Source document: https://docs-lawep.s3.us-east-2.amazonaws.com/1697706310910.pdf (Canada)
Competency Profile for Human Resources - Advisor ADAPTABILITY Adapting in order to work effectively in ambiguous or changing situations, and with diverse individuals and groups.

Level 3: Adapts to widely varying needs.

• Adapts to new ideas and initiatives across a wide variety of issues or situations.

• Supports major changes that challenge traditional ways of operating.

• Adapts interpersonal style to highly diverse individuals and groups in a range of situations.
• Adapts own plans and priorities in anticipation of change.

CLIENT FOCUS Providing service excellence to internal and/or external clients, addressing immediate and evolving client needs.

Level 4: Provides seasoned advice.

• Acts as a seasoned advisor, providing independent opinion on complex client problems and novel initiatives, and assisting with decision-making.

• Encourages clients to consider difficult issues when it is in their best interests.
• Advocates on behalf of clients to more senior management, identifying approaches that meet clients’ needs as well as those of the organization.

EXEMPLIFYING INTEGRITY Treating others fairly, honestly and respectfully, furthering the integrity of the organization and its relationships of trust within the work environment and in the broader community.

Level 1: Acts in fair and ethical manner toward others.

• Treats everyone equally with fairness, honesty and respect all the time.
• Refrains from behaviour or language that is exclusionary or offensive.

• Focuses on organizational success rather than personal gain.

• Follows through consistently on promises and commitments made to others.

• Presents facts and circumstances transparently, no matter how difficult the facts may be.

• Guards confidential and sensitive information, passing it on only to those that need to know.

• Maintains ethical principles even in the most challenging circumstances.
© 2018 HRSG All rights reserved Page 1 of 7 HUMAN RESOURCES MANAGEMENT Understanding and applying human resources management (HRM) practices, policies and principles to enable performance excellence and ensure a safe and healthy workplace Level 3: Demonstrates intermediate knowledge and ability, and applies the competency, with minimal or no guidance, in the full range of typical situations.

Requires guidance to handle novel or more complex situations.
• Demonstrates the required HRM expertise to achieve intended results, while recognizing broader human resources implications (e.g., reclassifies positions based on changes in the nature of the work, while respecting the rights and needs of incumbents).

• Applies various HRM tools and approaches (e.g., to identify sources of qualified candidates, to accommodate employee needs such as flexible hours, to manage overtime).
• Identifies solutions to human resources issues, respecting organizational values and legal requirements without blindly adhering to rules or procedures.

COMMUNICATION Communicating clearly and respectfully with different audiences, both orally and in writing Level 3: Adapts communication.

• Tailors communication (e.g., content, style, tone and medium) to diverse audiences and readerships.
• Reads cues from diverse audiences to assess when and how to change planned communication approach to deliver message effectively.

• Communicates with varying organizational levels, sometimes on the spot.

• Recognizes others’ complex or underlying needs, motivations or concerns, communicating effectively despite the sensitivity of the situation.

• Conveys important nuances and context to facilitate understanding of the message or material.
DECISION MAKING Applying critical thinking, good business sense and organizational values to make decisions involving varying levels of risk and ambiguity Level 2: Makes decisions by interpreting guidelines and policies.

• Applies guidelines and procedures that require some interpretation in dealing with exceptions.

• Makes straightforward decisions based on information that is generally adequate.

• Compares the importance of various factors on specific aspects of an issue.
• Recognizes when analysis is sufficient to proceed with making a good decision.

• Identifies potential implications of own decisions.

Ottawa, Canada K1A 0A9 TECHNICAL AND FUNCTIONAL CAPABILITY Understanding and applying technical and functional knowledge and skills to accomplish work objectives, while keeping up to date with new developments in the subject area and continuing to enhance skills Level 4: Demonstrates advanced knowledge and ability.
• Deals with new or complex issues in the technical or functional area.

• Adapts approaches in novel situations.

• Explains advanced or complex concepts and methods.

• Guides others in the technical or functional area.

• Makes recommendations on the best course of action in complex situations.
ORGANIZATIONAL AWARENESS Understanding the workings, structure, culture and distribution of power within and beyond the organization and for Parliament as a whole, and applying this understanding to solve problems and achieve desired outcomes Level 2: Understands and applies informal organizational structures and processes.

• Identifies the unwritten, informal structures, culture, rules, power dynamics and decision-making processes.
• Builds an informal network of relationships to facilitate progress toward objectives.

• Positions arguments based on an understanding of informal communities of shared interest.

• Recognizes unspoken organizational constraints – what is and is not possible at certain times or at certain levels.

• Applies both formal and informal channels or networks for acquiring information and assistance and for accomplishing work goals.
ANALYTICAL THINKING Analyzing and synthesizing information to understand issues, identify options and support sound decision- making Level 2: Identifies critical relationships in information.

• Identifies critical connections and patterns in information and data.

Page 3 • Draws logical conclusions based on an in-depth analysis of information.

• Recognizes causes and consequences of actions and events that are not readily apparent.

• Anticipates obstacles in considering next steps.


Competency Profile for Human Resources – LR Advisor ADAPTABILITY Adapting in order to work effectively in ambiguous or changing situations, and with diverse individuals and groups Level 3: Adapts to widely varying needs.

• Adapts to new ideas and initiatives across a wide variety of issues or situations.

• Supports major changes that challenge traditional ways of operating.
• Adapts interpersonal style to highly diverse individuals and groups in a range of situations.

• Adapts own plans and priorities in anticipation of change.

CLIENT FOCUS Providing service excellence to internal and/or external clients, addressing immediate and evolving client needs Level 4: Provides seasoned advice.

• Acts as a seasoned advisor, providing independent opinion on complex client problems and novel initiatives, and assisting with decision-making.
• Encourages clients to consider difficult issues when it is in their best interests.

• Advocates on behalf of clients to more senior management, identifying approaches that meet clients’ needs as well as those of the organization.

EXEMPLIFYING INTEGRITY Treating others fairly, honestly and respectfully, furthering the integrity of the organization and its relationships of trust within the work environment and in the broader community Page 4 Level 1: Acts in fair and ethical manner toward others.
• Treats everyone equally with fairness, honesty and respect all the time.

• Refrains from behaviour or language that is exclusionary or offensive.

• Focuses on organizational success rather than personal gain.

• Follows through consistently on promises and commitments made to others.

• Presents facts and circumstances transparently, no matter how difficult the facts may be.

• Guards confidential and sensitive information, passing it on only to those that need to know.
• Maintains ethical principles even in the most challenging circumstances.

HUMAN RESOURCES MANAGEMENT Understanding and applying human resources management (HRM) practices, policies and principles to enable performance excellence and ensure a safe and healthy workplace Level 3: Demonstrates intermediate knowledge and ability, and applies the competency, with minimal or no guidance, in the full range of typical situations.

Requires guidance to handle novel or more complex situations.
• Demonstrates the required HRM expertise to achieve intended results, while recognizing broader human resources implications (e.g., reclassifies positions based on changes in the nature of the work, while respecting the rights and needs of incumbents).

• Applies various HRM tools and approaches (e.g., to identify sources of qualified candidates, to accommodate employee needs such as flexible hours, to manage overtime).
• Identifies solutions to human resources issues, respecting organizational values and legal requirements without blindly adhering to rules or procedures.

COMMUNICATION Communicating clearly and respectfully with different audiences, both orally and in writing Level 3: Adapts communication.

• Tailors communication (e.g., content, style, tone and medium) to diverse audiences and readerships.
• Reads cues from diverse audiences to assess when and how to change planned communication approach to deliver message effectively.

• Communicates with varying organizational levels, sometimes on the spot.

Page 5 • Recognizes others’ complex or underlying needs, motivations or concerns, communicating effectively despite the sensitivity of the situation.

• Conveys important nuances and context to facilitate understanding of the message or material.
DECISION MAKING Applying critical thinking, good business sense and organizational values to make decisions involving varying levels of risk and ambiguity Level 2: Makes decisions by interpreting guidelines and policies.

• Applies guidelines and procedures that require some interpretation in dealing with exceptions.

• Makes straightforward decisions based on information that is generally adequate.

• Compares the importance of various factors on specific aspects of an issue.
• Recognizes when analysis is sufficient to proceed with making a good decision.

• Identifies potential implications of own decisions.

ORGANIZATIONAL AWARENESS Understanding the workings, structure, culture and distribution of power within and beyond the organization and for Parliament as a whole, and applying this understanding to solve problems and achieve desired outcomes Level 3: Understands and applies organizational culture, climate and power dynamics.
• Achieves satisfactory solutions based on an understanding of issues and culture in own and other organizations.

• Recognizes what is and is not acceptable or possible at certain times given the organizational culture, climate and power dynamics.

• Anticipates outcomes based on an understanding of organizational culture and power dynamics.

• Explains how organizational decisions are made and who makes and influences them.
• Applies an understanding of the roles people play in the organization to form alliances and achieve results.

Page 6 ANALYTICAL THINKING Analyzing and synthesizing information to understand issues, identify options and support sound decision- making Level 3: Analyzes complex situations.

• Analyzes complex situations, breaking each into its constituent parts.

• Evaluates alternative causes or ways of interpreting complex information.
• • Identifies connections between situations that are not obviously related.

Identifies gaps in information and makes assumptions to continue the analysis and/or take action.

RESILIENCE Staying energized, productive and focused in the face of challenges, ambiguity, change or strenuous demands, and creating a supportive environment that helps others become more resilient and productive Level 3: Adapts to ongoing or regular strenuous work demands.
• Retains perspective in the face of difficult or demanding situations (pervasive ambiguity, frequent change, heavy workloads).

• Describes disruptions as challenges rather than threats.

• Adjusts personal coping mechanisms to deal with disruptions.

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