Management Competency Model Hay

8/13/2019 Management Competency Model Hay

1/21

2012, Hay Group Limited All r ightsreserved www.haygroup.com/ca

October 2012

Government of the Northwest TerritoriesManagement Competency Model


2/21

2012, Hay Group Limited All r ights

reserved www.haygroup.com/ca

The Management Competency Model was prepared by Hay Groupfor use by the Government of the Northwest Territories (GNWT).

This document may be reproducedand used only by employees of this organization.

Hay Group 2012


3/21

2012, Hay Group Limited All r ightsreserved www.haygroup.com/ca

Table of Contents Page

Background 1Why Competencies? 1The GNWT Management Competencies 2Understanding the Competencies 4

Overview 4Format of the Competency Scales 4Competency Summary Chart with Target Levels 6

Competencies

Leadership Excellence

Authent ic Leadership 7Systems Thinking 9Engaging Others 11

Management Excellence

Action Management 13People Management 15Sustainable Management 17


4/21

1/18 www.haygroup.com/ca

Background

In line with the Government of the Northwest Territories (GNWTs) strategies, the GNWT Public Service has embarked on aManagement Competency Model Review Project. The focus of the project is to identify and define the competencies that areimportant for successful performance in different management roles. Once the management competency model has beendeveloped, it will form the basis of strategic human resource processes, such as attraction, selection, retention, performancemanagement, development, and succession planning.

Why Competencies?

Think of the best teacher or coach in your life experience. Chances are that teacher or coach demonstrated not only soundtechnical knowledge and skills, but also a variety of behaviours that madeyour experience with that person exceptional.

Unlike other forms of looking at job requirements and performance, which focus on hard outcomes, competencies provide a meansof looking at not just what someone does, but how they do it - those characteristics that make a person exceptional. Competencies

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

A competency is a characteristic which enables people to deliver superior performance in a given job, role, or situation. Thecompetencies provide a description of the patterns of behaviours that are required for success as a manager in the GNWT PublicService. They help individuals and the organization focus on the characteristics that enable people to consistently achieve highstandards of performance.

The following summary provides a detailed description of the competencies and their associated scales.


5/21


The GNWT Management Competencies

The Management Competency Model, as shown on the next page, displays the competencies that are necessary to deliver theGNWT Public Services organizational vision, goals, and priorities.

The Management Competency Model consists of six competencies that have been organized into 2 clusters as follows:

Leadership Excellence: Includes competencies related to authentic leadership, systems thinking, and engaging others.

Management Excell ence: Includes competencies related to action management, people management, and sustainablemanagement.

The cluster names are located in the outermost circle, followed by the names of the six competencies. In the next inner circle arebullets that provide an illustration of what each competency represents. The innermost circle represents that the GNWT Vision andGoals are connected to the competencies, whereby the identified competencies are those needed to achieve the GNWT Vision andGoals.

As a whole, the competencies define how managers can be successful in their roles. It further acknowledges that the GNWT PublicService can only accomplish its vision and goals when the competencies of employees throughout the organization are developedand aligned appropriately, and are clearly understood and demonstrated by all managers in the organization.


6/21


GNWTOur

VisionStrong individuals, families and communities sharing the benefits and responsibilities of a unified,environmentally sustainable and prosperous Northwest Territories.

GNWTManagement CompetencyModel


7/21


8/21


Title: The title is the overall name given to the competency.

Definition: The definition provides a description of the competency, and explains what the competency means. It indicates the

types of behaviours that will be described in the scale. This provides a common language so that everyone in the organization canunderstand the competency in the same way.

Why is Competency Important: The Why is CompetencyImportant provides a description of how and why a competency isimportant to your organization specifically.

Behavioural Scale:Each competency also provides a behavioural scale that describes how this competency is demonstrated. Thescales are structured so that they increase in terms of the complexity and intensity of behaviour shown, and provide descriptions ofthe types of behaviours one would expect to observe at each level of the competency. The levels of the scale are numbered inascending order. This means that as you move up the scale, each level is more complex and more difficult to perform than theprevious level.

Target Level: The target level represents the behaviour that is characteristic of success in each type of role. Just as individuals will

sit at different levels on the scale, different roles will require different levels for successful performance. The competency profile foreach of the roles is outlined below with the defined targeted level of performance for each role.


9/21


Competency Summary Chart with Target Levels

Leadership Excellence Management Excellence

Authent icLeadership

SystemsThinking

EngagingOthers

Act ionManagement

PeopleManagement

SustainableManagement

Deputy Head 4 4 4 4 4 4

ADM and

equivalent3 - 4 3 - 4 3 - 4 3 - 4 3 - 4 3 - 4

Director,RegionalSuperintendentand equivalent

1 - 2 1 - 2 1 - 2 1 - 2 1 - 2 1 - 2


10/21

Leadership Excellence Authentic Leadership


Authentic Leadership

Definition:Authentic Leadership is a driver of personal and interpersonal conduct. It means acting with integrity in interpersonal andorganizational practices, and treating everyone with respect regardless of their background and which group they represent.

Authentic Leaders also demonstrate behaviours that model and support the GNWT Public Services vision and goals to ensure itssuccess, and build the same level of support and productivity in others. This competency guides all of our interpersonal interactionswith colleagues, direct reports, staff, stakeholders, partners, members and representatives of external government agencies, and thecitizens of the Northwest Territories.

Why is Authentic Leadership Important? The GNWT Public Service serves citizens of the Northwest Territories who have a rightto an ethical public service. Acting with integrity means being honest with others and in our work, and behaving consistently with theGNWT vision, principles, and with the values that are important to the people of our Territory. Authentic Leadership helps ensurethat our decisions and transactions are transparent and fair, and we hold ourselves, our staff, and our organizations accountable fortheir respective actions. The GNWT Public Service, associated stakeholders, and citizens of the Northwest Territories are made upof cultures as diverse as the physical landscape itself. This means greater efforts have to be made when listening, understanding,

and responding to others. It also means being more aware and sensitive to cultural differences, not making assumptions aboutothers, and taking the time to learn about other people and other groups in order to build respectful and diverse workplaces.


11/21

Leadership Excellence Authentic Leadership


1. Creates a posi tive teamenvironment

2. Builds effective andproducti ve teams 3. Acts as a role model

4. Builds a positive and

productive workplaceenvironment

Treats members of all groups equallyand with respect. Believes thatincluding different groups is valuable.

In a leadership role, lets peopleaffected by a decision know what ishappening, even if they are notrequired to share such information.

Explains the reasons for a decision.

Makes sure the group has all thenecessary information.

Takes specific actions with the intentof enabling the team to functionoptimally.

Reflects back what was heard tocheck understanding. Asks clarifyingquestions about others' expressedinterests and concerns.

Recognizes that prejudices andsystemic barriers may exist within thecurrent environment.

Shows awareness and recognition ofones own limits and vulnerabilitiesand does something to compensate.

Acts consistently, in the workplace,according to basic values of honestyand integrity (e.g., will expressperspective when the message maynot be welcome).

Recognizes and avoids situations thatmay lead to a conflict of interest.

Sets a good example bymodeling desired behaviour.

Gets others input for purposesof promoting the effectivenessof the group or process.

Builds team spirit for purposesof promoting the effectivenessof the group or process.

Provides or secures neededsupport and development forboth the individuals and theleadership team as a group.

Recognizes feelings in othersand shows interest in theirbackground, interests, andexperiences, and uses thatinformation to give appropriateand thoughtful responses.

Monitors and evaluates ownbeliefs and behaviours withregard to prejudices and

personal biases. Works hard toensure that these do not impactactions or decisions.

Creates and sustains diversityin own team. Generatescollaboration among the mostdiverse groups of people.

Takes accountability for ownperformance. Will admit errorsand misattributions and seek toresolve these.

Sets an example bymodelling desired behaviourin relation to the vision andgoals.

Secures group memberscommitment regardingvision, goals and policies.

Makes inferences aboutothers' perspectives and

how best to approach them.Displays an in-depthunderstanding of theongoing reasons for anindividuals behaviour orresponses.

Adapts own leadershippractices to encouragediversity, preventsintolerance, and ensuresthat members of differentdemographic groups areheard.

Openly opposes and seeksto resolve unequaltreatment in a resolutemanner.

Acts on values when it isnot easy to do so (e.g., willopenly admit having made amistake or will speak outwhen it may hurt a trustedrelationship).

Clearly and consistentlycommunicates a compellingvision and priorities consistentwith the GNWT.

Generates excitement,enthusiasm and inspirescommitment to the GNWT visionand goals.

Actively elicits concerns and

perspectives from others, testsunderstanding, and reflects backinterest in others views andfeelings.

Acts on understanding of theother's perspective in role-appropriate ways, neither over-identifying with the individual norfailing to take into account theothers' concerns.

Makes systemic changes tobreak down barriers between

different groups. Acts on values where significant

cost of risk is associated withdoing so (e.g., will disclosuredrawbacks and advantageswhen seeking agreement).

Personally behaves and ensuresthat others behave in a way thatis compliant with appropriateregulations and the values ofNortherners.


12/21

Leadership Excellence Systems Thinking


Systems Thinking

Definition: Systems Thinking is a driver of how thinking about problems and strategies should be approached within the GNWT. It isabout approaching all of our work that is done within the GNWT as being part of a larger system that is integrated and inter-related.That is, understanding that work done in one part of the GNWT impacts a variety of other groups/projects inside and outside the

GNWT. It is the ability to assess options and implications in new ways in order to identify solutions, always keeping the broaderperspective and impact in mind, and appreciating how current, short-term outcomes are driven by long-term strategy and vision.

Why is Systems Thinking Important? A Systems Thinking approach is required in the GNWT because our work impacts a widerange of stakeholders in different ways and in different communities, and vice versa. This includes taking a big picture perspectivethat comprises not only a wide breadth of implications, but an understanding of the historical implications of actions and events indifferent communities. This is needed in order to create innovative and sustainable solutions, as well as strategic plans that set andmove forward the vision and goals of the GNWT, helping ensure that work is completed with the priorities of Northerners in mind. Asystems approach to thinking about the changing environment is what will allow the GNWT to adapt and be versatile in anincreasingly global, complex, ambiguous, and fast changing technological environment. We will need to be innovative and creativeas we face current and future challenges, and to maximize our use of existing and future technology. Combining different

approaches and perspectives as we think through issues helps us reach the best solution to a problem and ensures we arecontinually making decisions that meet the needs of Northerners. Solutions should be grounded in a sound understanding of thecomplexity of the issue and balance creativity with an assessment of risks.


13/21

Leadership Excellence Systems Thinking


1. Analyzes potential solutionsusing diverse information 2. Applies a long-termand broad perspective 3. Incorporates trends andinter-connections 4. Understands impacts onvision and connections

Analyzes for long-term pay-offs oroutcomes from an internal (withindepartment) and external (e.g.,stakeholders, citizens) perspective.

When contributing to the developmentof priorities and strategies to meetorganizational goals, considersupcoming trends (e.g., technology,economy, political priorities, and

diversity) as well as direct and indirectlong-term outcomes.

Evaluates the implications and cause-and-effect relationship of multiplesolutions and options from both aninformal (e.g., typical behaviours,norms, social networks) and formal(e.g., structures, plans, regulations,processes) systems perspective.

When selecting an approach in ownarea, evaluates different componentsof the approach in relation to each

other as well as to other relatedprograms.

Examines how new technology cansolve old problems.

Looks to something new and differentwithin the area but not necessarilynew to the work organization whensearching for simple links and therelationship between components of aproblem.

Consistently takes a holisticand long-term view ofchallenges and opportunities.

Develops broad-basedstrategies to respond tochallenges and opportunities.

Understands the big picture,beyond ones department or

organization, and the needsof partners and stakeholders.

Anticipates outcomes andpotential problems acrossdifferent inter-relating areaswithin a department, andfactors this into planning.

Discovers original as well aslikely causes of events ormultiple consequences, andundertakes activitiesaccordingly. (e.g., how will

this change affect this project,the strategy and the peopleinvolved?).

Acquires access toresources, new informationand technology from otherareas, and applies it toanalyze issues, resolveproblems, and improveperformance.

Understands and articulates theprojected direction of Governmentand considers the complexities ofhow changes might impactpeople, structures, and processeswithin the department.

Takes political priorities, economy,and technology into account whendeveloping strategies to respond

to holistic and long-term view ofchallenges and opportunities.

Integrates knowledge ofunderlying problems or forcesaffecting the organization with bigpicture perspective whenconsidering possible opportunitiesor long-term applications ofcurrent activities.

Identifies a number of solutions thatmay be unique, leading edge, ornew to the GNWT Public Service,

and weighs the value of each toimprove results.

Uses several analytical techniquesand knowledge of past trends orsituations to break apart complexsituations or problems to reach asolution.

Uses judgement in taking andmanaging calculated risks whenapplying new solutions.

Is aware of the projecteddirections of Government anduses this information toanticipate how those changesmight impact people,structures, and processes, andhow these inter-relate, withinthe GNWT.

Anticipates how changemanifests itself externally andhow those changes impact theorganization and Government.

Fosters systems thinkingthroughout the organization.

Asks fundamental questions totruly understand complexproblems to be able to derivenew solutions.

Acts in a way which helpsothers to generate breakthrough

ideas, fresh perspectives andnew opportunities.

Recognizes and evaluates thepotential of any new technology.

Identifies a number of solutionsthat may be unique, leadingedge, or new to the public orprivate sector, and weighs thevalue of each to improveresults.


14/21

Leadership Excellence Engaging Others


Engaging Others

Definition: Engaging Others is a driver of how we work as part of the GNWT. It is about proactively building networks, connectingwith others, understanding and building relationships with many stakeholders, partners, and governments, and collaborating across

the GNWT and beyond, in order to achieve the goals and priorities that are important to Northerners.

Why is Engaging OthersImportant? Working in an environment of shifting governance structures and increasing Aboriginal Self-Government means that our world of work is becoming more and more of an inter-connected web of stakeholders, partners, expertsand advocates. The complexity of issues that we are dealing with requires input from a wide range of internal and externalstakeholders. Therefore, having a wide range of connections and building solid relationships that balance the value of therelationship with the needs of the organization is critically important to finding the best solutions for Northerners. Developingappropriate networks is essential, as expectations are changing and one of the best ways to solve complex problems is throughcollaboration and consultation. Managing and facilitating these relationships and processes becomes increasingly critical toachieving our goals. By creating opportunities for diverse groups to connect, communicate clearly, and share ideas andperspectives, we will create a consultative, supportive and collaborative environment that is respectful of different perspectives, and

that enhances our future role as facilitators. It is in this environment that we will effectively identify creative and sustainable solutions.


15/21

Leadership Excellence Engaging Others


1. Makes keycontacts andshares information

2. Develops effective

relationships

3. Maintains and uses a

wide circle of contacts

4. Builds networks and

partnerships

Makes a conscious effortto have informal orcasual contacts with arange of colleagues,clients and stakeholders.

Identifies key stakeholdercontacts in theorganization with whom arelationship must beestablished.

Identifies areas forimprovement within thedepartment whereinvolvement of externalstakeholders would bebeneficial.

Makes sure theappropriate people haveall the necessaryinformation.

Solicits ideas and

opinions from a range ofperspectives andproactively sharesappropriate and usefulinformation to help formspecific decisions orplans.

Promotes collaboration,even in challengingcircumstances, within andacross groups.

Communicates regularly withstakeholders as appropriate; sustains therelationship when no specific project isunderway.

Develops relationships with the intent ofachieving effective delivery of relevantservices while maintaining a mutuallybeneficial relationship.

Actively seeks input and/or involvementfrom stakeholders regarding potentialchanges to organization policies,procedures, or other initiatives.

Consults with others when planning orproblem solving to gain their perspectiveon inter-relationships.

Looks broadly inside and outside theGNWT Public Service to identify keystakeholders in any issue or project.Actively engages them early in theprocess, and ensures their voice is heardand their concerns are acknowledged

throughout the process. Engages others to think broadly about

impacts of projects and encouragescreative problem solving when bringingdiffering perspectives together.Challenges them to take action.

Anticipates and takes action to mitigatepotential conflict to reduce and resolveconflict at the outset, and by encouragingcontinued, open, two-way communicationamong all stakeholder groups.

Develops formal and informalrelationships with a widecircle of people, beyond thoseinvolved in current activities,including colleagues fromother areas, stakeholders,partners, and representativesfrom other relevant agenciesand governments.

Nurtures existing and

potential relationships to helpachieve the department'sstrategic plans.

Collaborates with otherdepartments and agencies tosolve complex problems.

Proactively sharesinformation and resourcesacross areas to betterleverage the capabilities ofthe organization and theGNWT Public Service.

Involves key stakeholders inthe diagnosis of problemsand in developing solutions toeffectively transfer knowledgeinside and outside the GNWTPublic Service.

Generates and maintains anenvironment that encourageslooking beyond onesimmediate circle for input anddevelopment of new ideas.

Is considered a leader in developingand maintaining effective relationshipswith colleagues, stakeholders,partners, and other agency andgovernment representatives.

Actively seeks out and acts onopportunities to partner withcolleagues, stakeholders and relevantothers to champion initiatives insupport of the well-being of

Northerners.

Develops partnerships and maintainsstrategic relationships based on an in-depth knowledge and understanding ofeach others roles and needs.

Determines what overall direction theGNWT Public Service should take informing partnerships with externalstakeholders; this includes settingpriorities regarding which partnershipsshould be formed.

Identifies where there is overlap inmandates and proactively bringsgroups together. Actively builds co-operation across stakeholder groups.

Promotes sharing of expertise amongwide-ranging teams to achievesuperior service or results.

Collaborates across internal andexternal GNWT Public Serviceboundaries to meet commonobjectives.


16/21

Management Excellence Action Management


Action Management

Definition:Action Management is about setting a plan in motion and getting it done. It is about knowing which initiatives and resultsare important, and working with current resources to achieve results that are aligned with the goals of the organization. ActionManagement is also about managing change in order to be able to achieve results. It is being able to readily adapt to changingpriorities, managing uncertainty, and effectivelyworking in a changing environment.

Why is Action Management Important?The GNWT Public Service vision, Strong individuals, families and communities sharingthe benefits and responsibilities of a unified, environmentally sustainable and prosperous Northwest Territories, cannot happenwithout a focus on managing actions and achieving results. A strong focus on results will help us achieve organizational goals withinthe context of striving for excellence within the Northwest Territories Public Service. We all need to understand the goals of theGNWT, our departments, and our jobs, and create clear and thorough plans to achieve those goals. This involves a bias for actionwith balanced appreciation for risks. In order to achieve our goals we need to manage our projects with discipline, proactivelyaddress challenges and find solutions, and manage and prepare others for changes along the way. Although the pace of change inGNWT has been slower than in some other parts of Canada and the world, we live in an era of significant world and workplacechange. One of the biggest changes that we face within GNWT is the impact and availability of technology and associatedapplications. Therefore, approaching issues and doing things the way they have been done before will no longer be enough to

succeed. As the role and expectations of the GNWT continue to change, we need to be willing and able to change the way weapproach situations so that new ideas and solutions are encouraged, recognized and acted upon. We need to maintain our focus onlong-term goals and values-based behaviors during change. And we need to proactively seek out new opportunities, buildingsupport for change, and guide the change process as required for the future success of the Northwest Territories.


17/21

Management Excellence Action Management


1. Improves performanceand adapts readily

2. Sets challenging

objectives and helpsothers adapt

3. Improves performance

more broadly and gainscommitment for change

4. Long-term view to goalsand implements change

Makes specific changes in thesystem or in own work methodsto improve performance beyondthe expectations of the role.

Tracks progress against jobexpectations in order to makeadjustments to performance.

Taps into a variety of increasinglylimited resources within the

department to achieve results.

Seeks to understand theperspectives and needs ofcolleagues, stakeholders, andpartners. Puts in significant effortto ensure needs are addressed.

Makes self readily available toclients and stakeholders,especially when they are goingthrough a critical period.

Takes action quickly anddecisively when there is notenough clarity to predictconsequences with certainty.

Changes behaviour/approach inresponse to changing demands.

Understands that everybodyadapts to change in differentways and at a different pace.Identifies ways to assist others inadapting to change.

Prioritizes actions effectively inorder to respond to numerous,diverse challenges and demands.

Sets and accomplishes goals andpriorities in order to deliver resultsconsistent with Governmentdirection, departmental objectivesand public expectations.

Sets challenging goals that havean impact beyond own personalperformance (e.g., work unit).

Initiates and completes processesthat achieve new, unique orchallenging objectives.

Identifies opportunities androadblocks, and deals with themso that goals can beaccomplished.

Gives service beyondstakeholders expectations by

seeking information about realunderlying needs, providinginsights, and recommendingactions to address these needs.

Understands how changes mightimpact colleagues, clients andstakeholders, and their needs.

Explains how change will affectwork processes or structures ingeneral.

Establishes a course of action toaccomplish a long-term goalrelated to the enhancement oforganizational effectiveness.

Uses knowledge of all the factorsaffecting improvement of resultswithin the department to improveperformance.

Ensures strategy for own area isaligned with the GNWT PublicService vision and goals.

Sets priorities and takescalculated risks to improve thedelivery of services/operations.

Acts as a trusted advisor whilelooking for long-term benefits toclients and stakeholders.

Changes the overall service planand implements new practiceswhen the original approach and

assumptions are no longer valid.

Shifts strategic focus andactivities quickly in response tochanging organizational priorities.

Explains to individuals how thechange will affect their roles.Integrates the change very clearlywith existing work/projects.

Gains commitment for changefrom employees.

Proactively initiates andimplements processes to improveoverall performance within theGNWT Public Service.

Based on broad strategic insight,makes decisions andrecommendations regarding newdirections focused on enhancingprogram outcomes.

Develops and implementsstrategies for the long-termrenewal of the organization.

Evaluates return-on investment toprioritize broad organizationalchanges that will impactNortherners.

Actively represents the needs ofclients and stakeholders bypromoting their interests toappropriate decision-makers.Persistently lobbies on behalf of

clients to integrate their interestsinto the larger strategic direction.

Consistently makes well thoughtthrough decisions when there arecompeting and unclear priorities.

Takes specific and sustainedaction to ensure the successfulimplementation of a changeprogram. Addresses barriers toadaptability.


18/21

Management Excellence People Management


People Management

Definition: People Management is about creating the conditions and environment that allow people to work collaboratively andproductively to achieve results. Its about making sure that employees have the support, tools, and developmental opportunities theyneed, and that the GNWT workforce has the diversity in knowledge, skills, abilities, and experience it needs in order to meet current

and future organizational objectives and the priorities of Northerners.

Why is People Management Important?In order for the GNWT to succeed in its mandate, we must collaborate effectively not onlywith outside stakeholders and partners, but internally within the GNWT, our departments, and our teams. These relationships arealso diverse and need to be managed effectively if we are to collaboratively reach our goals. This means creating a supportive andinclusive environment within our own teams that value different perspectives and ideas. As leaders, we need to ensure that ouremployees have the opportunities to develop the knowledge, skills, abilities, and experiences they need not only for their currentroles, but for potential future roles with the GNWT. When we provide learning opportunities, this can involve sharing our knowledge,expertise, skills and perspectives as this can provide insight, and contributes to everyones increasing breadth of perspective andunderstanding. As expectations of the public service continue to change, we all need to continually grow and learn to keep ourknowledge and skills current and stay ahead of new developments. If we are to attract and retain young Northern talent to the

GNWT, we need to create an environment that is welcoming of new and innovative ideas, and that provides opportunities forprofessional growth, development, and leadership capacity. We need to invest in developing leaders so that the GNWT has thecapacity to be healthy and successful in the future. Fostering our own growth and the growth of others will allow us to better meetthe needs of Northerners, and make the GNWT a great place to build a career.


19/21

Management Excellence People Management


1. Improves self and gives

direction to others

2. Stays current and gives

construc tive feedback

3. Motivates the team and

acts as a coach/mentor

4. Plans for future humanresource needs andfosters learning

Identifies ways to support,recognize, and encourage groupmembers in accomplishing theirtasks.

Looks broadly to identify anddecide who should be in a teamtogether. Brings together adiverse group of people whorepresent differing perspectives.

Asks questions, discusses orclarifies to verify that others haveunderstood.

Actively seeks feedback fromothers and integrates the resultsinto a personal action plan toaddress issues constructively.

Identifies opportunities for growththrough on-the-job assignmentsand training programs.

Makes positive comments

regarding others future potential:current and expected abilities,and/or potential to learn.

Tries to understand the relativestrengths and weaknesses ofothers and finds ways to leveragethe strengths.

Identifies appropriate resourcesbased on organizational strengthsand weaknesses, and aligns themwith appropriate projects.

Publicly credits others who haveperformed well. Gets the talent ofthe groups involved recognized.

Ensures communication isongoing and that practical needsof the group are met, especiallyas goals and objectives shift.

Supports development byproviding specific, behavioural,

constructive, and timely feedbackregularly. Reaches agreement onexpectations for futureperformance.

Stays current on a broad range ofrelated topics with new tools,approaches, and/or technologies.

Evaluates strengths andweaknesses of others andprovides them with well-supported growth opportunities.

Encourages others to pursueprofessional developmentactivities and reassures othersafter a setback.

Provides resources to removebarriers to task accomplishment(e.g., tools, information, advice).

Obtains needed personnel,resources, and information for thegroups involved, and uses themefficiently.

Protects and promotes thegroups and departmentsreputation with outsiders.

Ensures that team membersunderstand and support thevision, practical outcomes of thevision, and implications for theteam.

Uses own enthusiasm and

commitment to higher-level goalsto motivate and guide others toachieve results.

Stays ahead of the curve andsees applicability of emergingapproaches, tools, methodsand/or technologies to meet thefuture needs of the business.

Provides feedback, coaching andmentoring to staff to help themmeet performance expectationsand development goals.

Consults with individuals andensures appropriate and helpfulassignments, formal training, orother experiences for the purposeof fostering learning/development.

Assists others in self-evaluationand self-awareness with theintent of fostering development.

Promotes the development offuture leaders.

Fosters adaptability and creativityin others. Creates processes,programs or opportunities thatencourage innovative practices.

Fosters continuous cross-organizational learningthroughout the GNWT.

Encourages individuals to ownand be accountable for their

personal development.

Promotes organizational learningand development to ensure thatthe organization is well positionedto meet future leadership needs.

Creates the space for others toact decisively; manages onesown impulse to interfere.

Identifies developmental needsacross the GNWT Public Serviceand supports the development of

new programs to meet them.

Creates structures andprocesses, such as recruitmentand development for minoritygroups, team communicationstraining, and preparing minoritycandidates for executive rolesthat enhance climate for adiverse workforce.

Ties workforce planning to futurestrategic plans and initiatives.


20/21

Management Excellence Sustainable Management


Sustainable Management

Definition: Sustainable Management is about delivering results by maximizing organizational effectiveness and sustainability of our

human, financial, and environmental resources. It means implementing rigorous and comprehensive human, financial, andenvironmental resource accountability systems to ensure that our resources are managed effectively and with integrity, and thatthese are carefully considered in the development and implementation of all policies and programs in order to guarantee a healthyand prosperous Northwest Territories for future generations.

Why is Sustainable Management Important? With the shifting of governance structures, it is increasingly important that wemanage our human, fiscal, land, water and other natural resources responsibly and sustainably. This means working with Aboriginaland other northern governments to plan and design a more financially independent future, a strong and diverse economy, and thepresence of plentiful natural resources to provide future generations of Northerners with more opportunities than we haveexperienced. It is also through the effective and sustainable management of our resources that we can address housing needs andensure we have a sustainable health care system in our Territory.


21/21

Management Excellence Sustainable Management


1. Makes links betweensustainability andsuccess of the GNWT

2. Improves sustainability

practices

3. Develops, implements, and

monitors systems

4. Plans for the futuresustainability of theGNWT

Has a general understanding ofthe fundamentals of businesssuccess and the role thatsustainability of financial,human, and natural resourcesplays.

Has a good understanding ofthe GNWT Public Servicestrategy and challenges, andcan identify how sustainability

issues can impact specific unitsand areas.

Has a systematic approach tomapping and understandingthe departments social andenvironmental impacts and thestakeholders affected.

Uses performancemanagement, budget trackingand other resourcemanagement systems tooptimize results transparently.

Applies strategies designed tomaximize the value andefficiency of financial, human,and natural resources.

Monitors rigorousaccountability systems for themanagement and evaluation offinancial, human, and naturalresources.

Has a comprehensiveperspective of the GNWTPublic Services total impacton society in the Territory.Uses a comprehensiveknowledge of strategy andimpacts to identify andprioritize the issues that aremost material to thedepartment in the short-, mid-and long-term.

Sets performance standards,monitors progress andintervenes at an early stage toensure deliverables of allresources meet agreed-onquality, timeframes, andbudget constraints.

Creates contingency plans forproblems and situations thatmight occur.

Designs and applies strategiesto the department designed tomaximize the value andefficiency of financial, human,and natural resources.

Develops and monitorsrigorous accountabilitysystems at the departmentallevel for the management andevaluation of financial, human,and natural resources.

Develops and maintains systems thathelp oversee a range of significantprograms that involve time-sensitiveissues and limited resources.

Oversees and ensures the continualimprovement of the GNWTs PublicService practices and systems forresponsible and sustainable practicesand related standards (e.g., financial,safety, health, environment, and social

responsibility).

Integrates ethics, safety, health,financial, environment, and/or socialresponsibility into business decisions,resulting in innovative ways to improvethe GNWT Public Service andcontribute to the greater good.

Uses systems thinking and tools suchas scenario planning to help managersunderstand sustainable management asa strategic framework for identifyingrisks and opportunities.

Reviews and responds constructively tothe reported results of audits andassessments. Promotes innovativeapproaches to deal with resourceconstraints.

Monitors the performance of thedepartment and seeks to improvesustainability practices of financial,human, and natural resources.

Actively supports theorganizations engagement inprojects or initiatives that drawupon the GNWTs PublicService capabilities to benefitsociety and/or the environment.

Considers and plans for howpresent policies, processes andmethods might be affected byincreasing globalization, smaller

talent pools, climate change,and strategic resource scarcity.

Foresees future trends related toglobalization, changingdemographics, shrinking talentpools, and climate change, andworks with specialized teams todevelop strategies to meet futurechallenges.

Provides active leadership ineffective management andstewardship of resources.

Uses innovative methods tocreate a climate that encourageseffective management andstewardship of resources.

Aligns the structure and/oroperations of the department tobetter meet long-termsustainability objectives.

Management Competency Model Hay

Documents