Behavioural Competency Dictionary

University of
Guelph

April 2010

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 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 • 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

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 • 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 department’s/public promotes and
change. should continue service’s 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 organization’s
solutions or products to communication affect own organization’s 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 client’s 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 client’s 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 audience’s 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 • Anticipates and takes • Provides consultation to • Creates a conflict-
is a conflict between points of view and action to avoid/reduce or obtains consultation / resolving environment
two or more parties. emphasizes points potential conflict (e.g., mediation for those who by anticipating and
of agreement as a by encouraging and share few common addressing areas
• Brings conflict to the starting point to
supporting the various interests and who are where potential
attention of the parties to get together having a significant misunderstanding and
appropriate
resolving and attempt to disagreement. disruptive conflict could
individual(s). differences. address the issues emerge.
themselves). • Introduces innovative
• Openly identifies strategies for effectively • Models constructive
shared areas of • Refocuses teams on dealing with conflict approaches to deal with
interest in a the work and end- (e.g., mediation, opposing views when
respectful and goals, and away from collaborative and personally challenging
timely manner. personality issues. “mutual gains” the status quo and when
strategies). 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
 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
interpretation.
using clear dealing with • Makes complex excellence with the best
criteria/procedures. exceptions. • Makes decisions by decisions for which interests of clients and the
weighing several factors, there are no set organization when making
• Consults with others • Makes straight - some of which are procedures. decisions.
or refers an forward decisions partially defined and
• Considers a multiplicity of • Uses principles, values and sound
issue/situation for based on information entail missing pieces of
business sense to make decisions.
critical information. interrelated factors for
resolution when that is generally clear
which there is incomplete • Makes decisions in a volatile
criteria are not clear. and adequate. • As needed, involves the and contradictory environment in which weight given
• Deals with • Considers the risks right people in the information. to any factor can change rapidly.
exceptions within and consequences of decision-making process.
• Balances competing • Reaches decisions assuredly in
established action and/or • Balances the risks and priorities in reaching an environment of public
parameters using decisions. implications of decisions decisions. scrutiny.
clearly specified across multiple issues.
• Makes decisions • Develops solutions to • Assesses external and internal
rules and • Develops solutions that problems, balancing the
procedures. involving minor environments in order to make a
consequence of address the root cause of risks and implications well-informed decision.
the problem and prevent across multiple
• Makes decisions error. • Identifies the problem based on
recurrence. projects.
involving little or no many factors, often complex
consequence of • Seeks guidance as • Recommends solutions in
• Recognizes, analyzes and sweeping, difficult to define
error. needed when the an environment of risk
and solves problems and contradictory (e.g., fiscal
situation is unclear. and ambiguity.
across projects and in responsibility, the public good).
• Verifies that the complex situations.
decision/resolution is
correct.

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

14
 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

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

15
 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
information opportunities for self and networks opportunities
others.

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

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

19
 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 • 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 organization’s 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
member’s 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 organization’s
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 organization’s 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 team’s credibility appropriate
gives a clear team’s 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 team’s • 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
 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 Exemplifies and

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

• Treats others fairly • Identifies and • Fosters a • Advises others in • Defines,

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

26
 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

• 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