4 behavioural competency dictionary

BEHAVIOURAL COMPETENCY DICTIONARY

Presentation

by

Prof.M.S.S.Varadan

Chairman

Om Consultants (India) Pvt. Ltd.

U N L O C K IN G P EO PL E P O T E N T I A L

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?



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?



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?



ACHIEVEMENT ORIENTATION

Focusing efforts on achieving high quality results consistent with the organization’s standardsLevel 1Strives to meet work expectation

Level 2Consistently meets established expectations

Level 3Surpasses established expectations



Level 4Seeks out significant challenges Level 5Pursues excellence on an organizational level

Note : “Achievement Orientation” links to the competency “Personality” identified as relevant for federal Public Service leaders.

ACHIEVEMENT ORIENTATION



ADAPTABILITY

Level 1Recognizes that change will happen

Level 2Adapts one’s work method to a situation

Level 3Adapts to a variety of changes

Managing and adjusting own behaviours to work effectively in light of new information, changing situations and / or different environments



Level 4Adapts to large, complex and / or frequent changes Level 5Adapts organizational strategies

Note : “Adaptability” links to the competency “Behavioural Flexibility” identified as relevant for federal Public Service leaders.

ADAPTABILITY



ANALYTICAL THINKING

Level 1Analyzes and synthesizes information

Level 2Identifies critical relationships

Level 3Analyses complex relationships

Understanding, linking, and analyzing information to understand issues, identify options and support sound decision making



Level 4Applies broad analysis Level 5Applies a whole systems perspective

Note : “Analytical Thinking” links to the competency “Cognitive Capacity” identified as relevant for federal Public Service leaders.

ADAPTABILITY



CHANGE LEADERSHIP

Level 1Makes others aware of change

Level 2Underscores the positive nature of change

Level 3Manages the process for change

Managing and facilitating the process of change and transition while helping others deal with their effects



Level 4Maintains alignment with organizational objectives Level 5Champions change

ADAPTABILITY



CLIENT FOCUS

Level 1Responds to client requests

Level 2Builds positive client relations

Level 3Evaluates and adapts to client needs

Providing service excellence to internal and external clients



Level 4Fosters a client-focussed culture Level 5Considers the strategic direction of client focus

CLIENT FOCUS



COMMUNICATION

Level 1Listens and clearly presents information

Level 2Fosters two-way communication

Level 3Adapts communication to others

Listening to others and communicating in an effective manner that fosters open communications



Level 4Communicates complex messages Level 5Communicates strategically

COMMUNCIATION



CONFLICT MANAGEMENT

Level 1Notice conflict

Level 2Addresses existing conflict

Level 3Addresses potential conflict

Facilitating the prevention, management and / or resolution of conflicts



Level 4Introduces strategies for resolving conflict Level 5Creates an environment where conflict is resolved positively

COMMUNCIATION



CONTINUOUS LEARNING

Level 1Assesses and monitors oneself to maintain personal effectiveness

Level 2Seeks to improve personal effectiveness in current situation

Level 3Seeks learning opportunities beyond current requirements

Identifying and addressing personal strengths, developmental needs and changing circumstances to enhance performance and career growth



Level 4Aligns personal development with objectives of organization Level 5aligns 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.



CREATIVE THINKING

Level 1Acknowledges the need for new approaches

Level 2Modifies current approaches

Level 3Introduces new approaches

Questioning conventional approaches and responding to challenges with innovative solutions or services, using intuition, experimentation and fresh perspectives



Level 4Creates new concepts Level 5Nurtures creativity

CREATIVE THINKING

Note : “Creative Thinking” links to the competency “Creativity” identified as relevant for federal Public Service leaders.



DECISION MAKING

Level 1Makes decisions based solely on rules

Level 2Makes decisions by interpreting rules

Level 3Makes decisions in vague situations

Makes decisions involving varied levels of risk and ambiguity



Level 4Makes complex decisions in the face of ambiguity

Level 5Makes high-risk decisions in the face of ambiguity

DECISION MAKING



DEVELOPING OTHERS

Level 1Shares expertisewith others

Level 2Supports individual development and improvement

Level 3Promotes ongoing learning and development

Fostering the development of others by providing a supportive environment for professional growth



Level 4Provides the means for team development Level 5Creates a continuous learning and development environment

DEVELOPING OTHERS

Note : “Developing Others” links to the competency “Creativity” identified as relevant for federal Public Service leaders.



IMPACT AND INFLUENCE

Level 1Uses facts and available information to persuade

Level 2Adapts arguments to others needs

Level 3Demonstrates the benefit of ideas

Gaining support from and motivating others to advance the objectives of the organization



Level 4Builds coalitions Level 5Use complex influence strategies

IMPACT AND INFLUENCE



INITIATIVE

Level 1Addresses current issues

Level 2Addresses imminent issues

Level 3Acts promptly in a crisis situation

Identifying and dealings with issues proactively and persistently, seizing opportunities that arise



Level 4Looks to the future Level 5Encourage initiative in others

INITIATIVE



NETWORKING / RELATIONSHIP BUILDING

Level 1Accesses known sources of information

Level 2Builds personal contacts

Level 3Seeks new networking opportunities for self and others

Seeking and maintaining working relationships and / or networks of contacts to further the organization’s goals



Level 4Strategically expands networks Level 5Creates networking opportunities

NETWORKING/ RELATIONSHIP BUILDING



ORGANIZATIONAL & ENVIRONMENTAL AWARENESS

Level 1Understands formal structure

Level 2Understands informal structure and culture

Level 3Effectively 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



Level 4Understands organizational politics, issues and external influences Level 5Operates 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.



PARTNERING

Level 1Operates effectively within partnerships

Level 2Manages existing partnerships

Level 3Seeks out partnership opportunities

Seeking and building strategic alliances and collaborative arrangements to advance the objectives of the organization



Level 4Facilitates partnerships Level 5Sets strategic direction for partnering

PARTNERING

Note : “Partnering” links to the competency relevant for federal Public Service leaders.



PLANNING AND ORGANIZING

Level 1Uses formal and informal systems to achieve business / work objective

Level 2Successfully completes activities and delivers programs in a timely manner

Level 3Develops plans for the business unit

Defining tasks and milestones to achieve objectives, while ensuring the optimal use of resources to meet those objectives



Level 4Effectively organizes others Level 5Plans 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.



RISK MANAGEMENT

Level 1Supports risk taking by others

Level 2Personally takes risks

Level 3Personally takes significant risks

Identifying, assessing and managing risk while striving to attain objectives



Level 4Leads high-risk initiatives Level 5Provides organizational guidance on risk

RISK MANAGEMENT



STEWARDSHIP OF RESOURCES

Level 1Uses resources effectively

Level 2Ensures effective resource utilization

Level 3Controls resource use

Ensure the wise use of Public Service resources, whether human, financial, material, or informational



Level 4Implements systems to ensure stewardship of resources Level 5Ensures strategic stewardship of resources

STEWARDSHIP OF RESOURCES

Note : “Resource Stewardship” links to the competency “Action Management” identified as relevant for federal Public Service leaders.



STRESS MANAGEMENT

Level 1Works in low level stress situations

Level 2Adjusts to temporary peaks in stress levels

Level 3Adapts to prolonged stress

Maintaining concentration and effectiveness in the face of stress



Level 4Employs stress management strategies Level 5Assists others to deal with stress

STRESS MANAGEMENT

Note : “Stamina / Stress Resistance” was identified as a competency relevant for federal Public Service leaders.



TEAMWORK

Level 1Participates as a team member

Level 2Fosters teamwork

Level 3Demonstrates informal leadership in teams

Working collaboratively with others to achieve common goals and positive results



Level 4Capitalizes on teamwork opportunities Level 5Builds bridges between teams

TEAMWORK

Note : “Teamwork” and “Interpersonal Relations” were identified as competencies relevant for federal Public Service leaders.



TEAM LEADERSHIP

Level 1Keeps the team informed

Level 2Ensures the needs of the team and of members are met

Level 3Ensures team member input

Leading and supporting a team to achieve results



Level 4Empowers the team Level 5Inspires team members

TEAM LEADERSHIP



VALUES AND ETHICS

Level 1Demonstrates behaviours consistent with the organiations’s values

Level 2Identifies ethical implications

Level 3Promote the organization’s value and ethics

Creating and supporting the principles and values of the organization and the Public Service as a whole



Level 4Sets the standards

VALUES AND ETHICS

Note : “Ethics and Values” was identified as a competency relevant for federal Public Service leaders.



VISIONING AND STRATEGIC THINKING

Level 1Demonstrates personal work alignment

Level 2Promotes team alignment

Level 3Aligns 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



Level 4Influences strategic direction

Level 5Develops vision

VISIONING AND STRATEGIC THINKING

Note : “Visioning” was identified as a competency relevant for federal Public Service leaders.



Intellectual1. Information collection2. Problem Ananlysis3. Numerical interpretation4. Judgement5. Critical faculty6. Creativity

THE 45 COMPETENCIES Six Clusters



Intellectual7. Planning8. Perspective9. Organizational Awareness10. External Awareness11. Learning Oriented12. Technical Expertise

THE 45 COMPETENCIES



Personal13. Adpatability14. Independence15. Integrity16. Stress Tolerance17. Resilience18. Detail Consciousness19. Self-management20. Change Oriented

THE 45 COMPETENCIES



Communication21. Reading22. Written Communication23. Listening24. Oral Expression25. Oral Presentation

THE 45 COMPETENCIES



Interpersonal26. Impact27. Persuasiveness28. Sensitivity29. Flexibility30. Ascendancy31. Negotiating

THE 45 COMPETENCIES



Leadership32. Organizing33. Empowering34. Appraising35. Motivating Others36. Developing Others37. Leading

THE 45 COMPETENCIES



Result Oriented38. Risk Taking39. Decisiveness40. Business Sense41. Energy42. Concern for Excellence 43. Tenacity44. Initiative45. Customer Oriented

THE 45 COMPETENCIES



Command of basic facts

LANCASTER MODEL OF MANAGERIAL COMPETENCIES

Relevant Professional understanding

Basic knowledge and information

The successful manager

Continuing sensitivity to events


Analytical problem solving decision / judgement-making skillsSocial skills and abilitiesEmotional resilienceProactivity of inclination to respond purposefully to events

Skills and attributes


Creativity


Mental agility

Balanced learning habits and skills

Self-knowledge

‘Meta-qualities’


4 behavioural competency dictionary

Business

federal publicservice

federal public

federalpublic

competencyaction

behavioural

competencycreativity

lancaster

organizational