2. 2
Table of Contents
Context..................................................................................................................................3
The OPS Leader-Manager Competency Model - 2010 .........................................................4
The Competency Continuum.................................................................................................5
Focus Areas......................................................................................................................5
Leader-Manager Focus Areas Charts................................................................................6
Leader-Manager Model Applications.....................................................................................7
Leader-Manager Model Applications.....................................................................................8
Talent Management (Talent Profile, Assessment, and Performance Management) ..........8
Recruitment and Hiring......................................................................................................8
Learning & Growth ............................................................................................................9
OPS Learning & Development...........................................................................................9
Succession Planning .........................................................................................................9
OPS Leader-Manager Competency Model Dictionary.........................................................10
Competencies by Roles……………………………………………………………………………23
3. 3
THE OPS LEADER-MANAGER
COMPETENCY GUIDE 2010
Context
The pace of change at all levels of the organization continues to be rapid as the OPS
responds to changing demands on public service, the impact of new technologies, pressure
for greater efficiency and effectiveness and higher customer expectations. In this context,
having employees and managers with current and transferable knowledge, skills and
attributes has been essential for the OPS since the late 90s.
In 1997, the need to identify the essential attributes required for OPS managers resulted in
the introduction of 15 core corporate competencies for employees in the Senior
Management Group.
Recognizing the evolving and changing business requirements, in 2005 the OPS identified
four leader-manager competencies and two attributes that are distinct and critical for
leadership mastery.
In 2009, consistent with best public and private organization practices, we re-examined the
OPS leader-manager competency model to ensure that the competency descriptions and
supporting human resources applications are current, accurate and aligned with changing
business requirements.
4. 4
The OPS Leader-Manager Competency Model - 2010
The OPS Leader-Manager Competency Model consists of four leader-manager
competencies (delivers, transforms, inspires and connects) and the two personality
attributes (integrity and self-awareness). These are observable personal qualities,
capabilities and attributes that describe the results we want to achieve and how we achieve
them.
5. 5
The Competency Continuum
The OPS Leader-Manager Competency Model is a continuum of leadership mastery that
applies to both management and leadership activities. The increasing emphasis on strategic
requirements as leader-managers progress to more senior or more complex roles is
represented in the continuum from Contributing Team Member (Contributor) to Leads the
Organization (Associate Deputy Minister/Deputy Minister). Whether employees are on a
project team or supervising front-line services, or are in the most senior executive roles, the
OPS Leader-Manager Competency Model applies to both their management and leadership
activities.
Focus Areas
The competency model has three primary focus areas for each of the four competencies
and the two personal attributes. There is a set of Primary Focus Areas for Contributing
Team Members and a second set that apply to Managers and Executives at all levels.
Focus areas allow for quick and easy understanding of the competencies and attributes.
They support a meaningful discussion between managers and employees.
6. 6
Leader-Manager Focus Areas Charts
PRIMARY FOCUS AREAS FOR MANAGERS AND EXECUTIVES
COMPETENCIES PERSONAL ATTRIBUTES
CONNECTS DELIVERS INSPIRES TRANSFORMS INTEGRITY SELF-AWARENESS
Promotes
Understanding
Sets Strategic
Plans&
Priorities
Connects
to/Creates a
Shared Vision
Manages/Leads
Change
Opportunities
Adheres to/Sets
Ethical Standards
Aware Impact of
Emotions
Builds Effective
Teams
Identifies &
Utilizes Team
Potential
Communicates
Clear Vision
Promotes
Innovation and
Creativity
Models Integrity Encourages
Constructive Feedback
Fosters
Collaboration &
Partnerships
Achieves
Results
Models
Leadership &
Diversity
Cultivates
Learning & Growth
Challenges
Discriminatory
Behaviour
Acts on Feedback
PRIMARY FOCUS AREAS FOR CONTRIBUTORS
COMPETENCIES PERSONAL ATTRIBUTES
CONNECTS DELIVERS INSPIRES TRANSFORMS INTEGRITY SELF-AWARENESS
Seeks to
Understand
Supports
Plans &
Priorities
Supports a
Shared Vision
Supports
Change
Opportunities
Adheres to Ethical
Standards
Aware Impact of
Emotions
Supports Team
Members
Contributes to
Team Efforts
Communicates
Information
Clearly
Demonstrates
Creativity
Models Integrity Encourages
Constructive Feedback
Builds Trust &
Rapport
Achieves
Results
Models
Diversity
Strives to Learn &
Grow
Identifies
Discriminatory
Behaviour
Acts on Feedback
7. 7
Diversity
Diversity, accessibility and inclusion are business priorities of the Ontario Public Service.
The OPS Diversity Office has developed a three-year diversity strategic plan that sets out a
road map to achieve a diverse, accessible and inclusive organization. The OPS Leader-
Manager Competency Model can help prepare leadership at every level to build an inclusive
workplace, free from harassment and discrimination and to help maximize the potential of
every staff member within their respective teams, units, branches and divisions.
As you work with the model, think about how we can create an organizational culture that
accepts, utilizes, accommodates and appreciates the talents, skills, abilities and
perspectives of all employees and clients.
8. 8
Leader-Manager Model Applications
Talent Management (Talent Profile, Assessment, and Performance Management)
On an annual basis, all managers, executives and specialist staff (excluded) are assessed
based on their leader-manager competencies and personal attributes. They also complete
their performance and learning plans on-line. An assessment of their willingness and
readiness to take on new and/or more complex responsibilities, together with an
assessment of their performance, results in a Talent Map Placement. This forms the basis
for learning and development strategies that are targeted to the employee’s assessed
needs to ensure ongoing success. The OPS Leader-Manager Competency Model has
multiple applications within the OPS Talent Management Program, including:
Forming the basis for an authentic conversation between a manager and employee
about development needs and deployment interests
Preparing successors for potential future roles
Helping to balance performance management discussions to reflect how the results
were achieved with what was achieved
Recruitment and Hiring
Competency- based questions are effective for gathering information about candidate
competencies. They help ensure that the best fit between applicants and role requirements
are achieved on a consistent basis. Leader-manager competencies and attributes are an
integral part of the recruitment process. This model provides essential information to
develop assessment tools for the selection and hiring of our future leaders and managers.
It also helps employees to prepare for OPS interviews by understanding the competencies
and attributes required for effective performance in the leadership position they seek to fill.
9. 9
Learning & Growth
The revised leader-manager competencies and personal attributes provide a current
framework for discussion between employees and managers to help employees identify
their developmental goals and build on their skills, attributes, talents and interests to
maximize their potential. Throughout the development and coaching process, the leader-
manager competency model can continue to provide the framework for managers to
develop their leader-manager capabilities to meet current and future business challenges.
OPS Learning & Development
OPS Learning & Development offers a number of exceptional learning opportunities,
programs, courses and special events that develop your leader-manager competencies.
Each of the courses learning objectives are based on the four leader-manager
competencies and the two attributes. All courses offered by OPS Learning & Development
can be searched by one of the four leader-manager competencies.
Succession Planning
The leader-manager model provides the OPS with a competency-based framework for
succession planning. By evaluating and matching employees’ competencies against
requirements of possible future roles, they are able to identify strengths and gaps and
develop action plans to prepare employees for future roles.
We will continue to integrate and apply leader-manager competencies and attributes to the
full range of human resources management activities.
11. 11
COMPETENCIES
CONNECTS
Builds and maintains respectful, ethical and trusting working relationships and network of contacts
with diverse range of individuals, teams, partners, customers and other stakeholders.
Contributor (Contributing Team Member)
Seeks to Understand – Understands and values colleagues’ opinions, abilities and experiences
by expressing an interest and being receptive to diverse views and opinions.
Supports Team Members – Works effectively with people who have different perspectives,
backgrounds and abilities by promoting friendly and mutually cooperative relationships.
Builds Trust and Rapport – Builds trust and establishes rapport with diverse colleagues and
customers by listening, understanding their needs, and following through on commitments.
Manager (Leads Employees/Supervisors)
Promotes Understanding – Understands and values employees’/supervisors’ opinions, abilities,
concerns and experiences by encouraging constructive dialogue and being sensitive and receptive
to diverse views and opinions.
Builds Effective Teams – Builds effective and diverse team(s) by creating a positive and inclusive
work environment, promoting understanding and treating employees equitably and respectfully.
Fosters Collaboration and Partnerships – Builds mutually beneficial working relationships, and
engages with internal and external customers and stakeholders representing a variety of interests.
Director (Leads Managers)
Promotes Understanding – Understands and values managers’/employees’ opinions, abilities,
concerns and experiences by encouraging constructive dialogue and being sensitive and receptive
to diverse views and opinions.
Builds Effective Teams – Leads and directs managers in creating a positive and inclusive
branch/regional work environment by promoting understanding; building effective and diverse
management teams; and treating all employees equitably and respectfully.
Fosters Collaboration and Partnerships – Fosters collaboration to meet business objectives by
broadening networks and building partnerships with internal/external customers and stakeholders
representing a variety of needs and interests.
12. 12
Assistant Deputy Minister (Leads Leadership Teams)
Promotes Understanding – Guides the division/ministry in sharing knowledge and promoting
sensitivity and understanding of diverse views and opinions.
Builds Effective Teams – Provides executive leadership in creating a positive and inclusive
divisional/ministerial culture by promoting understanding and cooperation, building high performing
and diverse leadership teams, and treating all employees equitably and respectfully.
Fosters Collaboration and Partnerships – Fosters collaboration by pursuing and establishing
successful senior executive relationships and partnerships within the division/ministry, across the
OPS, with other levels of government, BPS, not-for-profit and private sectors.
Associate Deputy Minister/Deputy Minister (Leads the Organization)
Promotes Understanding – Guides the organization in building a culture that shares knowledge
and promotes sensitivity and understanding of diverse views and opinions.
Builds Effective Teams – Creates and leads a culturally competent and high-performing
organization to achieve government priorities and OPS organizational goals, and by building an
organizational culture that values teamwork, and advances inclusion and diversity by treating all
employees equitably and respectfully.
Fosters Collaboration and Partnerships – Pursues and drives collaboration and partnerships
with senior executives within the ministry, across the OPS, with other levels of government, BPS,
not-for-profit and private sectors.
13. 13
DELIVERS
Takes accountability and delivers excellent results for the OPS by recognizing and using the
diverse capabilities and talents of OPS employees.
Contributor (Contributing Team Member)
Supports Plans and Priorities – Supports plans and priorities and strives to deliver against
defined goals considering current and future business objectives.
Contributes to Team Efforts – Uses broad and diverse knowledge, skills, abilities and experience
of team members to achieve objectives.
Achieves Results – Plans ahead for possibilities and contingencies, identifying opportunities and
problems to ensure that best results are achieved.
Manager (Leads Employees/Supervisors)
Sets Strategic Plans and Priorities – Sets strategic objectives and develops realistic and
challenging plans considering current and future priorities for the team/work unit(s).
Identifies and Utilizes Team Potential – Recognizes and makes best use of the diverse skills,
abilities, experiences and talents that each individual brings to the team/work unit(s) to achieve
best results.
Achieves Results – Manages work unit(s)/branch workload and projects through employee
engagement, prudent resource planning and prioritizing, ensuring that deliverables are met
effectively and best outcomes are achieved.
Director (Leads Managers)
Sets Strategic Plans and Priorities – Sets challenging and realistic strategic goals and provides
strategic direction for the branch/region to deliver results consistent with expectations for quality
and productivity.
Identifies and Utilizes Team Potential – Ensures branch/region effectiveness by recognizing and
making the best use of the diverse skills, experiences, abilities and talents that each manager and
employee brings to the team to achieve goals and priorities.
Achieves Results – Leads managers in the timely delivery of programs, projects and services
through employee engagement, prudent resource planning and prioritizing, ensuring that objectives
are carried out effectively and best outcomes are achieved.
14. 14
Assistant Deputy Minister (Leads Leadership Teams)
Sets Strategic Plans and Priorities – Provides senior leadership by taking a broad and longer
term view in identifying priorities and designing strategies considering tasks and priorities to
achieve OPS vision and goals.
Identifies and Utilizes Team Potential – Provides senior leadership to the division/ministry in recognizing,
engaging and making best use of the diverse skill sets, experiences and talents that managers and
employees bring to the division/ministry and by empowering managers to make decisions.
Achieves Results – Guides the division/ministry in the quality and timely delivery of programs,
projects and services, sometimes making tough decisions, ensuring the achievements of best
outcomes for the OPS and public.
Associate Deputy Minister/Deputy Minister (Leads the Organization)
Sets Plans and Priorities – Guides the ministry/OPS in establishing organizational policies,
programs and priorities in order to meet the goals of the ministry, OPS and public expectations.
Identifies and Utilizes Team Potential – Promotes an organizational culture that recognizes and
maximizes the best use of the diverse skills, abilities, experiences and talents that managers and
employees bring to the OPS and empowers managers to make decisions.
Achieves Results – Guides the ministry/OPS in the implementation of leading-edge programs,
services and policies ensuring achievement of best outcomes for the OPS and public.
15. 15
INSPIRES
Effectively communicates and demonstrates OPS vision and values – leading by example, gaining
consensus and motivating people to action.
Contributor (Contributing Team Member)
Supports a Shared Vision – Aligns actions with priorities and demonstrates commitment to support the
organization’s vision.
Communicates Information Clearly – Uses broad range of communication styles and methods to
communicate ideas clearly and promote open communication.
Models Diversity – Recognizes colleagues’ experiences and advocates to employees the value of diversity,
accessibility and inclusion.
Manager (Leads Employees/Supervisors)
Connects to/Creates a Shared Vision – Creates a shared vision by soliciting and valuing diverse input
obtained from each team member on the vision of their work and the team/work unit/branch.
Communicates Clear Vision – Communicates information and vision with clarity and enthusiasm
resulting in a shared understanding and commitment.
Models Leadership and Diversity – Helps team/work unit(s) employees/supervisor(s) to embrace
different perspectives, experiences and backgrounds by modeling positive managerial behaviour.
Director (Leads Managers)
Connects to/Creates a Shared Vision – Encourages the full participation of branch in connecting
to/creating the branch/region vision and mission, in the context of the larger divisional/ministry
vision.
Communicates Clear Vision – Uses a broad range of communication strategies and methods to
communicate vision with enthusiasm and clarity, and to inspire confidence and generate
commitment.
Models Leadership and Diversity – Affirms, promotes and demonstrates leadership attributes
and diversity, accessibility and inclusiveness values in all communications and actions.
16. 16
Assistant Deputy Minister (Leads Leadership Teams)
Connects to/Creates a Shared Vision – Promotes a divisional/ministerial culture that encourages
the full participation of leadership team members and divisional staff in creating/connecting to the
vision, mission and goals of the division/ministry/OPS.
Communicates Clear Vision – Provides executive direction in the delivery of communication to
internal and external audiences about division/ministry/OPS vision and strategic goals.
Models Leadership and Diversity – Provides senior level leadership and inspires the
division/ministry by modeling extraordinary public service leadership and diversity values.
Associate Deputy Minister/Deputy Minister (Leads the Organization)
Creates a Shared Vision – Directs the future of the ministry/OPS through the development of a
compelling vision that inspires support and commitment in the organization and the public.
Communicates Clear Vision – Provides ministerial/OPS vision and direction in the delivery of
communications to internal and external audiences, generating commitment and support.
Models Leadership and Diversity – Creates a culture that builds commitment to excellence in the
ministry/OPS by modeling extraordinary public service leadership and diversity values.
17. 17
TRANSFORMS
Leads change by identifying/acting on opportunities to transform the OPS business and culture to
meet the changing needs of diverse clients, stakeholders and the public.
Contributor (Contributing Team Member)
Supports Change Opportunities – Takes initiative and sustained action to ensure the successful
implementation of change by shifting one’s own approach and embracing new ideas.
Demonstrates Creativity – Demonstrates interest to engage in open and meaningful discussions
with colleagues during times of change supporting an environment that promotes new and creative
ideas.
Strives to Learn and Grow – Seeks performance feedback and opportunities to invest time and
effort to learn and expand knowledge to improve performance.
Manager (Leads Employees/Supervisors)
Manages Change Opportunities – Takes initiative and sustained action to ensure the successful
implementation of change by shifting strategic focus of the team/work unit(s) and embracing new
ideas and building on past knowledge and success.
Promotes Innovation and Creativity – Fosters work unit(s)/team environment where employees’
new and diverse ideas and approaches are heard, valued and considered for implementation.
Cultivates Learning and Growth – Raises the learning and development and performance level
of team/unit(s) by ensuring employees develop performance and learning plans (with both formal
and informal learning opportunities) and providing regular and meaningful performance feedback.
Director (Leads Managers)
Manages Change Opportunities – Provides direction and shifts strategic focus and activities in
response to changing priorities, by developing revised action plans and/or creating new structures
and processes.
Promotes Innovation and Creativity – Fosters a branch/regional environment where employees
are encouraged to think creatively and their new and diverse ideas and approaches are heard,
valued and considered for implementation.
Cultivates Learning and Growth – Promotes a culture of high performance by ensuring
employees develop performance and learning plans (with both formal and informal learning
opportunities) and providing regular and meaningful performance feedback.
18. 18
Assistant Deputy Minister (Leads Leadership Teams)
Leads Change Opportunities – Develops a culture of high performance in the division/ministry by
leading divisional/ministerial strategies that capitalize on change and transformation opportunities
recognizing the evolving needs of the OPS and the public.
Promotes Innovation and Creativity – Provides executive leadership in leading
divisional/ministerial programs that encourage and promote diverse ideas, creativity and innovation
and doing things that are leading edge to the division/ministry.
Cultivates Learning and Growth – Leads the implementation of a high performance culture by
ensuring employees develop performance and learning plans (with both formal and informal
learning opportunities) and providing regular and meaningful performance feedback.
Associate Deputy Minister/Deputy Minister (Leads the Organization)
Leads Change Opportunities – Guides the ministry/OPS during periods of transformation and
change, capitalizing on organizational knowledge, embracing new ideas and building on past
successes.
Promotes Innovation and Creativity – Champions change initiatives in the ministry/OPS by
creating and implementing leading edge innovative programs and services in the ministry/OPS.
Cultivates Learning and Growth – Sets the vision and provides the direction for the ministry/OPS
in the promotion of an organizational learning and high performance culture.
19. 19
PERSONAL ATTRIBUTES
INTEGRITY
Demonstrates high standards of integrity and ethical behaviour both privately and publicly,
consistent with the OPS values, principles and professional standards.
Contributor (Contributing Team Member)
Adheres to Ethical Standards – Incorporates OPS stated values, principles and standards into
everyday practices.
Models Integrity – Holds to high ethical and professional standards and values even when others
may not be adhering to them.
Identifies Discriminatory Behaviour – Elevates complaints about discrimination, harassment,
and inappropriate behaviour(s) and/or remarks and refers them to the appropriate authority for
action. Does not allow personal assumptions, biases and/or complaints to impact any work-related
decisions.
Manager (Leads Employees/Supervisors)
Adheres to Ethical Standards – Integrates OPS values, principles and standards into team/work
unit(s) practices and business transactions.
Models Integrity – Walks the talk by being a model to employees/manager(s) and/or clients in
conducting all affairs with personal and professional integrity.
Challenges Discriminatory Behaviour – Promptly addresses and resolves issues about
discrimination, harassment, and unfair treatment in the team/work unit(s). Does not allow personal
assumptions, biases and/or complaints to impact any work-related decisions in the team/work
unit(s).
Director (Leads Managers)
Adheres to Ethical Standards – Integrates OPS values, principles and standards into
branch/regional practices and business transactions.
Models Integrity – Builds trust and respect in the branch/region by being open and candid, willing
to stand up for others, and having the courage to speak up about his/her convictions even when it
may be risky to do so.
Challenges Discriminatory Behaviour – Challenges, addresses, and resolves issues about
discrimination, harassment, and unfair treatment. Does not allow personal assumptions, biases
and/or complaints to impact any work-related decisions in the branch/region.
20. 20
Assistant Deputy Minister (Leads Leadership Teams)
Sets/Adheres to Ethical Standards – Provides executive direction in the use of values and
standards in divisional/ministerial practices.
Models Integrity – Provides senior leadership for the division/ministry by acting with courage of
convictions and by showing a willingness to stand up for what he/she believes in even when
significant risk is associated with doing so.
Challenges Discriminatory Behaviour – Launches divisional and ministerial programs that
promote a diverse organization, challenges and resolves behaviours that are discriminatory and
exclusionary, and empowers divisional/ministerial leadership team to do the same.
Associate Deputy Minister/Deputy Minister (Leads the Organization)
Sets Ethical Standards – Sets the values, ethical standards and direction for internal and external
relationships in the ministry/OPS.
Models Integrity – Champions integrity in the ministry/OPS through leading by example and
ensuring that the highest standards of ethical behaviours are practiced throughout the
ministry/OPS.
Challenges Discriminatory Behaviour – Sets the climate and direction in the ministry/OPS for
building a strong, diverse and inclusive organization while addressing and resolving discriminatory
and exclusionary practices in the ministry/OPS.
21. 21
SELF AWARENESS
Understands and is aware of one’s own emotions and the impact that these emotions have on
others; knows one’s own strengths and development areas and uses this knowledge for personal
and professional growth.
Contributor (Contributing Team Member)
Aware Impact of Emotions – Understands one’s own positive and negative feelings and deals
with emotions in a mature and positive way.
Encourages Constructive Feedback – Seeks feedback from managers and colleagues to build
on strengths and learn about areas of development.
Acts on Feedback – Reflects on feedback and uses acquired knowledge in working with team
members.
Manager (Leads Employees/Supervisors)
Aware Impact of Emotions – Understands and is aware of ones’ emotions and the impact these
feelings may have on employees.
Encourages Constructive Feedback – Seeks and listens to ongoing feedback to help understand
one’s own strengths and development areas to work more effectively with team/unit(s) members.
Acts on Feedback – Reflects on feedback obtained, and uses acquired knowledge in working with
team/work unit(s) employees/managers to achieve personal and professional growth.
Director (Leads Managers)
Aware Impact of Emotions – Understands and is aware of one’s own emotions and the impact
these feelings may have on branch/regional managers/employees.
Encourages Constructive Feedback – Proactively seeks and obtains ongoing feedback to help understand
one’s own strengths and development areas in order to work more effectively with branch/regional
managers/employees.
Acts on Feedback – Reflects on feedback and lessons learned, and uses acquired knowledge in
working with branch/regional members to achieve personal and professional growth.
22. 22
Assistant Deputy Minister (Leads Leadership Teams)
Aware Impact of Emotions – Cultivates a divisional environment that promotes awareness of
one’s own emotions and the impact these emotions may have on others.
Encourages Constructive Feedback – Promotes a safe divisional/ministerial culture that encourages
managers/employees to obtain ongoing feedback to help understand their strengths and development areas
in order to work effectively with others.
Acts on Feedback – Provides executive leadership in recognizing the need to reflect on feedback
and lessons learned, and uses acquired knowledge in working with managers/employees and the
public to reach successful outcomes.
Associate Deputy Minister/Deputy Minister (Leads the Organization)
Aware Impact of Emotions – Cultivates a ministerial/OPS culture that promotes awareness of
one’s own emotions and the impact these emotions may have on others.
Encourages Constructive Feedback – Promotes a ministerial/OPS culture that seeks to obtain ongoing
feedback to help understand one’s own strengths and development areas in order to work more effectively
with managers/employees and the public.
Acts on Feedback – Promotes a ministerial/OPS culture that seeks to obtain and reflect on
feedback and lessons learned, and uses acquired knowledge in working with managers/employees
and the public to reach successful outcomes.
23. 23
COMPETENCIES BY ROLES
Contributor (Contributing Team Member)
Connects
Seeks to Understand – Understands and values colleagues’ opinions, abilities and experiences
by expressing an interest and being receptive to diverse views and opinions.
Supports Team Members – Works effectively with people who have different perspectives,
backgrounds and abilities by promoting friendly and mutually cooperative relationships.
Builds Trust and Rapport – Builds trust and establishes rapport with diverse colleagues and
customers by listening, understanding their needs, and following through on commitments.
Delivers
Supports Plans and Priorities – Supports plans and priorities and strives to deliver against
defined goals considering current and future business objectives.
Contributes to Team Efforts – Uses broad and diverse knowledge, skills, abilities and experience
of team members to achieve objectives.
Achieves Results – Plans ahead for possibilities and contingencies, identifying opportunities and
problems to ensure that best results are achieved.
Inspires
Supports a Shared Vision – Aligns actions with priorities and demonstrates commitment to support the
organization’s vision.
Communicates Information Clearly – Uses broad range of communication styles and methods to
communicate ideas clearly and promote open communication.
Models Diversity – Recognizes colleagues’ experiences and advocates to employees the value of diversity,
accessibility and inclusion.
24. 24
Transforms
Supports Change Opportunities – Takes initiative and sustained action to ensure the successful
implementation of change by shifting one’s own approach and embracing new ideas.
Demonstrates Creativity – Demonstrates interest to engage in open and meaningful discussions
with colleagues during times of change supporting an environment that promotes new and creative
ideas.
Strives to Learn and Grow – Seeks performance feedback and opportunities to invest time and
effort to learn and expand knowledge to improve performance.
Integrity
Adheres to Ethical Standards – Incorporates OPS stated values, principles and standards into
everyday practices.
Models Integrity – Holds to high ethical and professional standards and values even when others
may not be adhering to them.
Identifies Discriminatory Behaviour – Elevates complaints about discrimination, harassment,
and inappropriate behaviour(s) and/or remarks and refers them to the appropriate authority for
action. Does not allow personal assumptions, biases and/or complaints to impact any work-related
decisions.
Self Awareness
Aware Impact of Emotions – Understands one’s own positive and negative feelings and deals
with emotions in a mature and positive way.
Encourages Constructive Feedback – Seeks feedback from managers and colleagues to build
on strengths and learn about areas of development.
Acts on Feedback – Reflects on feedback and uses acquired knowledge in working with team
members.
25. 25
Manager (Leads Employees/Supervisor)
Connects
Promotes Understanding – Understands and values employees’/supervisors’ opinions, abilities,
concerns and experiences by encouraging constructive dialogue and being sensitive and receptive
to diverse views and opinions.
Builds Effective Teams – Builds effective and diverse team(s) by creating a positive and inclusive
work environment, promoting understanding and treating employees equitably and respectfully.
Fosters Collaboration and Partnerships – Builds mutually beneficial working relationships, and
engages with internal and external customers and stakeholders representing a variety of interests.
Delivers
Sets Strategic Plans and Priorities – Sets strategic objectives and develops realistic and
challenging plans considering current and future priorities for the team/work unit(s).
Identifies and Utilizes Team Potential – Recognizes and makes best use of the diverse skills,
abilities, experiences and talents that each individual brings to the team/work unit(s) to achieve
best results.
Achieves Results – Manages work unit(s)/branch workload and projects through employee
engagement, prudent resource planning and prioritizing, ensuring that deliverables are met
effectively and best outcomes are achieved.
Inspires
Connects to/Creates a Shared Vision – Creates a shared vision by soliciting and valuing diverse input
obtained from each team member on the vision of their work and the team/work unit/branch.
Communicates Clear Vision – Communicates information and vision with clarity and enthusiasm
resulting in a shared understanding and commitment.
Models Leadership and Diversity – Helps team/work unit(s) employees/supervisor(s) to embrace
different perspectives, experiences and backgrounds by modeling positive managerial behaviour.
26. 26
Transforms
Manages Change Opportunities – Takes initiative and sustained action to ensure the successful
implementation of change by shifting strategic focus of the team/work unit(s) and embracing new
ideas and building on past knowledge and success.
Promotes Innovation and Creativity – Fosters work unit(s)/team environment where employees’
new and diverse ideas and approaches are heard, valued and considered for implementation.
Cultivates Learning and Growth – Raises the learning and development and performance level
of team/unit(s) by ensuring employees develop performance and learning plans (with both formal
and informal learning opportunities) and providing regular and meaningful performance feedback.
Integrity
Adheres to Ethical Standards – Integrates OPS values, principles and standards into team/work
unit(s) practices and business transactions.
Models Integrity – Walks the talk by being a model to employees/manager(s) and/or clients in
conducting all affairs with personal and professional integrity.
Challenges Discriminatory Behaviour – Promptly addresses and resolves issues about
discrimination, harassment, and unfair treatment in the team/work unit(s). Does not allow personal
assumptions, biases and/or complaints to impact any work-related decisions in the team/work
unit(s).
Self Awareness
Aware Impact of Emotions – Understands and is aware of ones’ emotions and the impact these
feelings may have on employees.
Encourages Constructive Feedback – Seeks and listens to ongoing feedback to help understand
one’s own strengths and development areas to work more effectively with team/unit(s) members.
Acts on Feedback – Reflects on feedback obtained, and uses acquired knowledge in working with
team/work unit(s) employees/managers to achieve personal and professional growth.
27. 27
Director (Leads Managers)
Connects
Promotes Understanding – Understands and values managers’/employees’ opinions, abilities,
concerns and experiences by encouraging constructive dialogue and being sensitive and receptive
to diverse views and opinions.
Builds Effective Teams – Leads and directs managers in creating a positive and inclusive
branch/regional work environment by promoting understanding; building effective and diverse
management teams; and treating all employees equitably and respectfully.
Fosters Collaboration and Partnerships – Fosters collaboration to meet business objectives by
broadening networks and building partnerships with internal/external customers and stakeholders
representing a variety of needs and interests.
Delivers
Sets Strategic Plans and Priorities – Sets challenging and realistic strategic goals and provides
strategic direction for the branch/region to deliver results consistent with expectations for quality
and productivity.
Identifies and Utilizes Team Potential – Ensures branch/region effectiveness by recognizing and
making the best use of the diverse skills, experiences, abilities and talents that each manager and
employee brings to the team to achieve goals and priorities.
Achieves Results – Leads managers in the timely delivery of programs, projects and services
through employee engagement, prudent resource planning and prioritizing, ensuring that objectives
are carried out effectively and best outcomes are achieved.
Inspires
Connects to/Creates a Shared Vision – Encourages the full participation of branch in connecting
to/creating the branch/region vision and mission, in the context of the larger divisional/ministry
vision.
Communicates Clear Vision – Uses a broad range of communication strategies and methods to
communicate vision with enthusiasm and clarity, and to inspire confidence and generate
commitment.
Models Leadership and Diversity – Affirms, promotes and demonstrates leadership attributes
and diversity, accessibility and inclusiveness values in all communications and actions.
28. 28
Transforms
Manages Change Opportunities – Provides direction and shifts strategic focus and activities in
response to changing priorities, by developing revised action plans and/or creating new structures
and processes.
Promotes Innovation and Creativity – Fosters a branch/regional environment where employees
are encouraged to think creatively and their new and diverse ideas and approaches are heard,
valued and considered for implementation.
Cultivates Learning and Growth – Promotes a culture of high performance by ensuring
employees develop performance and learning plans (with both formal and informal learning
opportunities) and providing regular and meaningful performance feedback.
Integrity
Adheres to Ethical Standards – Integrates OPS values, principles and standards into
branch/regional practices and business transactions.
Models Integrity – Builds trust and respect in the branch/region by being open and candid, willing
to stand up for others, and having the courage to speak up about his/her convictions even when it
may be risky to do so.
Challenges Discriminatory Behaviour – Challenges, addresses, and resolves issues about
discrimination, harassment, and unfair treatment. Does not allow personal assumptions, biases
and/or complaints to impact any work-related decisions in the branch/region.
Self Awareness
Aware Impact of Emotions – Understands and is aware of one’s own emotions and the impact
these feelings may have on branch/regional managers/employees.
Encourages Constructive Feedback – Proactively seeks and obtains ongoing feedback to help understand
one’s own strengths and development areas in order to work more effectively with branch/regional
managers/employees.
Acts on Feedback – Reflects on feedback and lessons learned, and uses acquired knowledge in
working with branch/regional members to achieve personal and professional growth.
29. 29
Assistant Deputy Minister (Leads Leadership Teams)
Connects
Promotes Understanding – Guides the division/ministry in sharing knowledge and promoting
sensitivity and understanding of diverse views and opinions.
Builds Effective Teams – Provides executive leadership in creating a positive and inclusive
divisional/ministerial culture by promoting understanding and cooperation, building high performing
and diverse leadership teams, and treating all employees equitably and respectfully.
Fosters Collaboration and Partnerships – Fosters collaboration by pursuing and establishing
successful senior executive relationships and partnerships within the division/ministry, across the
OPS, with other levels of government, BPS, not-for-profit and private sectors.
Delivers
Sets Strategic Plans and Priorities – Provides senior leadership by taking a broad and longer
term view in identifying priorities and designing strategies considering tasks and priorities to
achieve OPS vision and goals.
Identifies and Utilizes Team Potential – Provides senior leadership to the division/ministry in recognizing,
engaging and making best use of the diverse skill sets, experiences and talents that managers and
employees bring to the division/ministry and by empowering managers to make decisions.
Achieves Results – Guides the division/ministry in the quality and timely delivery of programs,
projects and services, sometimes making tough decisions, ensuring the achievements of best
outcomes for the OPS and public.
Inspires
Connects to/Creates a Shared Vision – Promotes a divisional/ministerial culture that encourages
the full participation of leadership team members and divisional staff in creating/connecting to the
vision, mission and goals of the division/ministry/OPS.
Communicates Clear Vision – Provides executive direction in the delivery of communication to
internal and external audiences about division/ministry/OPS vision and strategic goals.
Models Leadership and Diversity – Provides senior level leadership and inspires the
division/ministry by modeling extraordinary public service leadership and diversity values.
30. 30
Transforms
Leads Change Opportunities – Develops a culture of high performance in the division/ministry by
leading divisional/ministerial strategies that capitalize on change and transformation opportunities
recognizing the evolving needs of the OPS and the public.
Promotes Innovation and Creativity – Provides executive leadership in leading
divisional/ministerial programs that encourage and promote diverse ideas, creativity and innovation
and doing things that are leading edge to the division/ministry.
Cultivates Learning and Growth – Leads the implementation of a high performance culture by
ensuring employees develop performance and learning plans (with both formal and informal
learning opportunities) and providing regular and meaningful performance feedback.
Integrity
Sets/Adheres to Ethical Standards – Provides executive direction in the use of values and
standards in divisional/ministerial practices.
Models Integrity – Provides senior leadership for the division/ministry by acting with courage of
convictions and by showing a willingness to stand up for what he/she believes in even when
significant risk is associated with doing so.
Challenges Discriminatory Behaviour – Launches divisional and ministerial programs that
promote a diverse organization, challenges and resolves behaviours that are discriminatory and
exclusionary, and empowers divisional/ministerial leadership team to do the same.
Self Awareness
Aware Impact of Emotions – Cultivates a divisional environment that promotes awareness of
one’s own emotions and the impact these emotions may have on others.
Encourages Constructive Feedback – Promotes a safe divisional/ministerial culture that encourages
managers/employees to obtain ongoing feedback to help understand their strengths and development areas
in order to work effectively with others.
Acts on Feedback – Provides executive leadership in recognizing the need to reflect on feedback
and lessons learned, and uses acquired knowledge in working with managers/employees and the
public to reach successful outcomes.
31. 31
Associate Deputy Minister/ Deputy Minister (Leads the Organization)
Connects
Promotes Understanding – Guides the organization in building a culture that shares knowledge
and promotes sensitivity and understanding of diverse views and opinions.
Builds Effective Teams – Creates and leads a culturally competent and high-performing
organization to achieve government priorities and OPS organizational goals, and by building an
organizational culture that values teamwork, and advances inclusion and diversity by treating all
employees equitably and respectfully.
Fosters Collaboration and Partnerships – Pursues and drives collaboration and partnerships
with senior executives within the ministry, across the OPS, with other levels of government, BPS,
not-for-profit and private sectors.
Delivers
Sets Plans and Priorities – Guides the ministry/OPS in establishing organizational policies,
programs and priorities in order to meet the goals of the ministry, OPS and public expectations.
Identifies and Utilizes Team Potential – Promotes an organizational culture that recognizes and
maximizes the best use of the diverse skills, abilities, experiences and talents that managers and
employees bring to the OPS and empowers managers to make decisions.
Achieves Results – Guides the ministry/OPS in the implementation of leading-edge programs,
services and policies ensuring achievement of best outcomes for the OPS and public.
Inspires
Creates a Shared Vision – Directs the future of the ministry/OPS through the development of a
compelling vision that inspires support and commitment in the organization and the public.
Communicates Clear Vision – Provides ministerial/OPS vision and direction in the delivery of
communications to internal and external audiences, generating commitment and support.
Models Leadership and Diversity – Creates a culture that builds commitment to excellence in the
ministry/OPS by modeling extraordinary public service leadership and diversity values.
32. 32
Transforms
Leads Change Opportunities – Guides the ministry/OPS during periods of transformation and
change, capitalizing on organizational knowledge, embracing new ideas and building on past
successes.
Promotes Innovation and Creativity – Champions change initiatives in the ministry/OPS by
creating and implementing leading edge innovative programs and services in the ministry/OPS.
Cultivates Learning and Growth – Sets the vision and provides the direction for the ministry/OPS
in the promotion of an organizational learning and high performance culture.
Integrity
Sets Ethical Standards – Sets the values, ethical standards and direction for internal and external
relationships in the ministry/OPS.
Models Integrity – Champions integrity in the ministry/OPS through leading by example and
ensuring that the highest standards of ethical behaviours are practiced throughout the
ministry/OPS.
Challenges Discriminatory Behaviour – Sets the climate and direction in the ministry/OPS for
building a strong, diverse and inclusive organization while addressing and resolving discriminatory
and exclusionary practices in the ministry/OPS.
Self Awareness
Aware Impact of Emotions – Cultivates a ministerial/OPS culture that promotes awareness of
one’s own emotions and the impact these emotions may have on others.
Encourages Constructive Feedback – Promotes a ministerial/OPS culture that seeks to obtain ongoing
feedback to help understand one’s own strengths and development areas in order to work more effectively
with managers/employees and the public.
Acts on Feedback – Promotes a ministerial/OPS culture that seeks to obtain and reflect on
feedback and lessons learned, and uses acquired knowledge in working with managers/employees
and the public to reach successful outcomes.
