hay group - alberta public service 1 competency model

1、<p>　　Alberta Public Service Competency Model</p><p>　　Why Competencies?</p><p>　　In every job, some people perform more effectively than others. Thirty years of research conducted by Hay M

2、cBer have shown that exceptional performers use a variety of approaches and behaviours to get the job done. What the research also shows is that exceptional performers use a different variety of approaches and behaviours

3、 than those individuals who perform at the expected level.</p><p>　　Think of the "best" teacher or doctor in your life experience. Chances are, that teacher or doctor demonstrated not only sound te

4、chnical knowledge and skills, but also a variety of behaviours that made your experience with that professional an exceptional one.</p><p>　　Competencies provide a means of looking at those behaviours that d

5、ifferentiate the “best from the rest” and a common language for talking about critical on-the-job behaviours. </p><p>　　The APS competencies provide an integrated approach to support multiple applications an

6、d initiatives, and yet still allow for comparability of results across government. </p><p>　　The competencies were grouped into Core – those that apply to all positions within the APS and Role-Specific – tho

7、se that apply only to certain roles within the APS. These competencies will be critical to some positions. There are 7 Core competencies and 8 Role-Specific.</p><p>　　How will we use this framework?</p>

8、;<p>　　In general, competencies provide:</p><p>　　A nucleus for an integrated human resources approach. </p><p>　　A common language for all APS employees to understand. </p><p&

9、gt;　　The Revised Competency Framework has:</p><p>　　Core competencies, which apply to all positions. </p><p>　　Role-Specific competencies which apply to only certain positions. </p><p

10、>　　Technical Competencies are technical knowledge, skills, and abilities that apply to specific positions within the APS. They are not included in the competency framework. These competencies are clearly critical and

11、are determined on a position basis. </p><p>　　How to Read the Framework</p><p>　　Each competency has a number of levels:</p><p>　　Each level is cumulative, that is the behaviours in

12、 the previous level are generally prerequisites for higher-level behaviour. </p><p>　　The number of levels for each competency varies depending on the complexity of the behaviour described. </p><p

13、>　　Different positions have different requirements and therefore will have different levels of excellence or target levels for that role. The level of excellence describes what the behaviour “l(fā)ooks like” when we think

14、 of superior performance in a particular competency and in a particular type of job. </p><p>　　Levels of excellence tell us where to focus developmental efforts for the greatest improvement in performance. L

15、evels of excellence are not minimal standards nor are they unattainable, rather they define a level of excellence that is doable within the confines of the position. </p><p>　　To learn more about Levels of E

16、xcellence, go to www.pao.gov.ab.ca/loe. </p><p>　　Strategic Background to Competencies</p><p><b>　　Vision:</b></p><p>　　The Alberta public service is respected for its a

17、ttitudes, knowledge and skills, its effective management of public policy, and its dedication to achieving quality, affordable services for Albertans.</p><p>　　We do this by achieving objectives in five stra

18、tegic goals: Alignment, Commitment, Competence, Versatility and Well-being.</p><p>　　The five areas were reviewed for their continuing relevance to the APS and what these strategic goals looked like in pract

19、ice. Competencies are the behaviours that underlie the achievement of the strategic goals. The following examples are of behaviours that illustrate the strategic goal and the competencies that support these behaviours.&l

20、t;/p><p>　　For example, when we demonstrate alignment through an understanding of how we contribute to the organization (Organizational Awareness and Strategic Thinking). </p><p>　　When we are comm

21、itted, we contribute to the organization by speaking positively and going the extra mile for clients and team members (Client Focus and Teamwork). </p><p>　　We demonstrate competence by learning from our mis

22、takes, working positively with others, and using our expertise to help others (Teamwork, Impact and Influence, Developing Others and Self-Management). </p><p>　　We demonstrate versatility by adapting to chan

23、ges in the process and understanding how change impacts ourselves and our team (Leadership, Adaptability, Teamwork). </p><p>　　We demonstrate Well-being by looking after each other on the job. It is being ab

24、le to listen to others and understand their viewpoint and communicate effectively. (Teamwork, Communication, Self-management). </p><p>　　The chart on the next page outlines how all the competencies are relat

25、ed to the strategic goals.  </p><p>　　Core Competencies</p><p>　　Adaptability</p><p>　　Definition: Personal willingness and ability to effectively work in, and adapt to change

26、.</p><p>　　Why is Adaptability Important? In an era of significant workplace change, approaching issues and doing things the way they have been done before will no longer be sufficient for success. We need t

27、o be willing and able to change the way we approach situations so that new ideas and solutions are encouraged and recognized. We need to maintain our focus and composure during change. Being adaptable means each of us ne

28、eds to look at different ways of doing things, learn new approaches and be able to s</p><p>　　Client Focus</p><p>　　Definition: Understanding and meeting or exceeding client needs. Clients are t

29、hose groups or individuals, internal or external who use the organization's products and/or services.</p><p>　　Why is Client Focus Important? Client Focus is a core competency of the APS because it under

30、lies what we do. It is the cornerstone of an effective public service. It reflects on continuing commitment to the public, the taxpayers of Alberta and “why we work here”. Client Focus links our day to day activities to

31、the mission of the organization and encourages us to keep our competence up to date. </p><p>　　Communication</p><p>　　Definition: Clearly conveying and receiving messages to meet the needs of al

32、l. This may involve listening, interpreting, formulating and delivering: verbal, non-verbal, written, and/or electronic messages.</p><p>　　Why is Communication Important? Effective communication allows us to

33、 maintain our competence through gaining understanding. Understanding is critical to ensure we obtain the desired results. Communication is critical to understand and respond effectively to people from diverse background

34、s. Listening carefully allows us to address underlying issues and create better client or internal relationships. Active listening and asking the right questions allows us to uncover and solve problems that might</p&g

35、t;<p>　　Organizational Awareness</p><p>　　Definition: Understands the structure and culture of the organization.</p><p>　　Why is Organizational Awareness Important? Knowing organizational

36、 realities allows us to develop solutions that fit with the organization and meet its needs. Our complex environment demands knowledge of government structure and function, and an awareness of organizational realities. W

37、e need to understand the role and culture of our organization to be better able to serve our clients, to anticipate changes and stay both versatile and committed. Organizational Awareness allows us to accomplish the</

38、p><p>　　Problem Solving and Judgment</p><p>　　Definition: Ability to assess options and implications, in order to identify a solution.</p><p>　　Why are Problem Solving and Judgment Imp

39、ortant? Thinking things through gives us the best solution for a problem and ensures we are continually making decisions in a way that best meets the organization’s needs. Analysis is fundamental to making effective work

40、-related decisions so that actions are based on logical and sound understanding of the business. This is how we analyze all the data in our daily work and process information in order to make effective decisions. </p&

41、gt;<p>　　Results Orientation </p><p>　　Definition: Knowing what results are important, focusing resources to achieve them in alignment with the goals of the organization.</p><p>　　Why is

42、Results Orientation Important? Results Orientation helps us achieve organizational goals. When we are motivated and focused we can achieve standards of excellence beyond what we thought possible. A focus on results and g

43、etting things done provides us with a sense of accomplishment and well-being; helps us stay committed and means we accept accountability for achieving aligned outcomes for our clients. A strong Results Orientation helps

44、us stay energized when things get tough and we need t</p><p><b>　　Teamwork</b></p><p>　　Definition: Working co-operatively and productively with others to achieve results.</p>

45、<p>　　Why is Teamwork Important? Teamwork is how we work and is core to our effective functioning. Teamwork allows us to support each other and create well-being. Teamwork keeps communication lines open and keeps u

46、s versatile and appreciating diversity. Valuing the input of others keeps us open to new ideas and in touch with client concerns. Cooperating means we are all working towards a common goal and have access to the distribu

47、ted expertise in the organization.</p><p>　　Role Specific Competencies</p><p>　　Developing Others</p><p>　　Definition: A desire to work to develop the long-term capability of others

48、.</p><p>　　Why is Developing Others Important? As our employees’ expectations change and increase, and their jobs get more complex, leaders must be comfortable and willing to assist their employees in reachi

49、ng their goals. Fostering the growth of people allows them to better meet organizational needs, to be more efficient, and gives them greater satisfaction in their job. </p><p>　　Impact and Influence</p>

50、;<p>　　Definition: Persuading, convincing or influencing.</p><p>　　Why is Impact and Influence Important? Influencing others and motivating them to follow a course of action is critical to creating al

51、ignment. Impact and Influence allows us to get results through others by getting them on side and communicating what needs to be done with impact. Influencing others positively facilitates change and allows us to impact

52、others to create change. </p><p>　　Innovation</p><p>　　Definition: Using original and creative thinking to make improvements and/or develop and initiate new approaches.</p><p>　　Why

53、 is Innovation Important? Innovation allows us to make changes to processes and procedures and implement new ways of doing things. It encourages questioning the status quo and improving things for our clients, our collea

54、gues, and us. It links to versatility and organizational commitment to effective management of public policy.</p><p>　　Leadership</p><p>　　Definition: Positively influencing people and events in

55、 a leadership role</p><p>　　Why is Leadership Important? Leadership is critical to alignment, it’s leaders that define and communicate goals and objectives to the rest of the organization. Leadership helps u

56、s remain committed to what we are doing in achieving quality affordable services for Albertans. Demonstrating leadership keeps everyone focused and motivates and inspires us all in the right direction. Leaders model ethi

57、cal behaviour consistent with the values of the Alberta Public Service and honour their commitments. </p><p>　　Relationship Building</p><p>　　Definition: Developing and maintaining win/win relat

58、ionships and partnerships.</p><p>　　Why is Relationship Building Important? Relationship Building is key in some roles, and critical for those who obtain results through others. Building effective relationsh

59、ips allows us to effectively communicate changes, supports us through times of change and allows us to be versatile. Relationship building is also critical to maintaining higher-level stakeholder relationships and keepin

60、g in touch with others. Win/win relationships mean we put the value of the relationship and the needs of the </p><p>　　Resource Management</p><p>　　Definition: Effectively managing internal and/

61、or external resources to achieve organizational goals</p><p>　　Why is Resource Management Important? Effective management of projects, people and budgets is critical to delivering effective service to Albert

62、ans. We need to understand how to get the most of available resources and forecast our needs. Resource Management allows us to deliver to our clients in a timely manner. </p><p>　　Self-Management</p>

63、<p>　　Definition: Reflecting on past experiences in order to manage and continually improve our own performance.</p><p>　　Why is Self-Management Important? Our commitment to remaining competent requires

64、 that we seek to, and accept responsibility for, improving our performance through continuous self evaluation; using mistakes and successes as learning moments. Self -management means that we can rebound quickly from set

65、backs, and continuously use feedback to improve.</p><p>　　Strategic Thinking</p><p>　　Definition: Taking a broad scale, long term view, assessing options and implications.</p><p>　　

66、Why is Strategic Thinking Important? Strategic Thinking is required to set the vision and goals of the organization and move it forward. Strategic Thinking provides the basis for alignment with our mission. Thinking ahea