4 behavioural competency dictionary

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  • 1. BEHAVIOURAL COMPETENCY DICTIONARY Presentation by Prof.M.S.S.Varadan ChairmanOm Consultants (India) Pvt. Ltd. C O N S U L T A N T S U N L O C K IN G P EO PL E P O T E N T I A L
  • 2. BEHAVIOURAL COMPETENCIES DICTIONARYWhat are competencies?Competencies are observable abilities, skills,knowledge, motivations or traits defined in terms ofthe behaviours needed for successful jobperformance.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 3. BEHAVIOURAL COMPETENCIESHow Are the Competencies Structured?For all competencies in the dictionary, a definition isprovided. Each competency also includes a proficiencyscale that indicates the full range of expression of thecompetency. Most proficiency scale have five levels.Each proficiency is described in terms of behaviouralindicators. The behaviours at each level of the scale areillustrative rather than definitive; that is other examplesof behaviour are possible. Each competency scale iscumulative which means that, although behaviours fromlower levels are not repeated at higher level, theynonetheless apply.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 4. BEHAVIOURAL COMPETENCIESHow to Use the Dictionary?The contents of dictionary represent the behavioural ornon-technical competencies that apply to IT jobs in thefederal Public Service. The dictionary can be used for avariety of purposes including recruitment and staffing,learning and career development and performancemanagement. For each job, choose the competenciesand proficiency learning that are most critical toperformance excellence.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 5. ACHIEVEMENT ORIENTATIONFocusing efforts on achieving high quality resultsconsistent with the organization’s standardsLevel 1Strives to meet work expectationLevel 2Consistently meets established expectationsLevel 3Surpasses established expectationsC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 6. ACHIEVEMENT ORIENTATION Level 4Seeks out significant challengesLevel 5Pursues excellence on an organizational levelNote : “Achievement Orientation” links to the competency“Personality” identified as relevant for federal PublicService leaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 7. ADAPTABILITYManaging and adjusting own behaviours to workeffectively in light of new information, changingsituations and / or different environmentsLevel 1Recognizes that change will happenLevel 2Adapts one’s work method to a situationLevel 3Adapts to a variety of changesC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 8. ADAPTABILITY Level 4Adapts to large, complex and / or frequent changesLevel 5Adapts organizational strategiesNote : “Adaptability” links to the competency “BehaviouralFlexibility” identified as relevant for federal Public Serviceleaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 9. ANALYTICAL THINKINGUnderstanding, linking, and analyzinginformation to understand issues, identifyoptions and support sound decision makingLevel 1Analyzes and synthesizes informationLevel 2Identifies critical relationshipsLevel 3Analyses complex relationshipsC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 10. ADAPTABILITY Level 4Applies broad analysisLevel 5Applies a whole systems perspectiveNote : “Analytical Thinking” links to the competency“Cognitive Capacity” identified as relevant for federalPublic Service leaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 11. CHANGE LEADERSHIPManaging and facilitating the process of changeand transition while helping others deal withtheir effectsLevel 1Makes others aware of changeLevel 2Underscores the positive nature of changeLevel 3Manages the process for changeC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 12. ADAPTABILITYLevel 4Maintains alignment with organizational objectivesLevel 5Champions changeC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 13. CLIENT FOCUSProviding service excellence to internal andexternal clientsLevel 1Responds to client requestsLevel 2Builds positive client relationsLevel 3Evaluates and adapts to client needsC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 14. CLIENT FOCUS Level 4Fosters a client-focussed cultureLevel 5Considers the strategic direction of client focusC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 15. COMMUNICATIONListening to others and communicating in aneffective manner that fosters opencommunicationsLevel 1Listens and clearly presents informationLevel 2Fosters two-way communicationLevel 3Adapts communication to othersC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 16. COMMUNCIATION Level 4Communicates complex messagesLevel 5Communicates strategicallyC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 17. CONFLICT MANAGEMENTFacilitating the prevention, management and / orresolution of conflictsLevel 1Notice conflictLevel 2Addresses existing conflictLevel 3Addresses potential conflictC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 18. COMMUNCIATION Level 4Introduces strategies for resolving conflictLevel 5Creates an environment where conflict is resolvedpositivelyC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 19. CONTINUOUS LEARNINGIdentifying and addressing personal strengths,developmental needs and changing circumstancesto enhance performance and career growthLevel 1Assesses and monitors oneself to maintain personaleffectivenessLevel 2Seeks to improve personal effectiveness in currentsituationLevel 3Seeks learning opportunities beyond currentrequirementsC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 20. CONTINUOUS LEARNINGLevel 4Aligns personal development with objectives oforganizationLevel 5aligns personal leaning with anticipated change inorganizational strategyNote : “Continuous Learning” links to the competency“Creativity” identified as relevant for federal Public Serviceleaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 21. CREATIVE THINKINGQuestioning conventional approaches and responding tochallenges with innovative solutions or services, usingintuition, experimentation and fresh perspectivesLevel 1Acknowledges the need for new approachesLevel 2Modifies current approachesLevel 3Introduces new approachesC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 22. CREATIVE THINKINGLevel 4Creates new conceptsLevel 5Nurtures creativityNote : “Creative Thinking” links to the competency“Creativity” identified as relevant for federal Public Serviceleaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 23. DECISION MAKINGMakes decisions involving varied levels of riskand ambiguityLevel 1Makes decisions based solely on rulesLevel 2Makes decisions by interpreting rulesLevel 3Makes decisions in vague situationsC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 24. DECISION MAKINGLevel 4Makes complex decisions in the face of ambiguityLevel 5Makes high-risk decisions in the face of ambiguityC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 25. DEVELOPING OTHERSFostering the development of others by providinga supportive environment for professional growthLevel 1Shares expertisewith othersLevel 2Supports individual development and improvementLevel 3Promotes ongoing learning and developmentC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 26. DEVELOPING OTHERSLevel 4Provides the means for team developmentLevel 5Creates a continuous learning and developmentenvironmentNote : “Developing Others” links to the competency“Creativity” identified as relevant for federal Public Serviceleaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 27. IMPACT AND INFLUENCEGaining support from and motivating others toadvance the objectives of the organizationLevel 1Uses facts and available information to persuadeLevel 2Adapts arguments to others needsLevel 3Demonstrates the benefit of ideasC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 28. IMPACT AND INFLUENCELevel 4Builds coalitionsLevel 5Use complex influence strategiesC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 29. INITIATIVEIdentifying and dealings with issues proactivelyand persistently, seizing opportunities that ariseLevel 1Addresses current issuesLevel 2Addresses imminent issuesLevel 3Acts promptly in a crisis situationC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 30. INITIATIVELevel 4Looks to the futureLevel 5Encourage initiative in othersC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 31. NETWORKING / RELATIONSHIP BUILDINGSeeking and maintaining working relationshipsand / or networks of contacts to further theorganization’s goalsLevel 1Accesses known sources of informationLevel 2Builds personal contactsLevel 3Seeks new networking opportunities for self and othersC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 32. NETWORKING/ RELATIONSHIP BUILDING Level 4Strategically expands networksLevel 5Creates networking opportunitiesC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 33. ORGANIZATIONAL & ENVIRONMENTAL AWARENESSUnderstanding the working, structure and cultureof the organization as well as the political, socialand economic issues, to achieve resultsLevel 1Understands formal structureLevel 2Understands informal structure and cultureLevel 3Effectively operates in external environmentsC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 34. ORGANIZATIONAL & ENVIRONMENTAL AWARENESSLevel 4Understands organizational politics, issues and externalinfluencesLevel 5Operates effectively in a broad spectrum of political,cultural and social milieuNote : “Organizational and Environmental Awareness” linksto the competency “Organizational Awareness identified asrelevant for federal Public Service leaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 35. PARTNERINGSeeking and building strategic alliances andcollaborative arrangements to advance theobjectives of the organizationLevel 1Operates effectively within partnershipsLevel 2Manages existing partnershipsLevel 3Seeks out partnership opportunitiesC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 36. PARTNERINGLevel 4Facilitates partnershipsLevel 5Sets strategic direction for partneringNote : “Partnering” links to the competency relevant forfederal Public Service leaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 37. PLANNING AND ORGANIZINGDefining tasks and milestones to achieve objectives,while ensuring the optimal use of resources to meetthose objectivesLevel 1Uses formal and informal systems to achieve business /work objectiveLevel 2Successfully completes activities and delivers programsin a timely mannerLevel 3Develops plans for the business unitC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 38. PLANNING AND ORGANIZINGLevel 4Effectively organizes othersLevel 5Plans and organizes at a strategic levelNote : “Planning and Organizing” links to the competency“Action Management” identified as relevant for federalPublic Service leaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 39. RISK MANAGEMENTIdentifying, assessing and managing risk whilestriving to attain objectivesLevel 1Supports risk taking by othersLevel 2Personally takes risksLevel 3Personally takes significant risksC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 40. RISK MANAGEMENTLevel 4Leads high-risk initiativesLevel 5Provides organizational guidance on riskC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 41. STEWARDSHIP OF RESOURCESEnsure the wise use of Public Service resources,whether human, financial, material, or informationalLevel 1Uses resources effectivelyLevel 2Ensures effective resource utilizationLevel 3Controls resource useC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 42. STEWARDSHIP OF RESOURCESLevel 4Implements systems to ensure stewardship of resourcesLevel 5Ensures strategic stewardship of resourcesNote : “Resource Stewardship” links to the competency“Action Management” identified as relevant for federalPublic Service leaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 43. STRESS MANAGEMENTMaintaining concentration and effectiveness in theface of stressLevel 1Works in low level stress situationsLevel 2Adjusts to temporary peaks in stress levelsLevel 3Adapts to prolonged stressC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 44. STRESS MANAGEMENTLevel 4Employs stress management strategiesLevel 5Assists others to deal with stressNote : “Stamina / Stress Resistance” was identified as acompetency relevant for federal Public Service leaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 45. TEAMWORKWorking collaboratively with others to achievecommon goals and positive resultsLevel 1Participates as a team memberLevel 2Fosters teamworkLevel 3Demonstrates informal leadership in teamsC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 46. TEAMWORKLevel 4Capitalizes on teamwork opportunitiesLevel 5Builds bridges between teamsNote : “Teamwork” and “Interpersonal Relations” wereidentified as competencies relevant for federal PublicService leaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 47. TEAM LEADERSHIPLeading and supporting a team to achieve resultsLevel 1Keeps the team informedLevel 2Ensures the needs of the team and of members are metLevel 3Ensures team member inputC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 48. TEAM LEADERSHIPLevel 4Empowers the teamLevel 5Inspires team membersC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 49. VALUES AND ETHICSCreating and supporting the principles and values ofthe organization and the Public Service as a wholeLevel 1Demonstrates behaviours consistent with theorganiations’s valuesLevel 2Identifies ethical implicationsLevel 3Promote the organization’s value and ethicsC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 50. VALUES AND ETHICSLevel 4Sets the standardsNote : “Ethics and Values” was identified as a competencyrelevant for federal Public Service leaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 51. VISIONING AND STRATEGIC THINKINGDeveloping and inspiring commitment to a vision ofsuccess; supporting, promoting and ensuringalignment with organization’s vision and valuesLevel 1Demonstrates personal work alignmentLevel 2Promotes team alignmentLevel 3Aligns program / operational goals and plansC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 52. VISIONING AND STRATEGIC THINKINGLevel 4Influences strategic directionLevel 5Develops visionNote : “Visioning” was identified as a competency relevantfor federal Public Service leaders.C O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 53. THE 45 COMPETENCIES Six ClustersIntellectual1. Information collection2. Problem Ananlysis3. Numerical interpretation4. Judgement5. Critical faculty6. CreativityC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 54. THE 45 COMPETENCIESIntellectual7. Planning8. Perspective9. Organizational Awareness10. External Awareness11. Learning Oriented12. Technical ExpertiseC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 55. THE 45 COMPETENCIESPersonal13. Adpatability14. Independence15. Integrity16. Stress Tolerance17. Resilience18. Detail Consciousness19. Self-management20. Change OrientedC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 56. THE 45 COMPETENCIESCommunication21. Reading22. Written Communication23. Listening24. Oral Expression25. Oral PresentationC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 57. THE 45 COMPETENCIESInterpersonal26. Impact27. Persuasiveness28. Sensitivity29. Flexibility30. Ascendancy31. NegotiatingC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 58. THE 45 COMPETENCIESLeadership32. Organizing33. Empowering34. Appraising35. Motivating Others36. Developing Others37. LeadingC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 59. THE 45 COMPETENCIESResult Oriented38. Risk Taking39. Decisiveness40. Business Sense41. Energy42. Concern for Excellence43. Tenacity44. Initiative45. Customer OrientedC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 60. LANCASTER MODEL OF MANAGERIAL COMPETENCIES Command of basic facts Basic knowledge and Relevant information Professional understanding The successful managerC O N S U L T A N T SU N L O C K IN G P EO P L E P O T E N T I A L
  • 61. LANCASTER MODEL OF MANAGERIAL COMPETENCIESContinuing sensitivityto eventsAnalytical problemsolving decision /judgement-makingskills The Skills and successfulSocial skills and attributes managerabilitiesEmotional resilienceProactivity ofinclination to respondpurposefully to events
  • 62. LANCASTER MODEL OF MANAGERIAL COMPETENCIES The successfulCreativity managerMental agility ‘Meta- qualities’Balanced learninghabits and skillsSelf-knowledge