Government of the Northwest Territories General Competency Dictionary
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Government of the Northwest Territories
General Competency Dictionary
© 2015, Hay Group Limited – All rights
reservedThis General Competency Dictionary was prepared by Hay Group
for use by the Government of the Northwest Territories.
This document may be reproduced
and used only by employees of this organization.
© 2015, Hay Group Limited – All
rights reservedTable of Contents Page
Why Competencies? 1
Understanding the Competencies 2
Overview 2
Format of the Competency Scales 2
Accountability-Decision Making 4
Analytical Thinking 5
Attention to Detail 6
Building Partnerships with Stakeholders 7
Business Acumen 8
Change Leadership 9
Change Management 10
Conflict Management 11
Continuous Development 12
Critical Thinking 13
Developing Others 14
Empowerment 15
Expertise 16
Flexibility 17
Holding People Accountable 18
Impact and Influence 19
Information Seeking 20
Initiative 21
© 2015, Hay Group Limited – All
rights reservedInnovation 22 Innovation and Change 23 Integrity 24 Leadership 25 Listening, Understanding and Responding 26 Managing Organizational Resources 27 Organizational Awareness 28 Planning, Organizing and Co-ordinating 29 Problem Solving/Judgement 30 Project Management 31 Reflecting on Difficulties 32 Relationship Building 33 Research and Analysis 34 Results Focus 35 Safety Management 36 Self-Confidence 37 Self-Control 38 Service Focus 39 Strategic Focus 40 Teamwork and Co-operation 41 Values and Ethics 42 © 2015, Hay Group Limited – All rights reserved 2015
Why Competencies? A competency is a characteristic which enables people to deliver superior performance in a given job, role, or situation. The competencies provide a description of the patterns of behaviours that may be required across various roles or positions within GNWT. They help individuals and the organization focus on the characteristics that enable people to consistently achieve high standards of performance. The following General Competency Dictionary provides a description of the competencies and their associated scales. © 2015, Hay Group Limited – All 1/42 rights reserved
Understanding the Competencies
Overview
The competencies provide a description of the essential behaviours necessary for success and their associated scales.
Format of the Competency Scales
Each competency is defined and formatted in the same way as shown below. Each competency contains three components: a Title, a
Definition, and a Behavioural Scale. Each of these components is explained in more detail below.
Accountability-Decision Making
Definition: Accountability-Decision Making is the ability to accept responsibility,....
Easier behaviour to demonstrate Behavioural Scale More complex behaviour to demonstrate
© 2015, Hay Group Limited – All 2/42
rights reservedTitle: The title is the overall name given to the competency. Definition: The definition provides a description of the competency, and explains what the competency means. It indicates the types of behaviours that will be described in the scale. This provides a common language so that everyone in the organization can understand the competency in the same way. Behavioural Scale: Each competency also provides a behavioural scale that describes how this competency is demonstrated. The scales are structured so that they increase in terms of the complexity and intensity of behaviour shown, and provide descriptions of the types of behaviours one would expect to observe at each level of the competency. The levels of the scale are numbered in ascending order. This means that as you move up the scale, each level is more complex and more difficult to perform than the previous level. © 2015, Hay Group Limited – All 3/42 rights reserved
Accountability-Decision Making
Definition: Accountability-Decision Making is the ability to accept responsibility, determine a course of action, and account for one’s own action.
There is a focus on taking action to achieve goals or standards. It includes taking ownership and focusing on the desired outcomes; setting
challenging goals; improving current modes of operation; developing new-value added solutions; responding to changing direction; and taking
action to meet or exceed goals and priorities. It is taking responsibility for both decision-making process and outcomes of decisions and actions.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Follows through on Monitor work progress and Anticipates obstacles Develops longer-term goals Makes decisions, sets Consistently raises issues of
assignments to ensure adapt when possible in order realistically and plans for and proactively influences priorities or chooses goals accountability to senior
successful completion. to meet results. contingencies – creates how resources, services, etc. on the basis of calculated leaders, offering
Takes action to complete a Escalates decisions that are plans that factor in time for are re-organized to achieve inputs and outputs; makes recommendations for
task. outside the role, providing unexpected problems and goals. explicit considerations of improvement while doing all
Makes decisions within the information and insight. uncertainties. Takes action to create an potential profit, return-on- one can to improve the issue
scope of their role Makes needs and Prioritizes well and opportunity or avoid a investment or cost-benefit within one’s own scope.
Is open and honest about requirements clear. maintains focus in the face future crisis. analysis. Analyzes for Continually sets objectives
work situations – takes Openly admits having made of demanding deadlines, Plans, prioritizes and adapts business outcomes. and develops plans to set
responsibility for the goals a mistake. expectations, etc. team work processes based Provides candid, genuine the company apart from
and outcomes of own work. Accepts responsibility for Takes decisive and accurate on existing priorities. feedback on issues in which other organizations.
action to deliver value. the organization needs to
decisions made within the
scope of their role. Accept responsibility for improve (e.g., speed of
outcomes even when decision making, freedom to
elements are not within your implement creative
control, providing a balanced improvements, etc.), even
and objective explanation. when doing so entails some
risk.
© 2015, Hay Group Limited – All 4/42
rights reservedAnalytical Thinking
Definition: Analytical Thinking is the ability to comprehend a situation by breaking it down into its components and identifying key or underlying
complex issues. It implies the ability to systematically organize and compare the various aspects of a problem or situation, and determine cause-
and-effect relationships (“if...then…”) to resolve problems in a sound, decisive manner. Checks to ensure the validity or accuracy of all information.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Breaks problems into lists of Takes apart problems into Breaks down a problem into Uses several analytical Considers and plans for how Sets new strategic direction
tasks or activities, without pieces. smaller parts. techniques to break apart current policies, processes based on insight into
assigning values. Links together pieces with a Makes multiple causal links: complex problems into and methods might be external conditions and the
Makes a list of items with no single link: A leads to B; can several potential causes of component parts. affected in the short, GNWT’s internal capabilities.
particular order or set of separate into two parts: pro events, several Uses several analytical medium, and long-term by Asks the right questions to
priorities. and con. consequences of actions, or techniques (e.g. risk trends and broad get to the root of issues and
Sorts out a list of tasks in multiple-part chains of assessment, building environment. generate deep
order of importance. events (A leads to B leads to business cases) to identify Integrates in-depth understanding and new ways
C leads to D). several solutions and weighs knowledge of underlying of thinking about issues.
Analyzes relationships the value of each. issues and potential risks
among several parts of a Anticipates obstacles and when considering
problem or situation. thinks ahead about next opportunities or actions, and
steps. evaluates their impact.
© 2015, Hay Group Limited – All 5/42
rights reservedAttention to Detail
Definition: Attention to Detail is the ability to accomplish / complete a task while demonstrating a through concern for all the areas involved, no
matter how small. This means monitoring and checking work or information, while organizing time and resources efficiently. It includes the ability
to bring together different elements in order to achieve results or accomplish tasks. This means ensuring information is complete and accurate;
and following up with others (on own work or that of others) to ensure that commitments have been fulfilled.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Maintains a checklist, Follows up to ensure quality Carefully supervises the Manages the general quality Readily points attention Able to direct attention
schedule, calendar, etc. to of work product and/or details and quality of own of the work for toward systems, projects or toward functions which are
ensure that small details are actions are completed. and others' work. unit/department and broad information. diverse in nature and
not overlooked. Double-checks the accuracy Provides information on a recommends improvements Attends to the progress of a objective or critical to the
Completes work according of information and work timely basis and in a usable within area of responsibility. project or the efficiency of a achievement of strategic
to procedures and standards product to provide accurate form to others who need to Ensures that department system. department goals.
Follows process steps as and consistent work. act on it. procedures are followed and Pays close attention to data, Conveys the importance of
outlined in standard Accurately completes tasks Effectively supervises ensures clear, detailed in order to pinpoint flaws or accurate and complete data
operating procedures. with close attention to all multiple activities and pays records are kept. missing data, and seeks out and analysis.
Shows a general concern for aspects of work and carefully attention to how those Uses attention to detail to information to maintain or
monitoring and checking controls for errors. activities relate to others in suggest improvements in even improve department
work. Concerned with maintaining their unit. other areas. (e.g. obtains progress
Catches and corrects own accuracy and checks others Attentive to detail and reports from employees and
errors or omissions. work for errors. brings order to an array of other leaders).
information.
© 2015, Hay Group Limited – All 6/42
rights reservedBuilding Partnerships with Stakeholders
Definition: Building Partnerships with Stakeholders is the ability to build long-term or on-going relationships with stakeholders (e.g. someone who
shares an interest in what you are doing). This type of relationship is often quite deliberate and is typically focused on the way the relationship is
conducted. Implicit in this competency is demonstrating a respect for and stating positive expectations of the stakeholder.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Makes or sustains informal Understands the significance Identifies key stakeholder Seeks partnership building Organizes involvement of Develop partnerships and
contacts with others in of relationship building. contacts in the organization opportunities. key stakeholders. maintains strategic
addition to contacts required Sees stakeholder with whom a relationship Communicates regularly Identifies internal staff relationships and
in the course of work. relationship building as a key must be established. with stakeholders as whose individual expertise partnerships based on an in-
Is aware of and supports to securing the success of Develops and maintains appropriate; sustains the can meet stakeholder’s depth knowledge and
existing stakeholder initiatives. effective working relationship when no needs. understanding of each
partnerships. Spots opportunities where relationships with others specific project/initiative is Matches staff to appropriate other's roles.
stakeholder partnerships (may include: within the underway. stakeholder contacts and co- Ensures that all sides of the
would be valuable. team, between teams and Identifies and articulates the ordinates contacts. partnership see value and
with other stakeholders). mutual benefit in a Monitors relationships. sustain their side of the
partnership. partnership.
© 2015, Hay Group Limited – All 7/42
rights reservedBusiness Acumen
Definition: Business Acumen is the ability to understand the business implications of decisions and the ability to strive to improve organizational
performance. It requires an awareness of business issues, processes and outcomes as they impact the client’s and the organization’s business
needs.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Analyzes and comprehends Develops work plans that Develops annual service Assesses and links short- Is aware of the projected Reviews own actions against
work-unit goals and prioritize work in alignment plans that take into account term tasks in the context of directions of trends (e.g., the organization’s strategic
strategies. with business goals. longer-term activities, long-term strategies, social, technological, etc.) plan; includes the big picture
Understands practical Acts in accordance with issues, problems or perspectives or vision. and how changes might when considering possible
business functions in the established organization opportunities. Anticipates possible impact the organization opportunities or projects or
organizational environment objectives or goals. Develops and establishes responses to different Considers how present thinks about long-term
and incorporates them into broad scale, longer-term initiatives. policies, processes, and applications of current
decision-making. objectives, goals, or projects methods (not current activities.
(e.g., affecting a business, actions, but ongoing issues) Understands the projected
department, or might be affected by future direction of the GNWT and
organization). developments and trends. political environment and how
changes might impact the
organization.
© 2015, Hay Group Limited – All 8/42
rights reservedChange Leadership
Definition: Change Leadership involves creating a new vision for the organization and taking the required actions to ensure that the members of
the organization accept and support the vision. It generally requires the individual to be in a relatively senior or high level position, although this
is not always the case.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Understands why the change Defines a specific area where Defines an explicit vision for Identifies the need for Takes action to align the Initiates large or long-term
is required. change is needed to better change; may simplify, change by leading the organization with the change changes in the organization
Adapts plans to support strategic results, modify, or redefine a change process. vision. in response to anticipated
accommodate for change. though does not describe previous vision in specific Understands and utilizes the Engages staff and future requirements.
Demonstrates willingness to what those changes should terms. actions and behaviours stakeholders, to assess their Makes decisions and
change ideas or perceptions. be. Advocates and builds a necessary to move needs and concerns, recommendations based on
Makes changes to one group business case for change organizational change; throughout the change broad strategic insight
or program at a time to align that will help the creates a sense of urgency to process to generate regarding new directions
with the strategy or improve organization accomplish its achieve desired change e.g., commitment. focused on enhancing
performance. goals. rewarding/ disciplining Considers impact of changes program outcomes.
Builds on recent change behaviour in accordance on organization and culture. Leverages information gains
initiatives to increase with the change effort. Helps others respond throughout the change
enthusiasm and constructively during times process from the whole
commitment to the change of stress. organization to support
process. future initiatives.
© 2015, Hay Group Limited – All 9/42
rights reservedChange Management
Definition: Change Management is the ability to support a change initiative that has been mandated within the organization. It involves helping
the organization’s members understand what the change means to them, and providing the ongoing guidance and support that will maintain
enthusiasm and commitment to the change process. People with this competency willingly embrace and champion change. They take advantage
of every opportunity to explain their vision of the future to others and gain their buy-in.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Asks questions, seeks Publicly supports the Explains how change will Explains to individuals Takes specific and sustained Communicates change vision
clarification, and assesses mandated change initiative, affect work processes or specifically how the change action to ensure the and reasons for change in a
how things will be different verbally or in writing. structures in general. will affect their roles or successful implementation way that generates
when change is introduced May repeat this message on Integrates the change very positions. Integrates the of the change program. enthusiasm and
or anticipated. a number of occasions to clearly with existing work change very clearly with Reinforces the change commitment.
Relies on past experience to ensure organization and projects. existing work/projects. message with own actions Monitors change process at
understand the reason for members are clear on the Draws theoretical Builds on recent change and attitudes. organizational level and
change purpose and direction of the connections, speaks about initiatives to increase Publicly recognizes reports on results.
change. the change and desired enthusiasm and individuals who are Develops strategies to
outcomes in broad or commitment to the change demonstrating behaviours manage and facilitate
abstract terms. process. consistent with the “new change at the organizational
organization”. level.
© 2015, Hay Group Limited – All 10/42
rights reservedConflict Management
Definition: Conflict Management is the ability to develop working relationships that facilitate the prevention and/or resolution of conflicts within
the organization.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Recognizes that there is a Addresses conflict as it Reduces and resolves Promotes constructive Promotes interest-based Creates an open
conflict and respects others’ happens by working to conflict in a proactive conflict management by conflict prevention and environment where conflict
points of view. resolve conflict when manner. modelling and coaching resolution in the can be resolved positively.
Brings conflict to the directly involved. Works to resolve conflict others on the importance of organization. Empowers leaders and
attention of the appropriate Uses active listening to between others if the respecting different Provides consultation to or others to think through and
individual. resolve/ prevent conflict and conflict directly impacts on differences and resolving obtains resolve conflict issues –
Avoids taking things promote mutual the achievement of work issues. consultation/mediation for ensuring ownership of
personally. understanding. objectives. Assist team members with others on approaches and issues.
Identifies overlapping areas Anticipates and takes action handling problematic processes. Creates a conflict-resolving
of shared interests in an to mitigate/reduce potential situations or conflicts Intercedes in complex issues environment by anticipating
open, respectful and timely conflict management and to effectively by helping them or when conflict threatens and addressing areas where
manner. reduce and resolve conflict see the other point of view important business results or potential misunderstanding
at the outset, by and developing mutually client/stakeholder and conflict could emerge
encouraging continued, beneficial solutions to issues. relationships. and by addressing systemic
open, two-way Encourages team members workplace irritants.
communications. to resolve issues to build
respect among team
members and ownership for
a solution.
© 2015, Hay Group Limited – All 11/42
rights reservedContinuous Development
Definition: Continuous Development involves proactively taking actions to improve personal capability to meet organizational goals. It involves
being willing to assess one’s level of development, expertise and performance relative to one’s current job, or as part of focused career planning.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Looks only at previously Keeps abreast of new Analyzes own performance Actively seeks feedback from Seeks out new information Uses knowledge of own
learned approaches to information and to understand positive others including colleagues, and opportunities to and/or other areas of
generate solutions within developments or best experiences and set-backs customers/clients and enhance competencies and expertise and an in-depth
own discipline. practices in own field of and takes specific short-term managers, and integrates integrates the results into business understanding to
Shows limited curiosity to expertise (e.g., by reading, action to improve the results into personal own career planning. create a vision of what the
learn about new approaches liaising with organization performance in current job. development efforts. Takes action to improve own business could be with the
and what value they could and business core group Applies learning on the job. Takes feedback and abilities in line with career application of new or
add. contacts, or by attending Identifies underlying causes suggestions for personal goals, including volunteering emerging approaches, tools,
learning events). for success or lack of learning and integrates for “stretch” assignments methods and/or
Stays current with new tools, success, and takes action to these in own personal action and taking on increased technologies.
methods, technologies or ensure future success. plan. responsibilities. Taps into the knowledge of a
approaches that may wide variety of sources to
potentially impact the create a vision of the future
overall business of the and subsequent
organization. implications.
© 2015, Hay Group Limited – All 12/42
rights reservedCritical Thinking
Definition: Critical Thinking combines the ability to draw on one’s own experience, knowledge and training and effectively problem-solve
increasingly difficult and complex situations. It involves breaking down problems, tracing implications and recognizing patterns and connections
that are not obviously related. It translates into identifying underlying issues and making the best decisions at the most appropriate time. At
higher levels, the parameters upon which to base the decision become increasingly complex and ambiguous and call upon novel ways to think
through issues.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Uses no abstract concepts in Breaks problems into simple Breaks apart a problem and Makes multiple causal links: Uses several analytical or Creates new concepts that
the face of uncertainty or lists, tasks or activities links together pieces with a several potential causes of creative techniques to break are not obvious to others
lack of information. without assigning values or single link. events, several apart complex problems into and are not learned from
Responds to situations at priorities. Identifies alternative consequences of actions, or component problems or previous education or
face value. Uses common sense and approaches or actions to a multiple part chains of issues. experience, to think through
Requires some guidance or past experiences to problem. events. Draws on complex learned issues and/or resolve
support to determine if and approach problems and Is able to make a decision Analyses relationships concepts when examining problems.
when action is appropriate. make a decision. and take action quickly and among several parts of a patterns or trends and Consistently makes the right
Able to overcome minor decisively when there is not problem or situation. recognizes underlying decision when there are
obstacles and suggest enough information to Anticipates obstacles and issues/implications of competing and ambiguous
actions to make a decision predict the consequences thinks ahead about next decisions or courses of priorities.
without having all the with certainty. steps. action.
information.
© 2015, Hay Group Limited – All 13/42
rights reservedDeveloping Others
Definition: Developing Others is providing coaching, support and recognition to enhance employee performance, development and motivation.
It is encouraging individuals to be accountable for their own development and should include a diverse range of learning activities.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Demonstrates an interest in Encourages training and Works with employees to set Provides coaching to staff to Supports the development Promotes organizational
the careers of others. development activities. development objectives that assist them in meeting of the team through learning and development to
Is aware of training and Engages in discussions with support both their personal performance expectations performance management, ensure that the department
development activities staff regarding performance and organizational goals. and development goals. coaching and feedback. is well positioned to meet
available for staff. and development plans. Provides objective and Gives specific feedback for Works with people to future leadership needs.
Takes the time to answer Supports time for learning timely performance developmental purposes on identify and pursue creative Mentors others to enhance
questions and share and development. feedback. a regular basis. learning opportunities. their development.
information. Encourages others to pursue Recognizes individual and Identifies training or Challenges people to reach
professional development team contributions, both developmental needs both their highest potential.
activities. formally and informally. for individuals and the Promotes the development
Fosters continuous learning organization and establishes of future leaders.
in the organization. new methods or programs
to meet the need.
© 2015, Hay Group Limited – All 14/42
rights reservedEmpowerment
Definition: Empowerment is the ability to share responsibility with individuals and groups so that they have a deep sense of commitment and
ownership. People who practice empowerment participate and contribute at high levels, are creative and innovative, take sound risks, are willing
to be held accountable and demonstrate leadership. They also foster teamwork among employees, across government and with colleagues, and,
as appropriate, facilitate the effective use of teams.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Expresses positive Assigns routine tasks to Demonstrates trust by Publicly credits others who Creates a culture that Fosters an environment in which
expectations of others, employees and is confident recognizing and have performed well. supports the delegation of each area of the ministry takes
speaks of team members in in their ability to accomplish acknowledging that others Encourages and empowers significant responsibility responsibility for the
positive terms. tasks. have the skills and abilities others, makes them feel and authority. achievement of their strategic
Trusts their judgement and Demonstrates trust in necessary to achieve high strong or important. Assigns appropriate goals.
that they know what they employees’ ability to goals. Accepts and supports resources to individuals or Expresses confidence in the
are doing; shows respect for accomplish tasks to Supports employees in others’ considered views, work units to achieve organization’s ability to be
others’ intelligence. acceptable levels of developing performance recommendations, or business goals. successful.
performance, and assigns plans and setting own work actions. Inspires others to take on Delegates full authority and
appropriate resources to goals. new challenges. responsibility to work units and
employees. Encourages individuals to Celebrates team successes individuals with the latitude to
Communicates expectations make choices as to how and accomplishments. accomplish business goals in
to staff clearly and their work might be their own way.
effectively. accomplished. Holds people accountable for
excellent results and standards.
© 2015, Hay Group Limited – All 15/42
rights reservedExpertise
Definition: Expertise includes the motivation to expand and use technical knowledge to distribute work-related knowledge to others. This involves
a commitment to think about the ongoing and evolving needs of the organization and to learn how new and different solutions can be utilized to
ensure success and move the organization forward.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Answers questions as an Offers one’s knowledge to Shows curiosity or interest Demonstrates in-depth Maintains an in-depth Advocates use of the most
expert when asked. others when one sees an about new approaches, knowledge of one’s area of understanding of key effective application of
Shares with people about opportunity to add value, tools, methods and/or expertise. organizational issues and knowledge within the
current understanding of even if not asked. technologies in own field of Is able to speak implications. organization.
technical issues. Tries to answer deeper expertise on the job. knowledgeably and answer Demonstrates an in-depth Works to get new
issues, spends time helping Seeks out new approaches, questions about relevant understanding of potential approaches accepted.
others resolve technical tools, methods, techniques issues and considerations. Is solutions in areas of
problems. and/or technologies in own perceived and sought out by expertise that could impact
field of expertise by reading, others as an expert. the organization.
talking to others, attending Advises others in content Sees applicability of current
industry area. or emerging approaches,
seminars/conferences, tools, methods and/or
courses and/or by technologies to the future
experimentation on the job. needs of the organization.
© 2015, Hay Group Limited – All 16/42
rights reservedFlexibility
Definition: Flexibility is the ability and willingness to adapt to and work effectively within a variety of diverse situations, and with diverse individuals
or groups. Flexibility entails understanding and appreciating different and opposing perspectives on an issue, adapting one’s approach as situations
change and accepting changes within one’s own job or organization.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Demonstrates willingness to Accepts that other people’s Works creatively within Changes one’s approach as Changes the overall plan and Able to shift strategic focus
change ideas or perceptions points of view are standard procedures to fit a required to achieve intended implements new practices and activities of the
based on new information or reasonable or valid. specific situation. outcomes. for a specific area when organization quickly in
contrary evidence Acknowledges that people Understands policies and Prioritizes actions effectively original approach and response to changing
Listens to other people’s are entitled to their can work within them to in order to respond to assumptions are no longer priorities.
points of view opinions, and accepts that meet branch, work group, numerous, diverse valid.
they are different. team or individual goals. challenges and demands. Makes small or temporary
Steps into co-workers’ tasks organizational changes to
when needed or required. meet the needs of a specific
situation
© 2015, Hay Group Limited – All 17/42
rights reservedHolding People Accountable
Definition: Holding People Accountable involves setting high standards of performance and holding team members, other government
jurisdictions, outside contractors, industry agencies, etc., accountable for results and actions.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Wants to ensure that job Focused on achieving and Takes decisive and accurate Discusses openly and Implements and monitors Leads organization in
tasks are clear for self. exceeding standards of action to deliver value. directly with relevant clients department /project plans to achieving challenging goals.
States concern that performance. Encourages others to accept / stakeholders about deliver and improve results/ Consistently raises issues of
performance expectations Makes needs and responsibility for outcomes performance. address performance accountability to senior
are made clear and are requirements clear for providing balanced and Reviews unit performance Gives detailed explanation of leaders, offering
understood. others. objective feedback. against clear standards or specific department goals recommendations for
Gives basic directions and Gives a detailed explanation Jointly with staff, sets expectations. and clarifies expectations improvement while doing all
requirements to peers. of the goal: what it looks like standards, demands high Expects individuals to hold with others to ensure one can to improve the issue
for the individual and the performance, quality or themselves accountable. understanding. within one’s own scope.
group. resources; in a “clear and Addresses performance Reviews department
firm manner”. problems in a timely way by performance against clear
Acknowledges completed assessing performance standards or expectations.
work. against standards and acting Holds others accountable for
in a way to improve improving unit / team
performance. performance issues.
Provides recognition and
reward for work well done.
© 2015, Hay Group Limited – All 18/42
rights reservedImpact and Influence
Definition: Impact and Influence is the ability to influence, persuade, or convince others to adopt a specific course of action. It involves the use of
persuasive techniques, presentations or negotiation skills to achieve desired results.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Intends to have a specific Uses direct persuasion in a Takes two or more steps to Adapts a presentation or Uses chains of indirect Assembles coalitions, builds
effect or impact; expresses discussion or presentation persuade without trying to discussion to appeal to the influence: “get A to show B “informal” support for ideas;
concern but does not take (e.g., appeals to reason, adapt specifically to level or interest and level of others. so B will tell C such-and- selects information to have
any specific actions. data, other’s self-interests; interest of an audience. Anticipates the effect of an such” or takes two steps to specific effects, and uses
uses concrete examples, Includes careful preparation action or other detail on influence, with each step “group process skills” to lead
visual aids, demonstrations, of data for presentation or people’s image of the adapted to the specific or direct a group.
etc.). making two or more speaker or takes a well audience.
Makes no apparent attempt different arguments or thought-out dramatic or Uses experts or other third
to adapt presentation to the points in a presentation or a unusual action in order to parties to influence.
interest and level of the discussion. have a specific impact.
audience. Anticipates and prepares for
others’ reactions.
© 2015, Hay Group Limited – All 19/42
rights reservedInformation Seeking
Definition: Information Seeking is driven by a desire to know more about things, people or issues. It implies going beyond the questions that are
routine or required in the job. It may include “digging” or pressing for exact information; resolution of discrepancies by asking a series of questions;
or less-focused environmental “scanning” for potential opportunities or miscellaneous information that may be of future use.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Personally gathers basic Asks direct questions of the Investigates the problem or Asks a series of probing Makes a systematic effort Establishes ongoing systems
information and facts to people who are supposed to situation beyond routine questions to get at the root over a limited period of time or habits to get information.
address a problem or answer. questioning; clarifies unclear of a situation or a problem, to obtain needed data or Sets up individuals to
situation. Confirms information details. or a potential opportunity feedback. perform regular, ongoing
Uses readily available received. Finds those closest to the below the surface issues Conducts in-depth information gathering in
information. Seeks out or includes people problem and investigates presented. investigation from unusual order to monitor the
Knows who to go to for who are directly involved. further, such as asking, Calls on others who are not sources. environment or uncover
information – asks for help. “What happened?” (May personally involved, to get Does formal research, or barriers / opportunities for
include personally going to their perspective, may commission others to the organization.
investigate the problem). background information, do formal research (may
experience, etc. include market, financial,
Does not stop with the first stakeholder research).
answer; is persistent in
uncovering why something
happened.
© 2015, Hay Group Limited – All 20/42
rights reservedInitiative
Definition: Initiative involves identifying a problem, obstacle or opportunity and taking appropriate action to address current or future problems
or opportunities. As such, initiative can be seen in the context of proactively doing things and not simply thinking about future actions. Formal
strategic planning is not included in this competency.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Recognizes and reacts to Acts quickly and decisively in Creates opportunities or Anticipates and prepares for Anticipates situations 1–2 Proactively identifies areas
present opportunities a crisis or other time- minimizes potential a specific opportunity or years ahead or more that are in the long-term
Reacts to present problems, sensitive situation problems by a unique extra problem that is not obvious Acts to create opportunities interests of the organization.
including overcoming Acts with a sense of urgency effort (new program, special to others. or avoid problems that are Develop plans to address
obstacles when the norm is to wait, travel, etc.) occurring within Takes action to create an not obvious to others. these areas (which will
study the situation, and a 1-3 month time frame. opportunity or avoid future typically be multi-year
hope the problem will crisis, looking ahead 4–12 plans).
resolve itself months.
© 2015, Hay Group Limited – All 21/42
rights reservedInnovation
Definition: Innovation indicates an effort to improve performance by doing or promoting new things, such as introducing a previously unknown
or untried solution or procedure to the specific area or organization.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Creates a new approach or Consistently questions and Impacts job efficiency and Improves performance by Improves performance by Encourages creativity on the
new tactic to make day-to- challenges the adequacy and objectives by doing doing something that may doing things that may be part of others by highlighting
day job tasks more quality of traditional thinking something new and different be new and different in the unique, leading-edge or new the benefits of innovation
interesting or appealing. (i.e., the “way things have within the area but not organization, but not to the government/public or and change on the overall
Helps to redesign an existing always been done”) by necessarily new to the work necessarily new to the public private sector. performance of the
process or system that needs engaging in active and unit/organization. sector. Takes calculated risks in organization and/or the
to be updated. responsible dialogue. Takes established practice or Adopts a cross-boundary trying something new. performance of a specific
Uses diverse perspectives to idea used elsewhere with mentality in own work and area.
improve the effectiveness of successful results and adapts encourages it in others. Uses innovative methods
a currently existing business it in a new way to meet the Proactively shares and tactics to foster
strategy. current situation. information and resources creativity in others and an
Challenges others across areas to better environment that supports
perspectives that are limited leverage the capabilities of innovative efforts.
or short-term. Organization/Government. Acts in a way which helps
others to generate
breakthrough ideas, fresh
perspectives and new
opportunities.
© 2015, Hay Group Limited – All 22/42
rights reservedInnovation and Change
Definition: Innovation and Change is supporting and encouraging new ideas and approaches to enhance performance and results. It is embracing
change, taking intelligent risks, and helping others to engage in the change process.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Is open to new and diverse Continuously seeks better Introduces new ideas and Develops new approaches Creates an environment that Leads/champions
ideas. ways to get the job done. approaches to the team. and takes calculated risks in fosters creativity and organizational innovation
Questions or challenges the Implements ideas for Generates ideas and can trying something new. innovation in others. and change – consistently
way things have always been continuous improvement identify best approach to a Fosters a climate in which Takes risks and applies looks for ways to improve
done. within own area. process or system. others feel safe to innovative solutions to the organization.
Suggests ways to improve Adapts readily to change. (evaluates strengths and contribute their suggestions. enhance results. Articulates a clear vision for
the effectiveness of a Generates ideas and can weaknesses) Supports innovation and Gains commitment for innovation and change.
current task. identify a new approach to a Proactively shares change by respecting/ change from employees. Champions and sponsors
task or job. information and resources valuing new ideas, Actively looks for innovation and change
across areas. encouraging new opportunity in uncharted activities.
Assists others in adapting to perceptions/ insights. territory. Addresses organizational
change. Motivates others to find barriers to change.
improved ways of working. Leads large scale
organizational change.
© 2015, Hay Group Limited – All 23/42
rights reservedIntegrity
Definition: Integrity refers to actions that are consistent with what one says are important. People with integrity “walk the talk” by communicating
intentions, ideas and feelings openly and directly, and welcoming openness and honesty even in difficult negotiations.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Recognizes when a situation Expresses what one is Acts on values when it is not Takes a stand on issues Holds others to a high level Promotes a culture where
conflicts with one’s own thinking even when it is not easy to do so; speaks out based on values or beliefs of of integrity. integrity thrives and others
values or the values of the required or when it would when difficult to do so. what is good for the Challenges powerful others feel safe to report
organization. be easy to refrain from being Publicly admits having made organization, even if it is not to act on espoused values. behaviours contrary to the
Consistently thinks about open about the situation. a mistake. readily accepted or Supports others who take a values of the organization.
what the right thing to do is Operates consistently with Maintains integrity appreciated. stand regarding contrary In the face of significant
(acts with integrity). value base, for example, regardless of pressures from Articulates clearly to higher behaviours. personal or professional
Is consistent in keeping takes pride in being others or other stressors. authorities disagreeable Promotes and enforces cost, stands firm on a
commitments and following trustworthy. behaviours, based on value organizational policies, decisions that are consistent
rules that are consistent base, in spite of the values and ethical practice. with personal values and
with values. potential for negative those of the organization.
consequences.
© 2015, Hay Group Limited – All 24/42
rights reservedLeadership
Definition: Leadership is inspiring people and teams to reach their fullest potential. Leadership is about positively influencing people and events
and can be demonstrated at every level of an organization.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Works positively and Manages meetings and team Works with the team to Encourages and empowers Engages team in developing Communicates a compelling
proactively with the team to interactions effectively. develop a shared purpose. others to achieve the team’s strategies to meet current vision and clear direction.
meet team goals. Communicates openly and Promotes team morale and goals. and future challenges. Generates organizational
Expresses positive honestly. spirit. Manages the group Inspires people to support commitment to the vision
expectations of others. Shares useful and relevant Creates a co-operative and processes and keeps the the team and organization and to action that is aligned
Supports decisions that information and explains the productive environment. team focussed. direction. with the government’s
benefit other functions or rationale behind decisions. Delivers consistent messages Champions group’s position Fosters a climate of strategic direction.
groups for the good of the Encourages individual and that reinforce the or decisions both internally openness and trust among Demonstrates personal
organization. team input. organization’s priorities and externally. team members. commitment to the team,
Consults with others to Works to resolve obstacles Sets a good example by vision and goals.
support group processes. outside of the team’s direct personally modelling Faces difficult issues and
influence. positive leadership makes tough and timely
behaviours. decisions to achieve the
vision.
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rights reservedListening, Understanding and Responding
Definition: Listening, Understanding and Responding is the desire and ability to understand and respond effectively to other people from diverse
backgrounds. It includes the ability to understand accurately and respond effectively to both spoken and unspoken or partly expressed thoughts,
feelings and concerns of others. People who demonstrate high levels of this competency demonstrate an understanding of others, including cross-
cultural sensitivity.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Listens carefully before Puts self in others’ shoes to Uses empathy to understand Invites the contribution of Displays an in-depth Makes an assessment of
responding. gain greater understanding. and reflect peoples’ information and ideas to understanding of the group or individual strengths
Listens to what people say Actively seeks to understand perspectives. help form decisions or plans. ongoing reasons for a and weaknesses based on a
and responds accordingly. others by asking questions Responds to people’s Listens to and encourages person’s behavior or deeper understanding of the
Asks questions to clarify and reiterating the concerns in a proactive differing opinions – is able to responses. individual or team dynamics
what is expressed. responses to check manner that promotes long- help others see things from a Is able to anticipate and at play.
Focuses on pertinent understanding before term solutions. different perspective. predict others’ reactions and Sets the organizational
information. drawing conclusions or Understands why people Facilitates effective uses that understanding to standard for listening and
advocating own opinions. address concerns or issues. responding in order to foster
Allows others to express behave in a certain way in interpersonal
opinions/views. Understands unspoken given situations; accurately communication between Uses that understanding to a culture that is supportive
messages and adapts assesses root causes of teams or team members in plan for effective and understanding of others.
response accordingly. individual’s behaviours. order to impact overall interactions and to foster
effectiveness. long-term positive
relationships.
© 2015, Hay Group Limited – All 26/42
rights reservedManaging Organizational Resources
Definition: Managing Organizational Resources is the ability to understand and effectively manage organizational resources (e.g., people,
materials, assets, budgets). This is demonstrated through measurement, planning and control of resources to maximize results. It requires an
evaluation of qualitative (e.g., client satisfaction) and quantitative (e.g., service costs) needs.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Understands key resource Understands how to manage Ensures that things are done Promotes the need for and Thinks creatively about the Makes decisions that
issues affecting one's basic budgets and other using efficient and effective models the effective allocation of organizational improve effective utilization
responsibilities and how organizational resources. alternatives while utilization of resources. resources to ensure the of resources for the
these relate to the Monitors the use of maintaining or improving Obtains ongoing information mandate of the department. organization even when own
organization. resources and is able to quality of programs, and feedback about Commits resources or frees branch, division or team
Uses resources available to identify wasteful practices. processes or services. resource utilization to make up resources as appropriate. must "sacrifice".
oneself thoughtfully and Makes sound resource timely, effective decisions. Allocates and manages This includes utilizing
respectfully. decisions relative to scope of May make resources organizational resources resources to meet current
work based on an available to other areas in transparently. and future business goals,
understanding of their the organization as needed. with a view and tie-in to the
impact. tactical and strategic aspects
of the business.
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rights reservedOrganizational Awareness
Definition: Organizational Awareness is the acumen to appreciate and the ability to use the formal and informal roles, relationships and structures
in either one’s own, or other, organization(s). This includes the ability to identify the real decision-makers and the individuals who can influence
them; and to predict how new events or situations will affect individuals and groups within the organization.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Recognizes or uses the Understands informal Recognizes and/or uses the Recognizes unspoken Understands, describes (or Understands (and addresses)
formal structure or hierarchy structures (identifies key informal structure of an organizational limitations - uses) ongoing power the reasons for ongoing
of an organization, “chain of actors, decision-influencers, organization. what is and is not possible at relationships within the organizational behaviour or
command,” positional etc.). Recognizes key influencers certain times or in certain organization (alliances, the underlying problems,
power, rules and Applies this knowledge in and applies this knowledge positions. rivalries), with a clear sense opportunities or political
regulations, Standard support of the formal when formal structure does Recognizes and uses the of organizational impact. forces affecting the
Operating Procedure, etc. structure. not work as well as desired. corporate culture and the Builds broad-based support organization.
Knows how to get things language, etc., that will for an idea based on an Demonstrates understanding
done within the produce the best response. understanding of the of the reasons or history
organization. informal hierarchies and the behind decisions or
organizational culture. practices, and takes these
into account when deciding
on a course of action.
© 2015, Hay Group Limited – All 28/42
rights reservedPlanning, Organizing and Co-ordinating
Definition: Planning, Organizing and Co-ordinating involves proactively planning, establishing priorities and allocating resources. It is expressed
by developing and implementing increasingly complex plans. It also involves monitoring and adjusting work to accomplish goals and deliver to the
organization’s mandate.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Efficiently uses time to Develops work plans for Organizes and co-ordinates Develops operational plans Develops and implements Demonstrates an in-depth
completes tasks/projects on others considering the the allocation of staff, funds, and provides contingencies. efficient work plans for understanding of the
time through the routine team’s objectives, technology, process and/ or Establishes measures to complex projects. relationships both internal
planning of own work and responsibilities, facilities. assess progress against the Demonstrates a strong and external to the
organization of resources. accountabilities, timelines Makes plans based on plan. understanding of the organization and takes
Keeps appropriate people and resources. analysis and interpretation Adjusts the plan relationships among various timely, strategic actions in
informed on progress of Prioritizes work of the team of organizational goals. appropriately and takes components of large-scale facilitating groups and
tasks/projects. in order to meet the team’s Monitors and evaluates the initiative to follow through programs that cut across diverse areas to work
objectives. impact of the project on rather than wait for groups, organizing them so together effectively and
others and effectively problems to arise. that resources are used most accomplish the mandate of
the organization.
communicates at Recognizes problems, takes effectively.
appropriate stages. corrective/preventive action Is prepared for, anticipates, Ensures contingency plans
and keeps people informed and effectively deals with exist for problems and
of plans, progress, and problems and roadblocks. situations that might occur
decisions. that could impact
achievement of the
organization’s strategy.
© 2015, Hay Group Limited – All 29/42
rights reservedProblem Solving/Judgement
Definition: Problem Solving/Judgement is the ability to analyze problems systematically, organize information, identify key factors, identify
underlying causes and generate solutions.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Identifies obvious task Sees single causal link Analyzes pro-and-cons and Recognizes several likely Identifies a number of Coordinates with
related problems. between components of a establishes basic priorities or causes of events, or multiple solutions and weighs the stakeholders; one’s own
Breaks problems into simple problem/situation. relationships. consequences and value of each to improve network, subject-matter
components, in order to Takes into account the Recognizes cause and effect undertakes activities results. experts and /or additional
identify required lists of implications of selecting relationships. accordingly. Uses several analytical senior staff to interpret and
tasks or activities. different options. Breaks down complex Acquires new information techniques to break apart solve organizational issues,
Follows multi-step Ensures problem is situations into manageable and applies knowledge to complex situations or and long-term problems.
instructions or directions. considered in an objective parts in a systematic way. analyze issues and resolve problems to reach a Creates models or
Considers relevant manner. Assesses rick before taking problems. solution. frameworks that enables the
information that applies to action. Interprets information Assesses problems understanding of powerful
the current problem accurately in order to make systematically and includes ideas and concepts about
a decision or long-term trends or risk. the business.
recommendation. Analyzes outcomes in order
Distinguishes between to make decisions, set
information that is relevant priorities or choose goals on
to the issue – disregards the basis of calculated inputs
irrelevant information and outputs.
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