Engaging others Makes key contacts and shares information Develops effective relationships Action management Improves performance and adapts readily Sets challenging objectives and helps others adapt People management Improves self and gives direction to others Stays current and gives constructive feedback Sustainable management Makes links between sustainability and success of the GNWT Improves sustainability practices Assistant Deputy Minister Position Level Job Competency Profile Core competency Job competencies Authentic leadership Promotes a positive and productive environment within department Builds a positive and productive workplace environment across GNWT Systems thinking Incorporates trends and inter-connections Understands impacts on vision and connections Engaging others Maintains and uses a wide circle of contacts Builds networks and partnerships
Action management Improves performance more broadly and gains commitment for change Long-term view to goals and implements change People management Motivates the team and acts as a coach/mentor Plans for future human resource needs and learning Sustainable management Develops, implements and monitors systems Plans for the future sustainability of GNWT Deputy Minister / Deputy Head Position Level Job Competency Profile Core competency Job competencies Authentic leadership Builds a positive and productive workplace environment across GNWT Systems thinking Understands impacts on vision and connections Engaging others Builds networks and partnerships Action management Long-term view to goals and implements change
granted. Understands own impact on the organization’s resources. specific tasks or team. Organizes and co-ordinates the efficient allocation of resources within the team. Makes resources available to other areas in the organization as needed, without compromising the needs or budget of the work unit. Organizes appropriate personnel to maximize efficiency when handling competing priorities or issues. and other resource management systems to optimize results transparently. Applies strategies designed to maximize the value and efficiency of financial, human, and natural resources. Monitors rigorous accountability systems for the management and of financial, human, and natural resources. problems and situations that might occur. Designs and applies strategies to the department designed to maximize the value and efficiency of financial, human, and natural resources. Develops and monitors rigorous accountability systems at the departmental level for the management and evaluation of financial, human, and natural resources. improve the GNWT Public Service and contribute to the greater good. Uses systems thinking and tools such as scenario planning to help managers understand sustainable management as a strategic framework for identifying risks and opportunities. Reviews and responds constructively to the reported results of audits and assessments. Promotes innovative approaches to deal with resource constraints. Monitors the performance of the department and seeks to improve sustainability practices of financial, human, and natural resources. specialized teams to develop strategies to meet future challenges. Provides active leadership in effective management and stewardship of resources. Uses innovative methods to create a climate that encourages effective management and stewardship of resources. Aligns the structure and/or operations of the department to better meet long-term sustainability objectives. General Competency Dictionary The following General Competency Dictionary provides a description of the competencies and their associated scales. Accountability-Decision Making Definition Accountability-Decision Making is the ability to accept responsibility, determine a course of action, and account for one’s own action. There is a focus on taking action to achieve goals or standards. It includes taking ownership and focusing on the desired outcomes; setting challenging goals; improving current modes of operation; developing added solutions; responding to changing direction; and taking action to meet or exceed goals and priorities. It is taking responsibility for both decision-making process and outcomes of decisions and actions.
Building Partnerships with Stakeholders Definition Building Partnerships with Stakeholders is the ability to build long-term or on-going relationships with stakeholders (e.g. someone who shares an interest in what you are doing). This type of relationship is often quite deliberate and is typically focused on the way the relationship is conducted. Implicit in this competency is demonstrating a respect for and stating positive expectations of the stakeholder. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Makes or sustains informal contacts with others in addition to contacts required in the course of work. Is aware of and supports existing stakeholder partnerships. Understands the significance of relationship building. Sees stakeholder relationship building as a key to securing the success of initiatives. Spots opportunities where stakeholder partnerships would be valuable. Identifies key stakeholder contacts in the organization with whom a relationship must be established. Develops and maintains effective working relationships with others (may include: within the team, between teams and with other stakeholders). Seeks partnership building opportunities. Communicates regularly with stakeholders as appropriate; sustains the relationship when no specific project/initiative is underway. Identifies and articulates the mutual benefit in a partnership. Organizes involvement of key stakeholders. Identifies internal staff whose individual expertise can meet stakeholder’s needs. Matches staff to appropriate stakeholder contacts and contacts. Monitors relationships Develop partnerships and maintains strategic relationships and partnerships based on an in-depth knowledge and understanding of each other's roles. Ensures that all sides of the partnership see value and sustain their side of the partnership.
Developing Others Definition Developing Others is providing coaching, support and recognition to enhance employee performance, development and motivation. It is encouraging individuals to be accountable for their own development and should include a diverse range of learning activities. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Demonstrates an interest in the careers of others. Is aware of training and development activities available for staff. Takes the time to answer questions and share information. Encourages training and development activities. Engages in discussions with staff regarding performance and development plans. Supports time for learning and development. Works with employees to set development objectives that support both their personal and organizational goals. Provides objective and timely performance feedback. Encourages others to pursue professional development activities. Provides coaching to staff to assist them in meeting performance expectations and development goals. Gives specific feedback for developmental purposes on a regular basis. Recognizes individual and team contributions, both formally and informally. Fosters continuous learning in the organization. Supports the development of the team through performance management, coaching and feedback. Works with people to identify and pursue creative learning opportunities. Identifies training or developmental needs both for individuals and the organization and establishes new methods or programs to meet the need. Promotes organizational learning and development to ensure that the department is well positioned to meet future leadership needs. Mentors others to enhance their development. Challenges people to reach their highest potential. Promotes the development of future leaders. Empowerment Definition Empowerment is the ability to share responsibility with individuals and groups so that they have a deep sense of commitment and ownership. People who practice empowerment participate and contribute at high levels, are creative and innovative, take sound risks, are willing to be held accountable and demonstrate leadership. They also
technical issues. Tries to answer deeper issues, spends time helping others resolve technical problems. job. Seeks out new approaches, tools, methods, techniques and/or technologies in own field of expertise by reading, talking to others, attending industry seminars/conferences, courses and/or by experimentation on the job. knowledgeably and answer questions about relevant issues and considerations. Is perceived and sought out by others as an expert. Advises others in content area. Demonstrates an in-depth understanding of potential solutions in areas of expertise that could impact the organization. Sees applicability of current or emerging approaches, tools, methods and/or technologies to the future needs of the organization. Works to get new approaches accepted. Flexibility Definition Flexibility is the ability and willingness to adapt to and work effectively within a variety of diverse situations, and with diverse individuals or groups. Flexibility entails understanding and appreciating different and opposing perspectives on an issue, adapting one’s approach as situations change and accepting changes within one’s own job or organization. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Demonstrates willingness to change ideas or perceptions based on new information or contrary evidence Listens to other people’s points of view Accepts that other people’s points of view are reasonable or valid. Acknowledges that people are entitled to their opinions, and accepts that they are different. Steps into co-workers’ tasks when needed or required. Works creatively within standard procedures to fit a specific situation. Understands policies and can work within them to meet branch, work group, team or individual goals. Changes one’s approach as required to achieve intended outcomes. Prioritizes actions effectively in order to respond to numerous, diverse challenges and demands. Changes the overall plan and implements new practices for a specific area when original approach and assumptions are no longer valid. Makes small or temporary organizational changes to meet the needs of a specific situation Able to shift strategic focus and activities of the organization quickly in response to changing priorities.
Holding People Accountable Definition Holding People Accountable involves setting high standards of performance and holding team members, other government jurisdictions, outside contractors, industry agencies, etc., accountable for results and actions. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Wants to ensure that job tasks are clear for self. States concern that performance expectations are made clear and are understood. Gives basic directions and requirements to peers. Focused on achieving and exceeding standards of performance. Makes needs and requirements clear for others. Gives a detailed explanation of the goal: what it looks like for the individual and the group. Takes decisive and accurate action to deliver value. Encourages others to accept responsibility for outcomes providing balanced and objective feedback. Jointly with staff, sets standards, demands high performance, quality or resources; in a “clear and firm manner”. Acknowledges completed work. Discusses openly and directly with relevant clients / stakeholders about performance. Reviews unit performance against clear standards or expectations. Expects individuals to hold themselves accountable. Addresses performance problems in a timely way by assessing performance against standards and acting in a way to improve performance. Provides recognition and reward for work well done. Implements and monitors department /project plans to deliver and improve results/ address performance Gives detailed explanation of specific department goals and clarifies expectations with others to ensure understanding. Reviews department performance against clear standards or expectations. Holds others accountable for improving unit / team performance issues. Leads organization in achieving challenging goals. Consistently raises issues of accountability to senior leaders, offering recommendations for improvement while doing all one can to improve the issue within one’s own scope.
Integrity Definition Integrity refers to actions that are consistent with what one says are important. People with integrity “walk the talk” by communicating intentions, ideas and feelings openly and directly, and welcoming openness and honesty even in difficult negotiations. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Recognizes when a situation conflicts with one’s own values or the values of the organization. Consistently thinks about what the right thing to do is (acts with integrity). Is consistent in keeping commitments and following rules that are consistent with values. Expresses what one is thinking even when it is not required or when it would be easy to refrain from being open about the situation. Operates consistently with value base, for example, takes pride in being trustworthy. Acts on values when it is not easy to do so; speaks out when difficult to do so. Publicly admits having made a mistake. Maintains integrity regardless of pressures from others or other stressors. Takes a stand on issues based on values or beliefs of what is good for the organization, even if it is not readily accepted or appreciated. Articulates clearly to higher authorities disagreeable behaviours, based on value base, in spite of the potential for negative consequences. Holds others to a high level of integrity. Challenges powerful others to act on espoused values. Supports others who take a stand regarding contrary behaviours. Promotes and enforces organizational policies, values and ethical practice. Promotes a culture where integrity thrives and others feel safe to report behaviours contrary to the values of the organization. In the face of significant personal or professional cost, stands firm on a decisions that are consistent with personal values and those of the organization. Leadership Definition Leadership is inspiring people and teams to reach their fullest potential. Leadership is about positively influencing people and events and can be demonstrated at every level of an organization. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
impact of the project on others and effectively communicates at appropriate stages. Recognizes problems, takes corrective/preventive action and keeps people informed of plans, progress, and decisions. groups, organizing them so that resources are used most effectively. Is prepared for, anticipates, and effectively deals with problems and roadblocks. accomplish the mandate of the organization. Ensures contingency plans exist for problems and situations that might occur that could impact achievement of the organization’s strategy. Problem Solving/Judgement Definition Problem Solving/Judgement is the ability to analyze problems systematically, organize information, identify key factors, identify underlying causes and generate solutions. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Identifies obvious task related problems. Breaks problems into simple components, in order to identify required lists of tasks or activities. Follows multi-step instructions or directions. Considers relevant information that applies to the current problem Sees single causal link between components of a problem/situation. Takes into account the implications of selecting different options. Ensures problem is considered in an objective manner. Analyzes pro-and-cons and establishes basic priorities or relationships. Recognizes cause and effect relationships. Breaks down complex situations into manageable parts in a systematic way. Assesses rick before taking action. Recognizes several likely causes of events, or multiple consequences and undertakes activities accordingly. Acquires new information and applies knowledge to analyze issues and resolve problems. Interprets information accurately in order to make a decision or recommendation. Distinguishes between information that is relevant to the issue – disregards irrelevant information Identifies a number of solutions and weighs the value of each to improve results. Uses several analytical techniques to break apart complex situations or problems to reach a solution. Assesses problems systematically and includes long-term trends or risk. Coordinates with stakeholders; one’s own network, subject-matter experts and /or additional senior staff to interpret and solve organizational issues, and long-term problems. Creates models or frameworks that enables the understanding of powerful ideas and concepts about the business. Analyzes outcomes in order to make decisions, set priorities or choose goals on the basis of calculated inputs and outputs.
Research and Analysis Definition Research and Analysis is the ability to conduct a systematic investigation to establish facts; principles or to collect information on a subject. It means using information from a variety of sources—including personal experience and your own observations. It involves defining objectives and parameters, obtaining information, analyzing and interpreting it, and documenting findings. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Synthesizes and reviews information. Differentiates between sources of information. Effectively uses information and resources available. Gathers information using research strategies. Organizes data and information for analysis. Conducts basic analysis. Identifies and evaluates alternative sources available for research. Plans effective research strategies and modifies such strategies as needed. Demonstrates critical thinking in conducting research and analysis. Understands the validity / authority of different sources. Considers a full range of potential sources of information. Effectively describes what research and analysis data shows. Recognizes multiple sides of a problem in order to assess an analyze information and dig deeper. Applies knowledge and information from a variety of sources to resolve a specific issue. Distinguishes between ethical and unethical uses of information. Confirms and validates research results. Incorporates existing work and expertise into research. Synthesizes research using an analytical approach. Modifies initial research and analysis strategies. Understand when research and analysis is complete – has enough background or support for a conclusion / decision. Uses analyses to clarify information and support recommendations. Integrates research an analysis into persuasive documents and presentations. Uses synthesized research and analysis in order to apply to organizational issues or resolve broad issues. Understands how others have applied research and analysis finding in the past and uses this knowledge related to a current issue. Understands the costs and benefits associated with research and makes decisions around the best use of resources for the organization/ department. Uses research and analysis to make inferences regarding the information collected and applies that to benefit the organization.
Results Focus Definition Results Focus is a concern for surpassing a standard of excellence. The standard may be one’s own past performance (striving for improvement); an objective measure (achievement orientation); challenging goals that one has set; or even improving or surpassing what has already been done (continuous improvement). Thus, a unique accomplishment also indicates a Results Orientation. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Tries to do the job well or right. May express frustration at waste or inefficiency, but does not initiate specific improvements. Expresses a desire to do better. Uses own specific methods of measuring outcomes against a standard of excellence. May focus on new or more precise ways of meeting goals set by management. Achieves individual performance targets. Keeps others informed of progress or barriers to achieving objectives. Makes specific changes in the system or in own work methods to improve performance (e.g., does something better, faster, at lower cost, more efficiently; improves quality, customer satisfaction, morale), without setting any specific goal. Identifies resources that are needed to achieve team goals. Keeps track of measures and outcomes against a standard that is not imposed by others. Sets team goals and focuses work to meet goals that are a definite stretch, but not unrealistic or impossible. Delivers to specific goals and improves performance. Refers to specific measures of baseline performance compared with better performance at a later point in time. Makes decisions, sets priorities or chooses goals on the basis of calculated inputs and outputs: makes explicit considerations of or cost-benefit analysis. Analyzes for relevant organizational outcomes. Sets out to achieve a unique standard. The standard may be operational, process or people related. Commits significant resources and/or time (in the face of uncertainty) to increase benefits, (i.e., improve performance, reach a challenging goal, implements innovative solutions, etc.). Develops a view and establishes a course of action to accomplish long-term objectives related to enhancing effectiveness. Promotes a mindset of focusing on excellence and achievement of results.
Safety Management Definition Safety management is about acting in a manner which ensures the health and safety of yourself and others. It is a mindset that results in behaviours ranging from the proactive identification and resolution of potential safety concerns to developing effective safety strategies for the organization. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Generally understands relevant safety regulations and GNWT policies regarding safety. Actively participates in the health and safety of themselves and others, and acts accordingly. Acts to correct obvious workplace health and safety concerns (such as ice, wet floors, etc.). Acts to correct unsafe conditions identified through employee reports, audits, inspections, etc. Completes safety actions assigned within the GNWT in a timely and effective fashion. Actively participates in safety management activities. Understands the legal requirements that are applicable to their work. Reacts quickly to safety incidents, issues and concerns. Proactively identifies and acts to correct workplace situations that are of potential danger to self and others. Champions the importance of safety and ensures that others comply. Applies standards of safety uniformly and consistently. Stresses the importance of safety in the organization. Takes a strategic role in identifying potential safety issues. Ensures the integration of safety into their area. Proactively identifies potential risks and implements measures to address them. Promotes safety as a strategic priority for the GNWT. Takes a longer-term perspective in identifying and correcting potential risk areas. Takes a leadership role and accepts accountability to ensure the safety of the work environment. Acts to create a culture of safety throughout the GNWT. Supports initiatives that are aligned with achieving strategic goals. Ensures multiple preventive and contingency plans are in place. Utilizes knowledge of community concerns in relation to public safety.
Teamwork and Co-operation Definition Teamwork and Co-operation is the ability to work co-operatively within diverse teams, work groups and across the organization to achieve group and organizational goals. It includes the desire and ability to understand and respond effectively to other people from diverse backgrounds with diverse views. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Participates willingly, is a “good team player,” does his/her share of the work. Supports team decisions. Reiterates information to check understanding before responding or drawing conclusions. Listens and responds constructively to other team members’ ideas. Helps and encourages team members. Expresses positive expectations of others in terms of their abilities, expected contributions, etc.; speaks of team members in positive terms. Shows respect for others’ intelligence by appealing to reason. Demonstrates to others that they see things from another’s perspective. Genuinely values others’ input and expertise, is willing to learn from others (including subordinates and peers). Values others’ input and solicits ideas and opinions to help form specific decisions or plans. Responds to people’s concerns in a proactive manner that promotes long-term solutions. Promotes team co-operation by involving key people needed to achieve results. Publicly credits others who have performed well. Facilitates and influences teams to achieve positive outcomes. Treats people with dignity and respect. Removes barriers to positive team effectiveness/performance. Encourages input, teamwork and co-operation from others. Acts to promote a welcoming, productive climate, good morale and co-operation. Resolves team conflicts. Protects/promotes group reputation with outsiders. Builds and empowers teams to achieve organizational goals. Models effective teamwork and holds people accountable for being good team players. Manages difficult and complex team and organizational interactions. Collaborates across internal and external organizational boundaries to meet common objectives. Develops and maintains win/win relationships and partnerships. Develops networks and builds alliances.
Values and Ethics Definition Promotes the establishment, development and application of positive organizational values, ethics and standards of conduct. Level 1 Level 2 Level 3 Level 4 Level 5 Level 6 Treats members of all groups equally and with respect. Takes pride in being trustworthy. Makes a conscious effort to ensure respectful, open, honest, and professional working interactions with colleagues. Expresses what he/she is thinking even if it may be risky to do so. Listens to and considers diverse perspectives respectfully. Recognizes that prejudices and systemic barriers may exist within the current environment. Discusses and invites conversations around organizational values, ethics and conduct standards to develop understanding. Recognizes and avoids situations that may lead to a conflict of interest. Sets a good example by modeling desired behaviour. Monitors and evaluates own beliefs and behaviours with regard to prejudices and personal biases and works to ensure that these do not impact actions. Creates a working environment conducive to discussing ethical matters. Monitors team activities to ensure consistency with organizational values and ethics. Sets an example by modelling desired behaviour in relation to the vision and goals. Adapts own leadership practices to encourage diversity, prevent intolerance, and ensure that members of different demographic groups are heard. Openly opposes and seeks to resolve unequal treatment in a resolute manner. Promotes a climate of commitment to organization values, ethical and associated professional conduct. Personally behaves and ensures that others behave in a way that is compliant with appropriate corporate policies, ethics, and the values of the GNWT. Engages people in positions of power to act on organizational values. Makes systemic changes to break down barriers between different groups. Fosters a climate that respects and values diversity. Ensures that organizational processes and procedures are in alignment with the organization’s values and commitment to ethical conduct.