This document outlines a behavioral competency dictionary presented by Prof. M.S.S. Varadan. It defines competencies as observable skills, knowledge, motivations or traits needed for job performance. Each competency includes a definition and proficiency scale with behavioral indicators. The dictionary can be used for recruitment, development, and performance management by choosing critical competencies for each job. It represents behavioral competencies for IT jobs in the federal public service.
Soft Skill Training and Its Impact On ProductivityUpskillist.Pro
Upskillist has been creating online courses since 2013. We have curated over
75 university certified courses with thousands of lessons and over 3000 hours
of video content. We understand that each student is a unique being and our
mission is to provide a variety of content and materials to cater for all learning
styles with value and outcomes at the heart of everything we do.
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
Align the performance evaluation process with the firm’s mission, vision, and values.
Understand key emotional intelligence
competencies.
Increase comfort with performance review conversations.
Identify the core message employee should remember after the conversation.
Practice coaching employees on future desired
performance focusing on strengths.
Everyone wants to be understood when communicating with others. In.docxgitagrimston
Everyone wants to be understood when communicating with others. In an effective communication situation, “the message is perceived in the way it was intended” (Hybels & Weaver, 2012, p. 23). Unfortunately, individuals may not always translate their thoughts successfully into the written or spoken word, which may result in conflict or confusion.
This unit’s Learning Activities include helpful tips about honing word choice, determining whether formal or informal writing suits the occasion, and crafting the appropriate tone and voice. After completing the unit’s Activities, respond to the following questions in at least two well-developed paragraphs:
· How would you describe effective communication, and how does that description compare to those outlined in this unit’s Learning Activities?
· Describe one example each of particularly effective and ineffective writing that you have encountered either in a personal, professional, or academic setting. Describe how the ineffective communicator could have changed his or her approach to be more successful, and consider the author’s use of style (formal versus informal), tone, and word choice.
At least two references in APA format and at least 300 words
Leadership That Gets Results
by Daniel Goleman
Reprint r00204
MARCH – APRIL 2000
Reprint Number
Meeting the Challenge of Disruptive Change R 0 0 2 0 2
Leadership That Gets Results R 0 0 2 0 4
Transforming Life, Transforming Business: R 0 0 2 0 3
The Life-Science Revolution
How to Fight a Price War R 0 0 2 0 8
What You Need to Know About Stock Options R 0 0 2 0 5
Going Global: Lessons from Late Movers R 0 0 2 0 1
Making Partner: A Mentor’s Guide to the R 0 0 2 0 6
Psychological Journey
F O R E T H O U G H T
Goodbye, B-School F 0 0 2 0 1
The Starbucks Effect F 0 0 2 0 2
The Cutting Edge in Auctions F 0 0 2 0 3
From Managing Pills to Managing Brands F 0 0 2 0 4
Making Sense of Scanner Data F 0 0 2 0 5
H B R C A S E S T U DY
When Everything Isn’t Half Enough R 0 0 2 1 1
T H I N K I N G A B O U T. . .
Cost Transparency: The Net’s Real Threat to Prices and Brands R 0 0 2 1 0
P E R S P E C T I V E S
Are CIOs Obsolete? R 0 0 2 1 2
F I R S T P E R S O N
Goodbye Career, Hello Success R 0 0 2 0 7
B O O K S I N R E V I E W
Managing in the Cappuccino Economy R 0 0 2 0 9
CLAYTON M. CHRISTENSEN
AND MICHAEL OVERDORF
DANIEL GOLEMAN
JUAN ENRIQUEZ
AND RAY A. GOLDBERG
AKSHAY R. RAO, MARK E. BERGEN,
AND SCOTT DAVIS
BRIAN J. HALL
CHRISTOPHER A. BARTLETT
AND SUMANTRA GHOSHAL
HERMINIA IBARRA
A CONVERSATION WITH JONATHAN SEELIG
VIJAY VISHWANATH AND DAVID HARDING
ERIK VAN HECK
MARCEL CORSTJENS AND MARIE CARPENTER
PETER ROSSI, PHIL DELURGIO, AND DAVID KANTOR
SUZY WETLAUFER
INDRAJIT SINHA
DAWN LEPORE; JACK ROCKHART;
MICHAEL J. EARL; TOM THOMAS; AND
PETER McATEER AND JEFFREY ELTON
RANDY KOMISAR
EILEEN C. SHAPIRO
which precise leadership behaviors yield
positive results. Leadership experts prof-
fer advice based on inference, ...
Leadership was always a mysterious talent to me, until I did a research to know what makes a leader and are leaders born or made.
This presentation is the result of my research. You can also see a video that goes with this presentation on YuouTube under the URL
http://www.youtube.com/watch?v=UDp87fxfXoM
Information about Bellevue University Human Capital Lab's latest assessment tool to aid Chief Learning Officers and Training & Development Leaders in determining the Power Skills (soft skills) gaps they may have in their organization combined with consultation services to assist developing a plan, tools, and performance measurement ROI outcome studies to help demonstrate the to all who invest the value of these efforts.
THIS IS A NON TECHNICAL PROJECT
AUTHOR PRESENTED BY
AKSHAYSRIVATS VIJAYARAGHAVAN
HR TALENT ACQUISITION AND CAMPUS AMBASSADOR INTERN AT THE SPARKS FOUNDATION.
THIS IS A NON TECHNICAL PROJECT ALSO READ FULL ARTICLE ON MY MEDIUM WEB PAGE:
https://medium.com/@akshaysrivatsvijayaraghavan?p=c5c2b54b042f
COMMUNICATION
IT IS A BRIDGE OF MEANING
IT INVOLVES A SYSTEMATIC AND CONTINUOUS PROCESS OF TELLING, LISTENING AND UNDERSTANDING ------ -
This program is not for people who are not willing to sharpen their skills..... Click to Fill the forms ..........
https://forms.gle/KHiuUdBdmA2dw2Ri7
Watch me on FACEBOOK page of ADARSH AMDAVAD
https://www.facebook.com/AadarshAmd/videos/383543729581403/
https://www.facebook.com/therravindrakumar
https://fb.watch/2iQXIJPVYy/
https://msngr.com/dourwqquftkp
Like me on Instagram
https://www.instagram.com/p/B-w-Wu2DrdU/
Follow my Blogs https://rravindrakumar.blogspot.com/
https://www.blogger.com/blog/posts/3065184067613145236
Like My YouTube Channel
https://www.youtube.com/watch?v=nlKRun5NAXE&feature=youtu.be&fbclid=IwAR30lZpmAB0ebbs9nG39PbUv0IOfo4BqQ9ymoD6VUaxbQ-kNz31cGauBvto
https://www.facebook.com/groups/1564341083836807/?ref=share https://twitter.com/rravindrakumar/status/900472567181578243/
https://www.picuki.com/profile/rravindrakumar https://www.linkedin.com/pulse/situation-really-problem-our-perception-makes-chief-mentor/
Share & Like ME on Facebook, YouTube and Instagram and Get FREE One to One Personal Counselling for 1 Hour WhatsApp me on 9726351246
Soft Skill Training and Its Impact On ProductivityUpskillist.Pro
Upskillist has been creating online courses since 2013. We have curated over
75 university certified courses with thousands of lessons and over 3000 hours
of video content. We understand that each student is a unique being and our
mission is to provide a variety of content and materials to cater for all learning
styles with value and outcomes at the heart of everything we do.
Putting Succession Planning into Practice – Talent Assessment and DevelopmentThe HR Observer
The session will start with the complexities organisations face when it comes to succession planning. Who do we develop, why and how? We will talk through the use of performance data, adherence to values, engagement and other dimensions in the talent identification process ultimately debating 'Potential'. How do we measure potential? What does it mean? Once organisations have a 'long list' of candidate nominations, how and what do we assess; leadership behaviour, cognitive agility, learning agility and emotional intelligence. We will then close by making the link between the diagnostic development activities and L&D curriculum design.
Amanda White, Managing Director, Innovative HR Solutions
Chris Ryan, CEO, CRSystems
Align the performance evaluation process with the firm’s mission, vision, and values.
Understand key emotional intelligence
competencies.
Increase comfort with performance review conversations.
Identify the core message employee should remember after the conversation.
Practice coaching employees on future desired
performance focusing on strengths.
Everyone wants to be understood when communicating with others. In.docxgitagrimston
Everyone wants to be understood when communicating with others. In an effective communication situation, “the message is perceived in the way it was intended” (Hybels & Weaver, 2012, p. 23). Unfortunately, individuals may not always translate their thoughts successfully into the written or spoken word, which may result in conflict or confusion.
This unit’s Learning Activities include helpful tips about honing word choice, determining whether formal or informal writing suits the occasion, and crafting the appropriate tone and voice. After completing the unit’s Activities, respond to the following questions in at least two well-developed paragraphs:
· How would you describe effective communication, and how does that description compare to those outlined in this unit’s Learning Activities?
· Describe one example each of particularly effective and ineffective writing that you have encountered either in a personal, professional, or academic setting. Describe how the ineffective communicator could have changed his or her approach to be more successful, and consider the author’s use of style (formal versus informal), tone, and word choice.
At least two references in APA format and at least 300 words
Leadership That Gets Results
by Daniel Goleman
Reprint r00204
MARCH – APRIL 2000
Reprint Number
Meeting the Challenge of Disruptive Change R 0 0 2 0 2
Leadership That Gets Results R 0 0 2 0 4
Transforming Life, Transforming Business: R 0 0 2 0 3
The Life-Science Revolution
How to Fight a Price War R 0 0 2 0 8
What You Need to Know About Stock Options R 0 0 2 0 5
Going Global: Lessons from Late Movers R 0 0 2 0 1
Making Partner: A Mentor’s Guide to the R 0 0 2 0 6
Psychological Journey
F O R E T H O U G H T
Goodbye, B-School F 0 0 2 0 1
The Starbucks Effect F 0 0 2 0 2
The Cutting Edge in Auctions F 0 0 2 0 3
From Managing Pills to Managing Brands F 0 0 2 0 4
Making Sense of Scanner Data F 0 0 2 0 5
H B R C A S E S T U DY
When Everything Isn’t Half Enough R 0 0 2 1 1
T H I N K I N G A B O U T. . .
Cost Transparency: The Net’s Real Threat to Prices and Brands R 0 0 2 1 0
P E R S P E C T I V E S
Are CIOs Obsolete? R 0 0 2 1 2
F I R S T P E R S O N
Goodbye Career, Hello Success R 0 0 2 0 7
B O O K S I N R E V I E W
Managing in the Cappuccino Economy R 0 0 2 0 9
CLAYTON M. CHRISTENSEN
AND MICHAEL OVERDORF
DANIEL GOLEMAN
JUAN ENRIQUEZ
AND RAY A. GOLDBERG
AKSHAY R. RAO, MARK E. BERGEN,
AND SCOTT DAVIS
BRIAN J. HALL
CHRISTOPHER A. BARTLETT
AND SUMANTRA GHOSHAL
HERMINIA IBARRA
A CONVERSATION WITH JONATHAN SEELIG
VIJAY VISHWANATH AND DAVID HARDING
ERIK VAN HECK
MARCEL CORSTJENS AND MARIE CARPENTER
PETER ROSSI, PHIL DELURGIO, AND DAVID KANTOR
SUZY WETLAUFER
INDRAJIT SINHA
DAWN LEPORE; JACK ROCKHART;
MICHAEL J. EARL; TOM THOMAS; AND
PETER McATEER AND JEFFREY ELTON
RANDY KOMISAR
EILEEN C. SHAPIRO
which precise leadership behaviors yield
positive results. Leadership experts prof-
fer advice based on inference, ...
Leadership was always a mysterious talent to me, until I did a research to know what makes a leader and are leaders born or made.
This presentation is the result of my research. You can also see a video that goes with this presentation on YuouTube under the URL
http://www.youtube.com/watch?v=UDp87fxfXoM
Information about Bellevue University Human Capital Lab's latest assessment tool to aid Chief Learning Officers and Training & Development Leaders in determining the Power Skills (soft skills) gaps they may have in their organization combined with consultation services to assist developing a plan, tools, and performance measurement ROI outcome studies to help demonstrate the to all who invest the value of these efforts.
THIS IS A NON TECHNICAL PROJECT
AUTHOR PRESENTED BY
AKSHAYSRIVATS VIJAYARAGHAVAN
HR TALENT ACQUISITION AND CAMPUS AMBASSADOR INTERN AT THE SPARKS FOUNDATION.
THIS IS A NON TECHNICAL PROJECT ALSO READ FULL ARTICLE ON MY MEDIUM WEB PAGE:
https://medium.com/@akshaysrivatsvijayaraghavan?p=c5c2b54b042f
COMMUNICATION
IT IS A BRIDGE OF MEANING
IT INVOLVES A SYSTEMATIC AND CONTINUOUS PROCESS OF TELLING, LISTENING AND UNDERSTANDING ------ -
This program is not for people who are not willing to sharpen their skills..... Click to Fill the forms ..........
https://forms.gle/KHiuUdBdmA2dw2Ri7
Watch me on FACEBOOK page of ADARSH AMDAVAD
https://www.facebook.com/AadarshAmd/videos/383543729581403/
https://www.facebook.com/therravindrakumar
https://fb.watch/2iQXIJPVYy/
https://msngr.com/dourwqquftkp
Like me on Instagram
https://www.instagram.com/p/B-w-Wu2DrdU/
Follow my Blogs https://rravindrakumar.blogspot.com/
https://www.blogger.com/blog/posts/3065184067613145236
Like My YouTube Channel
https://www.youtube.com/watch?v=nlKRun5NAXE&feature=youtu.be&fbclid=IwAR30lZpmAB0ebbs9nG39PbUv0IOfo4BqQ9ymoD6VUaxbQ-kNz31cGauBvto
https://www.facebook.com/groups/1564341083836807/?ref=share https://twitter.com/rravindrakumar/status/900472567181578243/
https://www.picuki.com/profile/rravindrakumar https://www.linkedin.com/pulse/situation-really-problem-our-perception-makes-chief-mentor/
Share & Like ME on Facebook, YouTube and Instagram and Get FREE One to One Personal Counselling for 1 Hour WhatsApp me on 9726351246
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
FIA officials brutally tortured innocent and snatched 200 Bitcoins of worth 4...jamalseoexpert1978
Farman Ayaz Khattak and Ehtesham Matloob are government officials in CTW Counter terrorism wing Islamabad, in Federal Investigation Agency FIA Headquarters. CTW and FIA kidnapped crypto currency owner from Islamabad and snatched 200 Bitcoins those worth of 4 billion rupees in Pakistan currency. There is not Cryptocurrency Regulations in Pakistan & CTW is official dacoit and stealing digital assets from the innocent crypto holders and making fake cases of terrorism to keep them silent.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
2. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
BEHAVIOURAL COMPETENCIES DICTIONARY
Competencies are observable abilities, skills,
knowledge, motivations or traits defined in terms of
the behaviours needed for successful job
performance.
What are competencies?
3. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
BEHAVIOURAL COMPETENCIES
For all competencies in the dictionary, a definition is
provided. Each competency also includes a proficiency
scale that indicates the full range of expression of the
competency. Most proficiency scale have five levels.
Each proficiency is described in terms of behavioural
indicators. The behaviours at each level of the scale are
illustrative rather than definitive; that is other examples
of behaviour are possible. Each competency scale is
cumulative which means that, although behaviours from
lower levels are not repeated at higher level, they
nonetheless apply.
How Are the Competencies Structured?
4. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
BEHAVIOURAL COMPETENCIES
The contents of dictionary represent the behavioural or
non-technical competencies that apply to IT jobs in the
federal Public Service. The dictionary can be used for a
variety of purposes including recruitment and staffing,
learning and career development and performance
management. For each job, choose the competencies
and proficiency learning that are most critical to
performance excellence.
How to Use the Dictionary?
5. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
ACHIEVEMENT ORIENTATION
Focusing efforts on achieving high quality results
consistent with the organization’s standards
Level 1
Strives to meet work expectation
Level 2
Consistently meets established expectations
Level 3
Surpasses established expectations
6. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Seeks out significant challenges
Level 5
Pursues excellence on an organizational level
Note : “Achievement Orientation” links to the competency
“Personality” identified as relevant for federal Public
Service leaders.
ACHIEVEMENT ORIENTATION
7. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
ADAPTABILITY
Level 1
Recognizes that change will happen
Level 2
Adapts one’s work method to a situation
Level 3
Adapts to a variety of changes
Managing and adjusting own behaviours to work
effectively in light of new information, changing
situations and / or different environments
8. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Adapts to large, complex and / or frequent changes
Level 5
Adapts organizational strategies
Note : “Adaptability” links to the competency “Behavioural
Flexibility” identified as relevant for federal Public Service
leaders.
ADAPTABILITY
9. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
ANALYTICAL THINKING
Level 1
Analyzes and synthesizes information
Level 2
Identifies critical relationships
Level 3
Analyses complex relationships
Understanding, linking, and analyzing
information to understand issues, identify
options and support sound decision making
10. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Applies broad analysis
Level 5
Applies a whole systems perspective
Note : “Analytical Thinking” links to the competency
“Cognitive Capacity” identified as relevant for federal
Public Service leaders.
ADAPTABILITY
11. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
CHANGE LEADERSHIP
Level 1
Makes others aware of change
Level 2
Underscores the positive nature of change
Level 3
Manages the process for change
Managing and facilitating the process of change
and transition while helping others deal with
their effects
12. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Maintains alignment with organizational objectives
Level 5
Champions change
ADAPTABILITY
13. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
CLIENT FOCUS
Level 1
Responds to client requests
Level 2
Builds positive client relations
Level 3
Evaluates and adapts to client needs
Providing service excellence to internal and
external clients
14. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Fosters a client-focussed culture
Level 5
Considers the strategic direction of client focus
CLIENT FOCUS
15. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
COMMUNICATION
Level 1
Listens and clearly presents information
Level 2
Fosters two-way communication
Level 3
Adapts communication to others
Listening to others and communicating in an
effective manner that fosters open
communications
16. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Communicates complex messages
Level 5
Communicates strategically
COMMUNCIATION
17. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
CONFLICT MANAGEMENT
Level 1
Notice conflict
Level 2
Addresses existing conflict
Level 3
Addresses potential conflict
Facilitating the prevention, management and / or
resolution of conflicts
18. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Introduces strategies for resolving conflict
Level 5
Creates an environment where conflict is resolved
positively
COMMUNCIATION
19. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
CONTINUOUS LEARNING
Level 1
Assesses and monitors oneself to maintain personal
effectiveness
Level 2
Seeks to improve personal effectiveness in current
situation
Level 3
Seeks learning opportunities beyond current
requirements
Identifying and addressing personal strengths,
developmental needs and changing circumstances
to enhance performance and career growth
20. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Aligns personal development with objectives of
organization
Level 5
aligns personal leaning with anticipated change in
organizational strategy
CONTINUOUS LEARNING
Note : “Continuous Learning” links to the competency
“Creativity” identified as relevant for federal Public Service
leaders.
21. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
CREATIVE THINKING
Level 1
Acknowledges the need for new approaches
Level 2
Modifies current approaches
Level 3
Introduces new approaches
Questioning conventional approaches and responding to
challenges with innovative solutions or services, using
intuition, experimentation and fresh perspectives
22. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Creates new concepts
Level 5
Nurtures creativity
CREATIVE THINKING
Note : “Creative Thinking” links to the competency
“Creativity” identified as relevant for federal Public Service
leaders.
23. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
DECISION MAKING
Level 1
Makes decisions based solely on rules
Level 2
Makes decisions by interpreting rules
Level 3
Makes decisions in vague situations
Makes decisions involving varied levels of risk
and ambiguity
24. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Makes complex decisions in the face of ambiguity
Level 5
Makes high-risk decisions in the face of ambiguity
DECISION MAKING
25. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
DEVELOPING OTHERS
Level 1
Shares expertisewith others
Level 2
Supports individual development and improvement
Level 3
Promotes ongoing learning and development
Fostering the development of others by providing
a supportive environment for professional
growth
26. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Provides the means for team development
Level 5
Creates a continuous learning and development
environment
DEVELOPING OTHERS
Note : “Developing Others” links to the competency
“Creativity” identified as relevant for federal Public Service
leaders.
27. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
IMPACT AND INFLUENCE
Level 1
Uses facts and available information to persuade
Level 2
Adapts arguments to others needs
Level 3
Demonstrates the benefit of ideas
Gaining support from and motivating others to
advance the objectives of the organization
28. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Builds coalitions
Level 5
Use complex influence strategies
IMPACT AND INFLUENCE
29. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
INITIATIVE
Level 1
Addresses current issues
Level 2
Addresses imminent issues
Level 3
Acts promptly in a crisis situation
Identifying and dealings with issues proactively
and persistently, seizing opportunities that arise
30. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Looks to the future
Level 5
Encourage initiative in others
INITIATIVE
31. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
NETWORKING / RELATIONSHIP BUILDING
Level 1
Accesses known sources of information
Level 2
Builds personal contacts
Level 3
Seeks new networking opportunities for self and others
Seeking and maintaining working relationships
and / or networks of contacts to further the
organization’s goals
32. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Strategically expands networks
Level 5
Creates networking opportunities
NETWORKING/ RELATIONSHIP BUILDING
33. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
ORGANIZATIONAL & ENVIRONMENTAL AWARENESS
Level 1
Understands formal structure
Level 2
Understands informal structure and culture
Level 3
Effectively operates in external environments
Understanding the working, structure and culture
of the organization as well as the political, social
and economic issues, to achieve results
34. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Understands organizational politics, issues and external
influences
Level 5
Operates effectively in a broad spectrum of political,
cultural and social milieu
ORGANIZATIONAL & ENVIRONMENTAL AWARENESS
Note : “Organizational and Environmental Awareness” links
to the competency “Organizational Awareness identified as
relevant for federal Public Service leaders.
35. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
PARTNERING
Level 1
Operates effectively within partnerships
Level 2
Manages existing partnerships
Level 3
Seeks out partnership opportunities
Seeking and building strategic alliances and
collaborative arrangements to advance the
objectives of the organization
36. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Facilitates partnerships
Level 5
Sets strategic direction for partnering
PARTNERING
Note : “Partnering” links to the competency relevant for
federal Public Service leaders.
37. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
PLANNING AND ORGANIZING
Level 1
Uses formal and informal systems to achieve business /
work objective
Level 2
Successfully completes activities and delivers programs
in a timely manner
Level 3
Develops plans for the business unit
Defining tasks and milestones to achieve objectives,
while ensuring the optimal use of resources to meet
those objectives
38. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Effectively organizes others
Level 5
Plans and organizes at a strategic level
PLANNING AND ORGANIZING
Note : “Planning and Organizing” links to the competency
“Action Management” identified as relevant for federal
Public Service leaders.
39. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
RISK MANAGEMENT
Level 1
Supports risk taking by others
Level 2
Personally takes risks
Level 3
Personally takes significant risks
Identifying, assessing and managing risk while
striving to attain objectives
40. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Leads high-risk initiatives
Level 5
Provides organizational guidance on risk
RISK MANAGEMENT
41. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
STEWARDSHIP OF RESOURCES
Level 1
Uses resources effectively
Level 2
Ensures effective resource utilization
Level 3
Controls resource use
Ensure the wise use of Public Service resources,
whether human, financial, material, or informational
42. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Implements systems to ensure stewardship of resources
Level 5
Ensures strategic stewardship of resources
STEWARDSHIP OF RESOURCES
Note : “Resource Stewardship” links to the competency
“Action Management” identified as relevant for federal
Public Service leaders.
43. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
STRESS MANAGEMENT
Level 1
Works in low level stress situations
Level 2
Adjusts to temporary peaks in stress levels
Level 3
Adapts to prolonged stress
Maintaining concentration and effectiveness in the
face of stress
44. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Employs stress management strategies
Level 5
Assists others to deal with stress
STRESS MANAGEMENT
Note : “Stamina / Stress Resistance” was identified as a
competency relevant for federal Public Service leaders.
45. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
TEAMWORK
Level 1
Participates as a team member
Level 2
Fosters teamwork
Level 3
Demonstrates informal leadership in teams
Working collaboratively with others to achieve
common goals and positive results
46. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Capitalizes on teamwork opportunities
Level 5
Builds bridges between teams
TEAMWORK
Note : “Teamwork” and “Interpersonal Relations” were
identified as competencies relevant for federal Public
Service leaders.
47. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
TEAM LEADERSHIP
Level 1
Keeps the team informed
Level 2
Ensures the needs of the team and of members are met
Level 3
Ensures team member input
Leading and supporting a team to achieve results
48. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Empowers the team
Level 5
Inspires team members
TEAM LEADERSHIP
49. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
VALUES AND ETHICS
Level 1
Demonstrates behaviours consistent with the
organiations’s values
Level 2
Identifies ethical implications
Level 3
Promote the organization’s value and ethics
Creating and supporting the principles and values of
the organization and the Public Service as a whole
50. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Sets the standards
VALUES AND ETHICS
Note : “Ethics and Values” was identified as a competency
relevant for federal Public Service leaders.
51. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
VISIONING AND STRATEGIC THINKING
Level 1
Demonstrates personal work alignment
Level 2
Promotes team alignment
Level 3
Aligns program / operational goals and plans
Developing and inspiring commitment to a vision of
success; supporting, promoting and ensuring
alignment with organization’s vision and values
52. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Level 4
Influences strategic direction
Level 5
Develops vision
VISIONING AND STRATEGIC THINKING
Note : “Visioning” was identified as a competency relevant
for federal Public Service leaders.
53. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Intellectual
1. Information collection
2. Problem Ananlysis
3. Numerical interpretation
4. Judgement
5. Critical faculty
6. Creativity
THE 45 COMPETENCIES
Six Clusters
54. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Intellectual
7. Planning
8. Perspective
9. Organizational Awareness
10. External Awareness
11. Learning Oriented
12. Technical Expertise
THE 45 COMPETENCIES
55. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Personal
13. Adpatability
14. Independence
15. Integrity
16. Stress Tolerance
17. Resilience
18. Detail Consciousness
19. Self-management
20. Change Oriented
THE 45 COMPETENCIES
56. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Communication
21. Reading
22. Written Communication
23. Listening
24. Oral Expression
25. Oral Presentation
THE 45 COMPETENCIES
57. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Interpersonal
26. Impact
27. Persuasiveness
28. Sensitivity
29. Flexibility
30. Ascendancy
31. Negotiating
THE 45 COMPETENCIES
58. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Leadership
32. Organizing
33. Empowering
34. Appraising
35. Motivating Others
36. Developing Others
37. Leading
THE 45 COMPETENCIES
59. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Result Oriented
38. Risk Taking
39. Decisiveness
40. Business Sense
41. Energy
42. Concern for Excellence
43. Tenacity
44. Initiative
45. Customer Oriented
THE 45 COMPETENCIES
60. UNLOCKING PEOPLE POTENTIAL
C O N S U L T A N T S
Command of
basic facts
LANCASTER MODEL OF MANAGERIAL COMPETENCIES
Relevant
Professional
understanding
Basic
knowledge and
information
The successful
manager
61. Continuing sensitivity
to events
LANCASTER MODEL OF MANAGERIAL COMPETENCIES
Analytical problem
solving decision /
judgement-making
skills
Social skills and
abilities
Emotional resilience
Proactivity of
inclination to respond
purposefully to events
Skills and
attributes
The
successful
manager
62. Creativity
LANCASTER MODEL OF MANAGERIAL COMPETENCIES
Mental agility
Balanced learning
habits and skills
Self-knowledge
‘Meta-
qualities’
The successful
manager