear
and adequate. As needed, involves the
right people in the
and consequences of decision-making process.
action and/or Balances the risks and
decisions. implications of decisions
across multiple issues.
Makes decisions
Develops solutions that
involving minor
consequence of address the root cause of
the problem and prevent
error.
recurrence.
Seeks guidance as
Recognizes, analyzes
needed when the
and solves problems
situation is unclear.
across projects and in
complex situations.
Level 4
Makes complex decisions
in the absence of rules
Simplifies complex
information from
multiple sources to
resolve issues.
Makes 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
risks and implications
across multiple
projects.
Recommends solutions in
an environment of risk
and ambiguity.
Level 5
Makes high-risk decisions in
complex and ambiguous
situations
Makes high-risk strategic
decisions that have significant
consequences.
Balances a commitment to
excellence with the best
interests of clients and the
organization when making
decisions.
Uses principles, values and sound
business sense to make decisions.
Makes 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 make 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).
12
 Developing Others

Fostering the development of others by providing a supportive environment for enhanced performance and professional growth

Level 1 Level 2 Level 3 Level 4 Level 5

Shares expertise Supports individual Promotes ongoing Provides opportunities Creates a continuous
with others development and learning and for development learning and
improvement development development
environment

Regularly shares Provides Helps team members Ensures that Provides long-term
expertise with performance develop their skills resources and time direction regarding
team members to feedback and and abilities. are available for learning needs for
support support, reinforcing Engages in development activities. staff and how to
continuous strengths and development pursue the
learning and identifying areas for Ensures that all attainment of this
and career
improvement. improvement. planning employees have learning.
dialogues with equitable access
Advises, guides Encourages staff to employees. to development Institutes
and coaches others develop and apply opportunities. organization- wide
their skills. Works with employees mechanisms and
by sharing
and teams to define Provides processes to
experiences and
discussing how to
Suggests to realistic yet
opportunities promote and support
individuals ways of challenging work
handle current or goals. for development continuous learning
improving through tools, and improvement.
anticipated
performance and Encourages team assignments,
concerns.
competence. members to develop mentoring and Manages the
learning and career coaching learning process to
plans and follows-up to relationships etc. ensure it occurs by
guide development design rather than
and measure progress. by chance.
Advocates and
commits to ongoing
training and
development to foster
a learning culture.

13

Gaining support from and convincing others to advance the objectives of the organization
Level 1 Level 2
Uses facts and available Adapts rationale to
information to persuade influence others
Uses appeals to Anticipates the effect
reason, data, facts of ones approach or
and figures. chosen rationale on
the emotions and
Uses concrete sensitivities of others.
examples, visual
Adapts discussions
aids and
and presentations to
demonstrations to
appeal to the needs or
make a point. interests of others.
Describes the Uses the process
potential impact of of give-and-take to
own actions on gain support.
others and how it
will affect their Builds relationships
perception of self. through fair, honest
and consistent
behaviour.
Influence
Level 3 Level 4 Level 5
Demonstrates the Builds coalitions, Designs complex
benefit of ideas strategic relationships influence strategies
and networks
Builds on Assembles coalitions, Designs strategies
successful builds behind-the- that position and
initiatives and best scenes support for promote ideas and
practices internal ideas and initiatives. concepts to
and external to the
stakeholders.
organization to gain Develops an
acceptance for
extensive network Uses indirect
ideas.
of contacts. strategies to
Presents pros and persuade, such as
cons and detailed Uses group process establishing alliances,
skills to lead or direct
analyses to emphasize using experts or third
the value of an idea. a group. parties.
Persuades others by Gains support by
drawing from capitalizing on
experience and
understanding of
presenting multiple
political forces
arguments in order to
support a position. affecting the
organization.
14

Identifying and dealing with issues proactively and persistently; seizing opportunities that arise
Level 1 Level 2
Addresses current issues Addresses imminent
issues
Recognizes and acts Takes action to avoid Acts quickly to address a
on present issues. imminent problem or to
capitalize on imminent
Offers ideas to opportunity.
address current
situations or issues. Looks for ways to
achieve greater results or
Works independently. add value.
Completes assignments
without constant Works persistently
supervision. as needed and when
not required to do so.
Initiative
Level 3
Acts promptly in a crisis
situation
Takes action to avoid
crisis situation drawing on
appropriate resources
and experience with
similar situations.
Implements
contingency plans when
crises arise.
Exceeds requirements
of job; takes on extra
tasks.
Level 4
Looks to the future
Fosters an
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.
Level 5
Encourages initiative in
others
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.
15

Building and actively maintaining working relationships and/or networks of contacts to further the organizations goals
Level 1
Accesses sources of
information
Seeks information from
others (e.g., colleagues,
customers).
Maintains personal
contacts in other parts of
the organization with
those who can provide
work-related information.
Networking / Relationship Building
Level 2
Builds key contacts Seeks new networking
opportunities for self and
Seeks out the expertise
of others and develops
links with experts and
information sources.
Develops and nurtures
key contacts as a source
of information.
Participates in
networking and social
events internal and
external to the
organization.
Level 3
others.
Seeks opportunities to Builds networks with
partner and transfer
knowledge (e.g., by
actively participating in
trade shows,
conferences, meetings,
committees, multi-
stakeholder groups
and/or seminars).
Cultivates personal
networks in different parts
of the organization and
effectively uses contacts
to achieve results.
Initiates and
develops diverse
relationships.
Level 4 Level 5
Strategically expands Creates networking
networks opportunities
Creates and
parties that can enable the facilitates forums
achievement of the to develop new
organizations strategy. alliances and
formal networks.
Brings informal teams of
Identifies areas to
experts together to
build strategic
address issues/needs,
relationships.
share information and
resolve differences, as Contacts senior
required. officials to identify
potential areas of
Uses knowledge of the
mutual, long-term
formal or informal structure interest.
and the culture to further
strategic objectives.
16
 Organizational and Environmental Awareness

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

Level 1 Level 2 Level 3 Level 4 Level 5

Understands formal Understands informal Effectively operates in Understands Operates effectively in a

structure structure and culture external environments organizational politics, broad spectrum of
issues and external political, cultural and
influences social milieu

Monitors work to ensure it Uses informal structures; Achieves solutions Anticipates issues, Demonstrates
aligns with formal can identify key decision- acceptable to varied challenges and outcomes broad
procedures and the makers and influencers. parties based on and effectively operates understanding of
organizations understanding of to best position the social and
accountabilities. issues, climates and organization. economic context
Effectively uses both cultures in own and within which the
Recognizes and uses formal and informal other organizations. Supports the changing organization
formal structure, rules, channels or networks for culture and methods of operates.
processes, methods or acquiring information, Accurately describes the operating, if necessary,
operations to assistance and issues and culture of for the success of the Understands and
accomplish work. accomplishing work external organization. anticipates the
goals. stakeholders. Uses this potential trends of
Actively supports the information to negotiate Ensures due diligence by
the political
public service mission goals and initiatives. keeping informed of
environment and the
and goals. business and operational
impact these might
plans and practices.
have on the
organization.
Operates
successfully in a
variety of social,
political and cultural
environments.

17
 Partnering

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

Level 1 Level 2 Level 3 Level 4 Level 5

Operates effectively Manages existing Seeks out partnership Facilitates partnerships Sets strategic direction
within partnerships partnerships opportunities for partnering

Provides strategic
Understands the Works with existing Initiates partnership Provides advice and
roles played by partners, honouring arrangements that direction on the direction on partnerships
partners. Identifies established promote types of partner that the organization
and refers to areas agreements/ organizational relationships to
should be pursuing.
of mutual interest as contracts. objectives. pursue, as well as
a means of ground rules for Sets up an infrastructure
establishing a Monitors partnership Assesses the value effective partner that supports effective
business arrangements to of entering into relationships. partner arrangements
relationship. ensure that the partner relationships (e.g., principles and
objectives of in terms of both Supports staff in frameworks for
Communicates the partnership short- and long- taking calculated assessing the value of
openly, builds trust remain on target. term return on risks in partner partnerships; expert
assistance in aspects of
and treats partners investment. relationships.
fairly, ethically and Seeks input from partnering).

as valued allies. partners to ensure Develops new and Negotiates, as Takes advantage of
that objectives are mutually beneficial necessary, to assist opportunities to
Meets partner needs achieved. partnerships that others to address showcase excellent
by responding to also serve the issues or resolve examples of partner
requests efficiently Seeks mutually interests of the problems surrounding arrangements
beneficial solutions throughout the
and effectively. broader community. partner relationships.
organization.
Recognizes the with partners.
contribution Identifies benefits Identifies when Creates and acts on
s of of a partnership modifications and opportunities for
partners. and looks for ways terminations of interactions that lead
to add value for partnerships are to strong
the partner. needed and takes partnerships within
appropriate and external to the
measures. organization.

18
 Planning and Organizing

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

Level 1 Level 2 Level 3 Level 4 Level 5

Plans tasks and Applies planning Develops plans for the Integrates and evaluates Plans and organizes at a
organizes own work principles to achieve business unit plans to achieve strategic level
work goals business goals.

Identifies Establishes goals Considers a range of Establishes Develops strategic

requirements and and organizes work
uses available by bringing together
resources to meet the necessary
resources.
own work
objectives in Organizes work
optimal fashion. according to project
and time management
Completes tasks in principles and
accordance with processes.
plans.
Practices and plans
Monitors the for contingencies to
attainment of own deal with unexpected
events or setbacks.
work objectives
and/or quality of the Makes needed
work completed. adjustments to
timelines, steps and
Sets priorities for resource allocation.
tasks in order of
importance. Directs issues to
appropriate bodies
when unable to resolve
them within own area
of responsibility.
factors in the planning alternative courses of plans considering
process (e.g., costs, action, organizes short-term
timing, customer people and prioritizes requirements as well
needs, resources as long-term direction.
available, etc.).
the activities of the
team to achieve Plans work and deploys
Identifies and plans results more resources to deliver
activities that will effectively. organization-wide
result in overall results.
improvement to Ensures that systems
services. are in place to Secures and
effectively monitor allocates program or
Challenges inefficient project resources in
and evaluate
or ineffective work line with strategic
processes and offers progress. direction.
constructive
alternatives.
Evaluates processes Sets and
and results and communicates
Anticipates issues and makes appropriate priorities within the
revise plans as adjustments to the broader organization.
required. plan.
Ensures sufficient
Helps to remove Sets, communicates resources are available
barriers by providing and regularly to achieve set
resources and assesses priorities. objectives.
encouragement as
needed.

19
 Results Orientation

Focusing personal efforts on achieving results consistent with the organizations objectives

Level 1 Level 2 Level 3 Level 4 Level 5

Consistently meets
Strives to meet work Surpasses established Seeks out significant Pursues excellence on an
established
expectations expectations challenges organizational level
expectations

Sets goals and Consistently Exceeds current Seeks Models excellence

works to meet achieves expectations and significant and motivates fellow
established established pushes for challenges organizational
expectations; expectations improved results in outside of members to follow
maintains
performance levels.
through personal own performance. current job his/her example.
commitment. scope.
Pursues Takes on new Encourages
organizational Makes roles and Works on new constructive
objectives with adjustments to responsibilities projects or questioning of
energy and activities/process when faced with assignments that add policies and
persistence. Sets es based on unexpected value without practices; sponsors
high personal feedback. changes. compromising current experimentation and
standards for accountabilities. innovation.
performance.

Adapts working Guides staff to Holds staff

methods in order to achieve tasks, accountable for
achieve objectives. goals, processes achieving standards
and performance of excellence and
Accepts ownership of standards. results for the
and responsibility for organization.
own work.

20
 Risk Management

Identifying, assessing and managing risk while striving to attain objectives

Level 1 Level 2 Level 3 Level 4 Level 5

Identifies possible risks Takes calculated risks Personally takes Designs strategies for Provides organizational
significant risks dealing with high-risk guidance on risk
initiatives

Describes risk Takes calculated Personally takes Implements Provides a

factors related to risks with minor, but calculated risks with initiatives with supportive
a situation/activity. non- trivial, significant high potential for environment for
consequences of consequences (e.g., pay-off to the responsible risk
Uses past error (e.g., risks
significant loss of
organization,
taking (e.g., by
experience and time or money) but supporting decisions
involving potential which can be where errors of others).
best practices to loss of some time or cannot be
rectified.
identify underlying money but which rectified, or only Oversees the
issues, potential can be rectified). Anticipates the rectified at development of
problems and risks involved in guidelines, principles
significant cost.
risks. Makes decisions taking action. and approaches to
assist decision-making
based on risk Conducts risk
Plans for analysis. Identifies possible
assessment when
when risk is a factor.
contingencies. scenarios
identifying or Provides guidance on
Makes decisions in
regarding
recommending the organizational
Identifies the absence of
outcomes of
strategic and tactical tolerance for risk.
possible various options for
complete action. options.
cause-effect information. Develops broad
relationships. Conducts ongoing risk Encourages strategies that reflect in-
analysis, looking responsible risk depth understanding
ahead for contingent and assessment of
taking, recognizing
liabilities and operational,
that every risk will not organizational, and
opportunities and pay off.
astutely identifying the political realities and
risks involved. risks.

21
 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 Level 2 Level 3 Level 4 Level 5

Uses resources Ensures effective use of Controls resource use Implements systems to Ensures strategic
effectively resources ensure stewardship of stewardship of resources
resources

Protects and uses Monitors and Allocates and Identifies gaps in Directs resources to
resources and ensures the controls resources resources that impact those areas where
assets in a efficient and and assets within on the organizations they will most
conscientious and appropriate use of effectiveness.
own area. effectively contribute
effective manner. resources and Develops strategies to long-term goals.
assets. Implements ways of to address resource
Identifies more effectively gaps/issues. Sets overall direction
wasteful Explores ways utilizing resources for how resources
practices and of leveraging and assets. Ensures alignment of and assets are to be
opportunities for funds to expand authority, responsibility used in order to
Assigns and and accountability with achieve the vision
optimizing program
communicates organizational objectives.
resource use. effectiveness. and values.
roles and
Ensures that information
accountabilities to and knowledge sharing is Institutes
maximize team integrated into all organization- wide
effectiveness; programs and processes. mechanisms and
manages workload. processes to
Acts on audit,
promote and
evaluation and other
objective project team
support resource
performance information. management.

22
 Stress Management

Maintaining effectiveness in the face of stress

Level 1 Level 2 Level 3 Level 4 Level 5

Works in low level Adjusts to temporary Adapts to prolonged Employs stress Deals with stress
stress situations peaks in stress levels stress management strategies affecting the organization

Keeps functioning Maintains Effectively Develops and applies Demonstrates

effectively during composure when withstands the stress reduction behaviours that help
periods of on-going dealing with short effects of prolonged strategies to cope with others remain calm, yet
low intensity stress. but intense exposure to one or long exposure to focused and energized
during periods of
stressful few stressors by numerous stressors or extreme stress affecting
Maintains focus situations. modifying work stressful situations. the organization.
during situations methods.
involving limited Understands Recognizes personal Maintains composure
stress. personal stressors Maintains sound limits for workload and shows self-control in
and takes steps to judgment and and negotiates the face of significant
Seeks to balance limit their impact. decision making adjustments to challenge facing the
work despite on-going minimize the effects organization.
responsibilities Keeps issues and stressful situations. of stress, while still
Suspends
and personal life situations in ensuring appropriate judgment;
responsibilities. perspective and Controls strong levels of productivity. thinks before acting.
reacts appropriately emotions or other
(e.g., does not stressful responses Controls own Identifies and
overreact to and takes action to emotions and consistently models
situations, what respond calms others in ways of releasing or
others say, etc.). constructively to the stressful limiting stress within
the organization.
source of the situations.
problem.

23
 Teamwork

Working collaboratively with others to achieve common goals and positive results

Level 1 Level 2 Level 3 Level 4 Level 5

Participates as a team Fosters teamwork Demonstrates Capitalizes on teamwork Builds bridges between
member leadership in teams opportunities teams

Assumes personal Assumes Builds relationships Initiates collaboration Facilitates collaboration

responsibility and responsibility for work with team members with other groups/ across the organization
and with other work
follows up to meet activities and units.
organizations on and with other
commitments to coordinating efforts. projects or methods of organizations to
others. Fosters team spirit and operating. achieve a common
Promotes team goals. collaboration within goal.
Understands the teams Capitalizes on
goals of the team Seeks others input opportunities and Builds strong teams that
and each team and involvement and Discusses problems/ addresses challenges capitalize on differences
members role within listens to their issues with team presented by the in expertise,
it. viewpoints. members that could
diversity of team talents. competencies and
affect results.
background.
Deals honestly and Shifts priorities, Communicates Supports and
fairly with others, changes style and expectations for encourages other Breaks down
showing consideration responds with new teamwork and team members to barriers (structural,
and respect. approaches as collaboration. achieve objectives. functional, cultural)
needed to meet between teams,
Willingly gives team goals. Facilitates the expression Encourages others to
support to co-workers of diverse points of view share experience, facilitating the
and works Suggests or to enhance teamwork. knowledge and best sharing of expertise
collaboratively rather develops methods practices with the team. and resources.
Capitalizes on the
than competitively. and means for strengths of all
maximizing the input members. Encourages the team
Shares and involvement of to openly discuss what
experiences, team members. Gives credit for success can be done to create a
knowledge and and acknowledges solution or alternative.
best practices Acknowledges the contributions and efforts
with team work of others. of individuals to team
members. effectiveness.

24
 Team Leadership

Leading and supporting a team to achieve results

Level 1 Level 2 Level 3 Level 4 Level 5

Keeps the team informed Ensures the needs of the Ensures team member Empowers the team Inspires team members
team and of members are input
met

Ensures that team Makes sure the Values and Communicates team Builds the
members have the practical needs of encourages others successes and commitment of the
necessary the team and team input and organization-wide team to the
information to members are met. suggestions. contribution to other organizations
operate effectively. organizational mission, goals and
Makes decisions by Stimulates members. values.
Establishes the taking into account constructive
direction/goal(s) for the differences discussion of Encourages the Aligns team
the team. among team different points of team to promote objectives and
members, and view, focusing on their work priorities with the
Lets team overall team the organizations throughout the broader objectives of
members affected requirements and strategic objectives, organization. the organization.
by a decision know objectives. vision or values.
exactly what is Establishes the Ensures that
happening and Ensures that the Builds teams credibility appropriate
gives a clear teams tasks are cooperation, with internal and linkages/partnerships
rationale for the completed. loyalty and external between teams are
decision. helps achieve stakeholders. maintained.
Accepts consensus.
Sets an example for responsibility for Creates an
team members (e.g., the teams Provides environment where
respect of others actions and constructive team members
views, team loyalty, results. feedback and consistently push to
cooperating with recognizes all improve team
others). contributions. performance and
productivity.
Ensures the
respective
t th f t

25

Fostering and supporting the principles and values of the organization and the Public Service as a whole
Level 1
Demonstrates
Identifies ethical
behaviours consistent
with the organizations
values
Treats others fairly Identifies and
and with respect.
Takes responsibility
for own work,
including problems
and issues.
Identifies and
Uses applicable balances competing
professional
standards and
established
procedures, policies
and/or legislation
when taking action
and making
decisions.
Identifies ethical
dilemmas and
conflict of interest
situations and takes
action to avoid and
prevent them.
Anticipates and
prevents breaches
in confidentiality
and/or security.
Values and Ethics
Level 2 Level 3 Level 4 Level 5
Exemplifies and
Aligns team with Promotes the
demonstrates the
implications organizations values organizations values
organizations values
and ethics and ethics
and ethics
Fosters a Advises others in Defines,
considers different climate of trust maintaining fair and communicates and
ethical aspects of a within the work consistent dealings consistently
exemplifies the
situation when team. with others and in
organizations values
making decisions. dealing with ethical
Implements dilemmas.
and ethics.
processes and Ensures that
structures to deal Deals directly and standards and
values when with difficulties in constructively with safeguards are in
selecting confidentiality lapses of integrity place to protect the
and/or security. (e.g., intervenes in organizations
approaches or
recommendations a timely fashion to integrity (e.g.,
Ensures that remind professional
for dealing with a
decisions take into others of the standards for financial
situation. reporting, integrity/
account ethics and need to respect
security of
values of the the dignity of
organization and information systems).
others).
Public Service as a
whole.
Identifies underlying
issues that impact
negatively on
Interacts with people and takes
others fairly and appropriate action
objectively. to rectify the issues
(e.g., systemic
discrimination).
26
 Visioning and Strategic Direction

Developing and inspiring commitment to a vision of success; supporting, promoting and ensuring alignment with the organizations vision
and values

Level 1 Level 2 Level 3 Level 4 Level 5

Demonstrates personal Promotes team Aligns Influences strategic Develops vision

work alignment alignment program/operational goals direction
and plans

ets personal Effectively Works with teams to Foresees obstacles Leads the
work goals in communicates set and opportunities development of the
line with and interprets the program/operational for the organization vision for the
operational strategic vision to goals and plans in and acts organization.
goals of work employees within keeping with the accordingly. Defines and
area. area of strategic direction. Defines issues, continuously
responsibility. generates options and articulates the vision
Continually
Regularly promotes selects solutions, and strategy in the
evaluates personal Clearly articulates the organization, its which are consistent context of wider
progress and actions and promotes the vision and values to with the strategy and government priorities.
to ensure alignment significance and clients, vision.
with organizational impact of stakeholders and Describes the vision
vision and employee partners. Scans, seeks out and and values in
operational goals. contributions to assesses information compelling terms to
promoting and on potential future develop understanding
Liaises with others
achieving
Works with staff to
directions. and promote
to ensure set strategic goals
organizational acceptance/
alignment with the
goals.
for own sector of Provides direction commitment among
business goals and the organization. and communicates staff and stakeholders.
vision of the the vision to
Monitors work of
organization.
team to ensure Assesses the gap encourage alignment Identifies,
alignment with between the current within the conceptualizes and
strategic direction, state and desired organization. synthesizes new
vision and values future trends or connections
direction and Energetically and between organizational
for the organization.
establishes effective persistently issues and translates
ways for promotes strategic them into priorities for
Identifies potential objectives with
future directions for closing the gap in the organization.
own sector. colleagues in other
work area in line business lines.
with vision.

27