Analytical Thinking/Judgment is the ability to address or solve a problem, issue or situation by breaking it into smaller pieces and tracing the implications in a step-by-step way to identify appropriate solutions. It includes organizing the parts of a problem, situation, etc., in a systematic fashion; making systematic comparisons of different features or aspects; setting priorities on a rational basis; demonstrating sound judgment; and identifying time sequences, causal relationships or if–then relationships.
Change Leadership is the ability to energize and alert groups to the need for specific changes in the way things are done and lead them forward in a manner that is consistent with Public Service values.
Client Service Orientation
Client Service Orientation consists of focusing one’s efforts on discovering and meeting the client’s needs. It implies a genuine desire to help or serve others, to meet their needs, and to treat them with respect, impartiality and fairness. It also includes acting towards clients with honesty and honouring one’s commitments. “Clients” include internal or external “customers”, such as members of the public, other Public Service employees, partner businesses or organizations, employees of other organizations, etc.
Commitment to Learning
Commitment to Learning consists of recognizing personal strengths, development needs and evolving circumstances in the surrounding environment, and taking the necessary steps to improve current and future job performance.
Conceptual Thinking is the ability to solve problems by identifying patterns or connections between situations that are not obviously related, and identifying key or underlying issues in complex situations.
Concern for Order
Concern for Order reflects an underlying drive to reduce uncertainty in the surrounding environment. It is expressed in such forms as monitoring and checking work or information, insisting on clarity of roles and functions, etc.
Creative Thinking / Innovation
Creative Thinking and Innovation is about being able to think outside the box, invent new ways of doing things, new solutions, new approaches and new perspectives. Although there is a cognitive component to this competency, it is also the demonstration of a personal perspective on things.
Developing Others involves a genuine intent and passion to foster the long-term learning or professional development of others. Its focus is on the developmental intent and effect rather than on a formal training role.
Effective Interactive Communication
Effective Interactive Communication implies the ability to transmit and receive information clearly and communicate effectively to others by considering their points of view in order to respond appropriately. It includes using tact, diplomacy, respect, openness and honesty in all communications as well as the ability to convey ideas and information in a way that brings understanding to the target audience.
Flexibility is the ability to adapt to and work effectively within a variety of situations, and with various individuals or groups. Flexibility entails being understanding, tolerant and accommodating to others, as well as appreciating diversity in others’ styles and behaviours. It consists of being open minded to change or to different and opposing perspectives on an issue, adapting one’s approach as the requirements of a situation evolve, and easily accepting changes in one’s own organization or job requirements.
Impact and Influence
Impact and Influence implies an intention to persuade, convince, influence or impress others (individuals or groups) in order to get them to go along with or to support the speaker’s agenda. It is based on the desire to have a specific impact or effect on others to win them over or get them to pursue a course of action that the speaker wants the others to adopt. This competency is always demonstrated in a positive and respectful manner, consistent with Public Service values and organizational goals.
Information Seeking is driven by an underlying curiosity and 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 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.
Initiative refers to the identification of a problem, obstacle or opportunity and depicts a strong bias for taking action in light of this identification to address current or future problems or opportunities. Being a self-starter, an autonomous and pro-active individual, and demonstrating a “can-do” approach to work are evidence of this competency in action.
Integrity is about acting in a way that is consistent with what one says (he or she “walks the talk”); that is, one’s behaviour is consistent with one’s values (values may come from the organization, society, code of conduct, or personal moral codes). It includes behaving openly, fairly and impartially, honouring one’s commitment and words, and working to uphold the organization’s integrity and values.
Organizational Awareness is the ability to understand and learn the power relationships in one’s own organization or in other organizations (clients, partners, etc.). This includes the ability to identify who the real decision-makers are; the individuals who can influence them; and to predict how new events or situations will affect individuals and groups within the organization.
Organizational Commitment consists of showing a genuine desire to align one’s own behaviour with the values, needs, priorities and goals of the organization. It may appear as putting an organizational mission before one’s own preferences and forcefully defending its integrity.
Relationship / Network Building
Relationship/Network Building is the ability to build and maintain effective and constructive working relationships, partnerships or networks of contacts with people who are, or might someday be, instrumental in achieving work-related goals. It includes demonstrating strong interpersonal relations where one interacts with others in ways that advance the work of the organization by developing respect, trusted and close mutual understanding, and productive working relationships.
Results Orientation is a genuine drive, focus and dedication for working towards obtaining results. It is about knowing what results are important and focusing efforts and/or resources to achieve them, in alignment with the objectives of the team, work unit, branch, department and/or organization. Goal attainment activities are accomplished with a deep understanding of and respect for the values of the Public Service, the people involved, and for using resources in an efficient, effective and ethical manner.
Self-confidence is about depicting a belief in one’s own capability to accomplish a task and select an effective approach to a task or problem. This includes confidence in one’s ability as expressed in increasingly challenging circumstances and confidence in one’s decisions or opinions.
Self-Control / Stamina
Self control and Stamina is the ability to keep one’s emotions under control and restrain negative actions when provoked, when faced with opposition or hostility from others, or when working under conditions of stress. It also includes the ability to maintain stamina under continuing stress.
Strategic Thinking is the ability to think in a broad sense about organizational issues, and identify key or underlying factors in complex organizational situations. It includes the ability to identify priorities and opportunities for the organization, develop necessary business plans and align daily work with the mandate, values, and long-range visions or directions of the Government.
Team Leadership is the ability to step in and take a role as leader of a team or other group. It implies a desire to lead others and to instil in others a passion for their work, the mission and values of the organization, and the importance for acting with integrity, respect, impartiality, service orientation and competence.
Note: Team Leadership is generally, but certainly not always, shown from a position of formal authority. The “team” here should be understood broadly as any group in which the person takes on a leadership role.
Teamwork and Cooperation
Teamwork and Cooperation implies the intention to work cooperatively with others, to be part of a team, to work together, as opposed to working separately or competitively. Teamwork and Cooperation may only be considered when the subject is a member of a group of people functioning as a team, generally where he or she is not the leader (e.g., functional work groups, etc.). “Team” is broadly defined as any task or process-oriented group of individuals.
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