Competency-Based Performance Management

DHR PowerPoint

Competency-Based Performance ManagementTrainingModule 1: Competencies

Leadership | Innovation | QualityWelcome to our overview of competencies for the GNWT Competency Based Performance Management program.

12Competencies ConceptsGNWT Competencies

Performance Management ProcessConstructive FeedbackSMART GoalsPerformance ConversationsThis ModuleOther Modules

Leadership | Innovation | QualityThis module covers the fundamental concepts of competencies, the components of the competency model, and the specific competencies identified as differentiators for success in leadership roles at GNWT.

Please note that there are other modules available as well one that covers the performance management process, and then three refresher modules on core skills that you will use in the performance management process constructive feedback, crafting SMART goals, and effective performance conversations.

23Your best leader or manager

What were their characteristics?Think about

Leadership | Innovation | QualitySomething to think about as we get started reflect on the best leader or manager you have ever worked with. What where the characteristics that made them the best? What kinds of behaviours did you observe? Perhaps they were really good at focusing the team and getting everyone to achieve together maybe they had a great feedback style, where they could get the message across clearly while motivating you to grow and develop

3What are competencies?4Competencies are

A characteristic which enables people to deliver superior performance in a given job, role, or situation

A description of the patterns of behaviours that are required for success

A tool to help individuals and the organization focus on the characteristics that enable people to consistently achieve high standards of performance

Leadership | Innovation | QualityLets talk about what competencies are, and youll see where that best leader or manager fits in.

45Competencies look at the behaviours used to attain results and offer a systematic way to examine these behaviours

Leadership | Innovation | QualityTypes of competencies6The GNWT Competency Model consists of 6 competencies that have been organized into 2 clusters:

Leadership ExcellenceAuthentic LeadershipSystems ThinkingEngaging Others

Management Excellence Action ManagementPeople ManagementSustainable Management

Leadership | Innovation | Quality6GNWT Competency Model7Management ExcellenceLeadership ExcellenceCreating an Engaging and Productive Work EnvironmentDeveloping OthersPlanning for Future Workforce NeedsIntegrated and Inter-relatedStrategicMultiple PerspectivesIntegrityAccountabilityInterpersonal Sensitivity Focus on ResultsCustomer ServiceChange ManagementBuilding RelationshipsBringing People TogetherCollaborating and FacilitatingFiscal ResponsibilityEnvironmental SustainabilityPlanning for the FutureGNWTMission&VisionSystems ThinkingAuthentic LeadershipPeople ManagementAction ManagementSustainable ManagementEngaging Others

Leadership | Innovation | QualityProject Team was involved in the development; model was approved by DM Council

7Understanding and rating competencies8Each competency has 6 components:Title Overall name given to the competencyDefinition Explains what the competency means and indicates the types of behaviours that will be described in the scaleWhy Description of how and why a competency is importantBehavioural scale Describes how this competency is demonstrated

Target level Represents the behaviour that is characteristic of success in each type of roleTarget Level ShadingThe shading indicates the target level behaviours for all employees. Behaviours shaded in grey apply to all employees. Behaviours that are not shaded apply to Supervisors, Managers, Directors, Regional Superintendents and equivalents, ADMs and equivalents, and Deputy Heads.

Leadership | Innovation | QualityCompetencies have a number of components Im going to show you where they all are.DHRDHR89

Leadership | Innovation | QualityThis document is really the resource for understanding each competency, the target levels and the full set of behaviours at each level. Its available on the Competency Based performance management webpage.

http://www.hr.gov.nt.ca/forms/performancemgmtforms.htm DHRDHR910

Leadership | Innovation | QualityHeres an example where you can see the Title Authentic leadership

The DefinitionWhy its important.

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Leadership | Innovation | QualityHeres the behavioural scale for Authentic Leadership.You will see 6 levels and under each, a number of behaviours that describe what the competency really looks like in practice, at each level.

11Behavioural scales:Define what the competency is all aboutAscending scale of various levels of performanceEach level is noticeably different from the one beforeLevels are cumulativeEach level requires higher levels of performance, greater impact or time horizonResearched to show link to superior performanceUnderstanding and rating competencies12

Leadership | Innovation | Quality12Target levels:

Level that defines excellence in the job, reflecting behaviours to meet current and future requirements

Not a minimum or a wish list

Understanding and rating competencies13

Leadership | Innovation | Quality13Leadership ExcellenceManagement ExcellenceAuthentic LeadershipSystems ThinkingEngaging OthersAction ManagementPeople ManagementSustainable ManagementDeputy Head666666ADM and equivalent5 65 65 65 65 65 6Director, Regional Superintendent and equivalent3 43 43 43 43 43 4Manager2 32 32 32 32 32 3Supervisor2 32 32 32 32 32 3All Employees1 21 21 21 21 21 2Competency targetsummary chart14

Leadership | Innovation | Quality14A Deeper Look:GNWT Competencies15

Leadership | Innovation | Quality15GNWT Competency Model16Management ExcellenceLeadership ExcellenceCreating an Engaging and Productive Work EnvironmentDeveloping OthersPlanning for Future Workforce NeedsIntegrated and Inter-relatedStrategicMultiple PerspectivesIntegrityAccountabilityInterpersonal Sensitivity Focus on ResultsCustomer ServiceChange ManagementBuilding RelationshipsBringing People TogetherCollaborating and FacilitatingFiscal ResponsibilityEnvironmental SustainabilityPlanning for the FutureGNWTMission&VisionSystems ThinkingAuthentic LeadershipPeople ManagementAction ManagementSustainable ManagementEngaging Others

Leadership | Innovation | QualityProject Team was involved in the development; model was approved by DM Council

16Authentic Leadership

Takes responsibility for own behaviourContributes to a positive work environmentCreates a positive team environmentBuilds effective and productive teamsPromotes a positive and productive environment within departmentBuilds a positive and productive workplace environment across GNWT

Why is this important?Acting with integrity and treating everyone with respect regardless of which group they represent17

Leadership | Innovation | Quality17Drives personal and interpersonal conduct18Is:About how you conduct yourself, interact with others, and lead a teamListening to all perspectivesCelebrating achievementsBeing honestWillfully taking responsibility for correcting errors or mishapsSpeaking up to support GNWT values within work activitiesInspiring others with a visionIs not:Only for formal supervisors, managers, and senior managersSpeaking disrespectfully to or about others, even if those feelings and thoughts are genuinely feltBeing motivated by a personal agenda rather than GNWT goalsCommunicating the result of a decision without an explanationPolicing other peoples behaviourBelittling group/team members

Leadership | Innovation | QualitySystems Thinking

Links operational activities to larger goalsSees patterns when problem solving and decision makingAnalyzes potential solutions using diverse informationApplies a long-term and broad perspectiveIncorporates trends and inter-connectionsUnderstands impacts on vision and connectionsWhy is this important?

Ability to assess options and implications in new ways in order to identify solutions and appreciating how short-term outcomes are driven by long-term strategy19

Leadership | Innovation | Quality19Drives thinking about problems and strategies20Is:Thinking broadly about connections/ relationships, and looking beyond the immediate borders of a problemUnderstanding links between own work, work of others, and goals of the departmentBreaking problems down into small chunks and looking for patternsConsidering multiple perspectives and impacts in either problem solving or building strategyLooking to recent trends, new technology or different fields for long-term solutionsIs not:Thinking about computer systems or other systems in placeApproaching problems sequentiallyImplementing a solution without considering impact outside own areaFailing to look at the big picturePlanning for the future by looking at past or out-of-date trendsBuilding strategy by applying a local and short-term perspective

Leadership | Innovation | QualityEngaging Others

Builds rapportConnects with othersMakes key contacts and shares informationDevelops effective relationshipsMaintains and uses a wide circle of contactsBuilds networks and partnershipsWhy is this important?

Proactively building networks, connecting with others, and understanding and building relationships in order to achieve goals and priorities21

Leadership | Innovation | Quality21Drives how we go about working at GNWT22Is:About working collaboratively and building relationships with others beyond own teamTaking time to get to know colleagues and building rapport by remembering things about themBuilding relationships that can help achieve personal/team goalsCollaborating with other groups/departments to achieve common goalsEngaging the participation of other relevant groups and bringing them into the conversation

Is not:About only working and developing relationships within own small teamAbout how you engage others to perform or motivate own teamWorking in silosPlaying office politics about who you work with or dont work withWithholding information that is relevant for other groups, departments, or stakeholders

Leadership | Innovation | QualityAction Management

Gets the work done and accepts changeMonitors work towards goals and prepares for changeImproves performance and adapts readilySets challenging objectives and helps others adaptImproves performance more broadly and gains commitment for changeLong-term view to goals and implements change Why is this important?

Knowing which initiatives and results are important, and working with current resources to achieve results that are aligned with the goals of the organization23

Leadership | Innovation | Quality23Drives results directly24Is:About getting work done, and done well within existing conditionsTaking the reigns of responsibility for completing own workMaking good and appropriate decisions confidentlyLooking for the right opportunities and being proactiveFinding ways to improve own performance or service deliveryAdapting to changes in environmentIs not:Only about getting to the finish lineAssuming someone else will clean up or revise your work for youDelaying a decision out of fear of making a mistakeWaiting to be told what to doSetting impressive and challenging goals that overwhelmForcing others to change without listening to concerns

Leadership | Innovation | QualityPeople Management

Manages self and works well with othersActs as a key team player and supports learning in othersImproves self and gives direction to othersStays current and gives constructive feedbackMotivates the team and acts as a coach/mentorPlans for future human resource needs and learningWhy is this important?Creating the conditions and environment that allow people to work collaboratively and productively to achieve results25

Leadership | Innovation | Quality25Creating the conditions that drive desired performance26Is:About being a good team playerAbout how you manage and develop both yourself and your teamStaying in control of own emotions when frustratedEmpowering the group/team to perform better through support, guidance and developmentMotivating the team Aligning the right people with the right projectsIs not:Only for formal supervisors, managers, and senior managersTelling your colleagues what to doProviding critical or judgmental or infrequent feedbackTaking a course but not applying new knowledgeAsking for feedback and responding with but...Putting a team together based on friendships

Leadership | Innovation | QualitySustainable Management

Uses resources responsiblyIdentifies and advocates for resource effectivenessMakes links between sustainability and success of GNWTImproves sustainability practicesDevelops, implements, and monitors systemsPlans for the future sustainability of the GNWTWhy is this important?

Delivering results by maximizing organizational effectiveness and sustainability of our human, financial, and environmental resources27

Leadership | Innovation | Quality27Drives effectiveness and sustainability of resources28Is:About planning for and using resources responsibly (e.g., time, people, office supplies, equipment, financial, natural)Adopting a cost, value and risk-conscious attitudeTracking and monitoring accountability systemsEnsuring long term availability of services for NorthernersPlanning for the future making sure that resources will be there when neededIs not:Only about recycling, water, or land use planningSpending freely just because there is room in the budgetHaving no knowledge of what resources are being used and howHolding onto resources when there is a strong business case for allocating them elsewhereFailing to consider the long-term impact of social responsibility factors

Leadership | Innovation | QualitySupporting toolsFull Dictionary Competency ModelCompetency Development Resource Guide (CDRG)Competency Self-Assessment

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Leadership | Innovation | Quality29Next steps30Explore the competency model in more detail and review the tools available

View the performance management module to understand how competencies factor into the performance review

Leadership | Innovation | Quality