COMPETENCY ADAPTABILITY (MANAGEMENT EXCELLENCE - ACTION MANAGEMENT)

DEFINITION Adjusting own behaviors to work efficiently and effectively in light of new information, changing situations and/or different environments
PROFICIENCY Level 1 Level 2 Level 3 Level 4 Level 5
MATURITY RECOGNIZES HOW CHANGE ADAPTS ONE'S WORK TO A ADAPTS TO A VARIETY OF ADAPTS TO LARGE, ADAPTS ORGANIZATIONAL
INDICATOR WILL AFFECT WORK SITUATION CHANGES COMPLEX AND/OR STRATEGIES
FREQUENT CHANGES
BEHAVIORAL Accepts that things will change Adapts personal approach to Adapts to new ideas and Publicly supports and adapts to Anticipates change and makes
STATEMENTS meet the needs of different or initiatives across a wide variety major/fundamental changes that large or long-term adaptations in
new situations of issues or situations show promise of improving organization in response to the
established ways of operating needs of the situation

Seeks clarification when faced Seeks guidance in adapting Shifts priorities, changes style Seeks opportunities for change in Performs effectively amidst
with ambiguity or uncertainty behavior to the needs of a new or and responds with new order to achieve improvement in continuous change, ambiguity
different situation approaches as needed to deal work processes, systems, etc. and, at times, apparent chaos.
with new or changing demands

Demonstrates willingness to try Maintains composure and shows Shifts readily between dealing
new approaches self control in the face of with macro-strategic issues and
challenges and change critical details
Suspends judgment; thinks
before acting
Acknowledges the value of
others' contributions regardless
of how they are presented
COMPETENCY CONTINUOUS LEARNING (MANAGEMENT EXCELLENCE - ACTION)
DEFINITION Identifying and addressing individual strengths and weaknesses, developmental needs and changing circumstances to enhance personal and organizational performance

PROFICIENCY Level 1 Level 2 Level 3 Level 4 Level 5

MATURITY ASSESSES AND MONITORS SEEKS TO IMPROVE SEEKS LEARNING ALIGNS PERSONAL ALIGNS PERSONAL
INDICATOR ONESELF TO MAINTAIN PERSONAL EFFECTIVENESS OPPORTUNITIES BEYOND DEVELOPMENT WITH LEARNING WITH
PERSONAL EFFECTIVENESS IN CURRENT SITUATION CURRENT REQUIREMENTS OBJECTIVES OF ANTICIPATED CHANGE IN
ORGANIZATION ORGANIZATIONAL
STRATEGY

BEHAVIORAL Continually self-assesses and
STATEMENTS seeks feedback from others to
identify strenghts and
weaknesses and ways of
improving
Tries new approaches to
maximize learning in current
situation
Sets challenging goals and Designs personal learning Identifies future competencies
standards of excellence for self objectives based on evolving and expertise required by the
in view of growth beyond current needs of the portfolio or business organization and develops and
job unit pursues learning plans
accordingly

Pursues learning opportunities Takes advantage of learning Actively pursues self- Uses organizational change as an Continuously scans the
and ongoing development opportunities (e.g. courses, development on an ongoing basis opportunity to develop new skills environment to keep abreast of
observation of others, (technically and personally) and knowledge emerging developments in the
assignments, etc.) broader work context

Integrates new learning into Pursues assignments designed to

work methods challenge abilities
COMPETENCY COMMUNICATION
DEFINITION Listening to others and communicating in an effective manner that fosters open communication

PROFICIENCY Level 1 Level 2 Level 3 Level 4 Level 5

MATURITY LISTENS & CLEARLY FOSTERS TWO-WAY ADAPTS COMMUNICATION COMMUNICATES COMPLEX COMMUNICATES
INDICATOR PRESENT INFORMATION COMMUNICATION TO OTHERS MESSAGES STRATEGICALLY

BEHAVIORAL Makes self available and clearly Elicits comments or feedback on Adapts content, style, tone and Handles complex on-the-spot Communicates strategically to
STATEMENTS encourages others to initiate what has been said medium communication to suit questions (e.g. from senior public achieve specific objectives (e.g.,
communication the target audience's language, officials, special interest groups considering such aspects as the
cultural background and level of or the media) optimal message to present,
understanding timing and forum of
communication).

Listens actively and objectively Maintains continuous open and Takes others' perspectives into Communicates complex issues Identifies and interprets
without interrupting consistent communication with account when communicating, clearly and credibly with widely departmental policies and
others negotiating or presenting varies audiences procedures for superiors,
arguments (e.g., presents benefits subordinates and peers
from all perspectives).

Checks own understanding of
others' communication (e.g.,
repeats or paraphrases, asks
additional questions).
Openly and constructively
discusses diverse perspectives
that could lead to
misunderstandings
Responds to and discusses Uses varied communication Acknowledge success and the
issues/questiong in an systems, methodologies and need for improvement
understandable manner without strategies to promote dialogue
being defensive and while and shared understanding
maintaining the dignity of others.

Presents appropriate information Communicated decisions or Anticipates reactions to Delivers difficult or unpopular
in a clear and concise manner, recommendations that could be messages and adapts messages with clarity, tact and
both orally and in writing perceived negatively, with communications accordingly diplomacy
sensitivity and tact

Supports messages with relevant

data, information, examples and
demonstrations
COMPETENCY ORGANIZATIONAL AND ENVIRONMENTAL AWARENESS
DEFINITION Understanding the workings, structure and culture of the organization as well as the political, social and economic issues, to achieve results

PROFICIENCY Level 1 Level 2 Level 3 Level 4 Level 5

MATURITY UNDERSTANDING FORMAL UNDERSTANDING EFFECTIVELY OPERATES IN
INDICATOR STRUCTURE INFORMAL STRUCTURE EXTERNAL ENVIRONMENTS
AND CULTURE
BEHAVIORAL Monitors work to ensure it aligns Uses informal structures; can Achieves solutions acceptable to
STATEMENTS with formal procedures and the identify key decision-makers and varies parties based on
organization's accountabilities influencers undertanding of issues, climates
and cultures in own and other
organizations

Recognizes and uses formal
structure, rules, processes,
methods or operations to
accomplish work
Effectively uses both formal and
informal channels and networks
for acquiring information,
assistance and accomplising
work goals
Accurately describes the issues
and culture of external
stakeholders. Uses this
information to negotiate goals
and initiatives

Actively supports the public

service mission and goals