Behavioural Competency Dictionary

Community & Collaboration Division (CCD)

Treasury Board of Canada, Secretariat
November 2011
What are Competencies?
Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job
performance. Competencies are not new. What is new is their integrated use across human resource functions.

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 in the federal Public Service. 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 levels that are most critical to performance excellence.

ORO Behavioural Competency Dictionary

 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 ..............................................................................................................................................................................10
Influence .............................................................................................................................................................................................11
Initiative...............................................................................................................................................................................................12
Networking / Relationship Building .....................................................................................................................................................13
Organizational and Environmental Awareness...................................................................................................................................14
Partnering ...........................................................................................................................................................................................15
Planning and Organizing ....................................................................................................................................................................16
Results Orientation .............................................................................................................................................................................17
Risk Management...............................................................................................................................................................................18
Stewardship of Resources..................................................................................................................................................................19
Stress Management............................................................................................................................................................................20
Teamwork ...........................................................................................................................................................................................21
Team Leadership................................................................................................................................................................................22
Values and Ethics ...............................................................................................................................................................................23
Visioning and Strategic Direction........................................................................................................................................................24
 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 one’s 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 will  Adapts personal  Adapts to new ideas and  Publicly supports and  Anticipates change and
change. approach to meet the initiatives across a wide adapts to makes large or long-term
needs of different or new variety of issues or major/fundamental adaptations in organization
 Seeks clarification when situations. situations. changes that show in response to the needs of
faced with ambiguity or promise of improving the situation.
uncertainty.  Seeks guidance in  Shifts priorities, changes established ways of
adapting behaviour to the style and responds with operating.  Performs effectively amidst
 Demonstrates needs of a new of new approaches as continuous change,
willingness to try new different situation. needed to deal with new  Seeks opportunities for ambiguity and, at times,
approaches. or changing demands. change in order to achieve apparent chaos.
improvement in work
 Suspends judgment; processes, systems, etc.  Shifts readily between
thinks before acting. dealing with macro-
 Maintains composure and strategic issues and critical
 Acknowledges the value shows self control in the details.
of others’ contributions face of challenges and
regardless of how they change.
are presented.

Note: “Adaptability” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service
leaders.

ORO Behavioural Competency Dictionary 1

 Analytical Thinking

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

Level 1 Level 2 Level 3 Level 4 Level 5

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

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

Note: “Analytical Thinking” links to the competency “Strategic Thinking” identified as relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 2

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

Note: “Change Leadership” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public
Service leaders.

ORO Behavioural Competency Dictionary 3

 Client Focus
Identifying and responding to current and future client needs; providing service excellence to internal and external clients; ensuring the use
of information and services that are barrier-free and accessible for persons with disabilities.

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

ORO Behavioural Competency Dictionary 4

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

Note: “Communication” links to the competencies “Management Excellence – People Management” and ”Engagement”, identified as relevant for
federal Public Service leaders.

ORO Behavioural Competency Dictionary 5

 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 is a  Listens to differing points  Anticipates and takes  Provides consultation to or  Creates a conflict-
conflict between two or of view and emphasizes action to avoid/reduce obtains consultation  resolving environment by
more parties. points of agreement as a potential conflict (e.g., by mediation for those who anticipating and
starting point to resolving encouraging and share few common addressing areas where
 Brings conflict to the differences. supporting the various interests and who are potential
attention of the parties to get together having a significant misunderstanding and
appropriate individual(s).  Openly identifies shared and attempt to address disagreement. disruptive conflict could
areas of interest in a the issues themselves). emerge.
respectful and timely  Introduces innovative
manner.  Refocuses teams on the strategies for effectively  Models constructive
work and end-goals, and dealing with conflict (e.g., approaches to deal with
away from personality mediation, collaborative opposing views when
issues. and “mutual gains” personally challenging the
strategies). status quo and when
encouraging others to do
so as well.

Note: “Conflict Management” links to the competency “Management Excellence – People Management,” identified as relevant for federal Public
Service leaders.

ORO Behavioural Competency Dictionary 6

 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

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

Note: “Continuous Learning” links to the competency “Strategic Thinking” identified as relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 7

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

Note: “Creative Thinking” links to the competencies “Strategic Thinking” and “Engagement,” identified as relevant for federal Public Service
leaders.

ORO Behavioural Competency Dictionary 8

 Decision Making
Making decisions and solving problems involving varied levels of complexity, ambiguity and risk

Level 1 Level 2 Level 3 Level 4 Level 5

Makes decisions based Makes decisions by Makes decisions in Makes complex decisions Makes high-risk decisions in
solely on rules interpreting rules situations where there is in the absence of rules complex and ambiguous
scope for interpretation situations
of rules
 Makes  Applies guidelines  Applies guidelines and  Simplifies complex  Makes high-risk strategic
straightforward and procedures that procedures that leave information from decisions that have significant
decisions based on require some considerable room for multiple sources to consequences.
pre-defined options interpretation when discretion and resolve issues.
 Balances a commitment to
using clear dealing with interpretation.
criteria/procedures. exceptions.  Makes complex excellence with the best
 Makes decisions by decisions for which interests of clients and the
 Consults with others  Makes straight - weighing several there are no set organization when making
or refers an forward decisions factors, some of which procedures. decisions.
issue/situation for based on information are partially defined 
resolution when that is generally clear and entail missing  Considers a multiplicity Uses principles, values and
of interrelated factors sound business sense to make
criteria are not clear. and adequate. pieces of critical decisions.
information. for which there is
 Deals with  Considers the risks incomplete and  Makes decisions in a volatile
exceptions within and consequences of  As needed, involves the contradictory environment in which weight
established action and/or right people in the information. given to any factor can change
parameters using decisions. decision making
clearly specified process.  Balances competing rapidly.
rules and  Makes decisions priorities in reaching  Reaches decisions assuredly
procedures. involving minor  Balances the risks and decisions. in an environment of public
consequence of implications of scrutiny.
 Makes decisions error. decisions across  Develops solutions to
involving little or no multiple issues. problems, balancing the  Assesses external and internal
consequence of  Seeks guidance as risks and implications environments in order to make
error. needed when the  Develops solutions that across multiple a well-informed decision.
situation is unclear. address the root cause projects.
 Verifies that the of the problem and  Identifies the problem based
decision/resolution is prevent recurrence.  Recommends solutions on many factors, often
correct. in an environment of complex and sweeping,
 Recognizes, analyzes risk and ambiguity. difficult to define and
and solves problems contradictory (e.g., fiscal
across projects and in responsibility, the public good).
complex situations.
Note: “Decision Making” links to the competencies “Management Excellence – Action Management” and “Strategic Thinking,” identified as
relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 9

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

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

Note: “Developing Others” links to the competency “Management Excellence – People Management” identified as relevant for federal Public
Service leaders.

ORO Behavioural Competency Dictionary 10

 Influence

Gaining support from and convincing others to advance the objectives of the organization

Level 1 Level 2 Level 3 Level 4 Level 5

Uses facts and available Adapts rationale to Demonstrates the Builds coalitions, Designs complex
information to persuade influence others benefit of ideas strategic relationships influence strategies
and networks

 Uses appeals to reason,  Anticipates the effect of  Builds on successful  Assembles coalitions,  Designs strategies that
data, facts and figures. one’s approach or initiatives and best builds behind the scenes position and promote
chosen rationale on the practices internal and support for ideas and ideas and concepts to
 Uses concrete emotions and external to the initiatives. stakeholders.
examples, visual aids sensitivities of others. organization to gain
and demonstrations to acceptance for ideas.  Develops an extensive  Uses indirect strategies to
make a point.  Adapts discussions and network of contacts. persuade, such as
presentations to appeal  Presents pros and cons establishing alliances,
 Describes the potential to the needs or interests and detailed analyses to  Uses group process skills using experts or third
impact of own actions of others. emphasize the value of to lead or direct a group. parties.
on others and how it will an idea.
affect their perception of  Uses the process of  Gains support by
self. give-and-take to gain  Persuades others by capitalizing on
support. drawing from experience understanding of political
and presenting multiple forces affecting the
 Builds relationships arguments in order to organization.
through fair, honest and support a position.
consistent behaviour.

Note: “Influence” links to the competencies “Management Excellence – People Management” and “Engagement”, identified as relevant for federal
Public Service leaders.

ORO Behavioural Competency Dictionary 11

 Initiative

Identifying and dealing with issues proactively and persistently. Seizing opportunities that arise

Level 1 Level 2 Level 3 Level 4 Level 5

Addresses current issues Addresses imminent Acts promptly in a crisis Looks to the future Encourages initiative in
issues situation others

 Recognizes and acts on  Takes action to avoid  Acts quickly to address a  Takes action to avoid or  Fosters an environment
present issues. imminent problem or to crisis situation drawing on minimize potential that anticipates and acts
capitalize on imminent appropriate resources problems or maximize upon potential threats
 Offers ideas to address opportunity. and experience with potential opportunities in and/or opportunities.
current situations or similar situations. the future by drawing on
issues.  Looks for ways to achieve extensive personal  Coaches others to
greater results or add  Implements contingency experience. spontaneously recognize
 Works independently. value. plans when crises arise. and appropriately act on
Completes assignments  Defines and addresses upcoming opportunities.
without constant  Works persistently as  Exceeds requirements of high-level challenges that
supervision. needed and when not job; takes on extra tasks. have the potential to  Gets others involved in
required to do so. advance the state-of-the art supporting efforts and
in an area. initiatives.

 Starts and carries through

on new projects.

Note: “Initiative” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service
leaders.

ORO Behavioural Competency Dictionary 12

 Networking / Relationship Building

Building and actively maintaining working relationships and/or networks of contacts to further the organization’s goals

Level 1 Level 2 Level 3 Level 4 Level 5

Accesses sources of Builds key contacts Seeks new networking Strategically expands Creates networking
infromation opportunities for self and networks opportunities
others.

 Seeks information from  Seeks out the expertise of  Seeks opportunities to  Builds networks with  Creates and facilitates
others (e.g., colleagues, others and develops links partner and transfer parties that can enable the forums to develop new
customers). with experts and knowledge (e.g., by achievement of the alliances and formal
information sources. actively participating in organization’s strategy. networks.
 Maintains personal trade shows,
contacts in other parts of  Develops and nurtures conferences, meetings,  Brings informal teams of  Identifies areas to build
the organization with key contacts as a source committees, multi- experts together to strategic relationships.
those who can provide of information. stakeholder groups address issues/needs,
work-related information. and/or seminars). share information and  Contacts senior officials to
 Participates in networking resolve differences, as identify potential areas of
and social events internal  Cultivates personal required. mutual, long-term interest.
and external to the networks in different parts
organization. of the organization and  Uses knowledge of the
effectively uses contacts formal or informal structure
to achieve results. and the culture to further
strategic objectives.
 Initiates and develops
diverse relationships.

Note: “Networking / Relationship Building” links to the competency “Engagement,” identified as relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 13

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

 Uses organizational
culture as a means to
influence and lead the
organization.

Note: “Organizational and Environmental Awareness” links to the competencies “Strategic Thinking” and “Management Excellence”, identified as
relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 14

 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

 Understands the roles  Works with existing  Initiates partnership  Provides advice and  Provides strategic direction
played by partners. partners, honouring arrangements that direction on the types of on the value of
Identifies and refers to established promote organizational partner relationships to partnerships and the type
areas of mutual interest agreements/ contracts. objectives. pursue, as well as ground of partnerships that the
as a means of rules for effective partner organization should be
establishing a business  Monitors partnership  Assesses the value of relationships. pursuing.
relationship. arrangements to ensure entering into partner
that the objectives of relationships in terms of  Supports staff in taking  Sets up an infrastructure
 Communicates openly, the partnership remain both short- and long- calculated risks in partner that supports effective
builds trust and treats on target. term return on relationships. partner arrangements (e.g.,
partners fairly, ethically investment. principles and frameworks
and as valued allies.  Seeks input from  Negotiates, as necessary, for assessing the value of
partners to ensure that  Develops new and to assist others to address partnerships; expert
 Meets partner needs by objectives are achieved. mutually beneficial issues or resolve problems assistance in aspects of
responding to requests partnerships that also surrounding partner partnering).
efficiently and  Seeks mutually serve the interests of relationships.
beneficial solutions with the broader community.  Takes advantage of
effectively.
partners.  Identifies when opportunities to showcase
 Identifies benefits of a excellent examples of
 Recognizes the modifications and
partnership and looks terminations of partner arrangements
contributions of
for ways to add value partnerships are needed throughout the
partners.
for the partner. and takes appropriate organization.
measures.  Creates and acts on
opportunities for
interactions that lead to
strong partnerships within
and external to the
organization.

Note: “Partnering” links to the competency “Engagement”, identified as relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 15

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

Note: “Planning and Organizing” links to the competency “Management Excellence - Action Management” identified as relevant for federal Public
Service leaders.

ORO Behavioural Competency Dictionary 16

 Results Orientation

Focusing personal efforts on achieving results consistent with the organization’s 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 works to  Consistently achieves  Exceeds current  Seeks significant  Models excellence and
meet established established expectations expectations and pushes challenges outside of motivates fellow
expectations; maintains through personal for improved results in current job scope. organizational members to
performance levels. commitment. own performance. follow his/her example.
 Works on new projects or
 Pursues organizational  Makes adjustments to  Takes on new roles and assignments that add value  Encourages constructive
objectives with energy activities/processes responsibilities when without compromising questioning of policies and
and persistence, Sets based on feedback. faced with unexpected current accountabilities. practices; sponsors
high personal standards changes. experimentation and
for performance.  Guides staff to achieve innovation.
tasks, goals, processes
 Adapts working methods and performance  Holds staff accountable for
in order to achieve standards. achieving standards of
objectives. excellence and results for
the organization.
 Accepts ownership of and
responsibility for own
work.

Note: “Results Orientation” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public
Service leaders.

ORO Behavioural Competency Dictionary 17

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

Note: “Risk Management” links to the competencies “Strategic Thinking” and “Management Excellence – Financial Management,” identified as
relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 18

 Stewardship of Resources

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

 Acts on audit, evaluation

and other objective
project team
performance information.

Note: “Stewardship of Resources” links to the competencies “Management Excellence – Action Management” and “Financial Management,”
identified as relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 19

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

Note: “Stress Management” is included in the competencies “Management Excellence – People Management” and “Action Management”, a
competency identified as relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 20

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

Note: “Teamwork” links to the competency “Engagement”,” identified as relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 21

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

Note: “Team Leadership” links to the competency “Management Excellence – People Management,” identified as relevant for federal Public
Service leaders.

ORO Behavioural Competency Dictionary 22

 Values and Ethics

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

Level 1 Level 2 Level 3 Level 4 Level 5

Demonstrates
Identifies ethical Aligns team with Promotes the Exemplifies and
behaviours consistent
implications organization’s values organization’s values demonstrates the
with the organization’s
and ethics and ethics organization’s values
values
and ethics

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

Note: “Values and Ethics” was identified as a competency relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 23

 Visioning and Strategic Direction

Developing and inspiring commitment to a vision of success; supporting, promoting and ensuring alignment with the organization’s 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

 Sets personal work  Effectively  Works with teams to set

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

ORO Behavioural Competency Dictionary 24