PERFORMANCE AND

DEVELOPMENT SYSTEM (P&DS)

Knowledge

Attributes

S k ills

COMPETENCIES

Updated September 2021

 Table of Contents

COMPETENCY DEFINITIONS ............................................................................................... 1

CORE COMPETENCIES AND KEY BEHAVIOURS ............................................................... 3

Client Service Orientation................................................................................................. 4
Decision-Making (Judgment/Problem Solving) ............................................................... 5
Integrity and Building Trust .............................................................................................. 6
Interpersonal Communication .......................................................................................... 7
Quality Orientation ............................................................................................................ 8
Safety and Health .............................................................................................................. 9
Teamwork/Collaboration................................................................................................. 10

CRITICAL JOB (BEHAVIOURAL) COMPETENCIES AND KEY BEHAVIOURS ................. 11

Adaptability ...................................................................................................................... 12
Analysis/Problem Assessment ....................................................................................... 13
Coaching .......................................................................................................................... 14
Continuous Learning ...................................................................................................... 15
Creativity and Innovation ................................................................................................ 16
Formal Presentation ........................................................................................................ 17
Initiative............................................................................................................................ 18
Leading/Influencing ........................................................................................................ 19
Managing Organizational & Individual Performance .................................................... 20
Managing Stress.............................................................................................................. 21
Meeting Facilitation ......................................................................................................... 22
Organizational Awareness .............................................................................................. 23
Persuasiveness (Negotiation) ........................................................................................ 24
Planning, Organizing and Follow Up ............................................................................. 25
Resolving Conflict ........................................................................................................... 26
Valuing Diversity ............................................................................................................. 28

TECHNICAL COMPETENCIES AND KEY BEHAVIOURS ................................................... 29

PC Proficiency ................................................................................................................. 30
Technical/Professional Knowledge ............................................................................... 31
Written Communication .................................................................................................. 32

P&DS – Competencies (Sept 2021) Page i

 COMPETENCY DEFINITIONS

Core Competencies (Essential for all WCB Employees)

Client Service Orientation – Proactively developing client relationships by making efforts to listen to
and understand both internal and external clients; anticipating and providing solutions to client needs;
giving high priority to client satisfaction.
Decision-Making (Judgment/Problem Solving) – Committing to action after developing alternative
courses of action that are based on logical assumptions and factual information and that takes into
consideration organizational goals, values, resources, constraints. (L)
Integrity and Building Trust – Maintaining and promoting social, ethical, and organizational norms
in conducting internal and external business activities; models the values of the organization and
demonstrates integrity in all actions. Interacts sensitively, respectfully and in a non-judgmental
manner to develop and maintain co-operative relationships. (L)
Interpersonal Communication – Listens effectively and expresses ideas in individual/group
situations including non-verbal communication, to achieve understanding; adjusting language or
terminology to the needs of the audience; sharing information; giving feedback.
Quality Orientation – Accomplishing tasks through concern for all areas involved, no matter how
small; maintaining this watchfulness over a period of time; seeking performance excellence.
Safety and Health - Safety involves being highly self-motivated to work safely, following applicable
internal policies, procedures and Workplace Safety & Health legislation, thinking proactively about
his/her safety and the safety of others, and actively participating in and promoting a safety-focused
culture.
Teamwork/Collaboration – Working effectively with a team or work group to accomplish
organizational goals; taking actions that respect the needs and contributions of others; contributing to
and supporting team consensus.

Technical Competencies
PC Proficiency – effectively utilizing software applications on a personal computer to correspond,
prepare documents, and/or manage information.
Technical/Professional Knowledge – achieving an appropriate level of technical skill and
knowledge in position-related areas; keeping abreast of current developments and trends in area of
expertise.
Written Communication – expressing ideas clearly in documents that have organization, structure,
grammar, language, and terminology adjusted to the characteristics and needs of the audience.

(L) - denotes a core leadership competency

P&DS - Competencies Page 1

 Critical Job Competencies (Behavioural Competencies)
Adaptability – maintaining flexibility and effectiveness in varying environments and with different
tasks, responsibilities and people; dealing appropriately with change
Analysis/Problem Assessment – securing relevant information; identifying key issues and
relationships; comparing data; identifying cause-effect relationships
Coaching – effectively facilitating the development of others' competency and potential; determining
and planning for current and future competency requirements (Note: Coaching may be performed by
direct supervisor, peers or others) (L)
Creativity and Innovation – deliberately pursuing new courses of action to achieve a recognized
benefit or advantage when potential negative consequences are understood; trying novel ways to
deal with problems or opportunities
Formal Presentation – presenting ideas effectively to individuals or groups when given time for
preparation (including nonverbal communication and use of visual aids); targeting presentations to
the characteristics and needs of the audience
Initiative – making active attempts to influence events to achieve goals; self-starting, pro-active,
overcoming disappointments and obstacles to accomplish goals
Leading/Influencing – using appropriate interpersonal styles and methods to inspire or guide others
towards vision and goal achievement; modifying behaviour as required to goal achievement (L)
Managing Organizational & Individual Performance – translating strategic direction into group
goals and individual performance objectives; ensuring tools or systems are provided to achieve goals;
managing results (L)
Managing Stress – maintaining stable performance under pressure or opposition (time, ambiguity);
relieving stress in manner acceptable to organization and those impacted
Meeting Facilitation – using appropriate interpersonal styles and methods to guide participants
toward a meeting's objectives; modifying behaviour according to tasks and individuals present
Organizational Awareness – having and using knowledge of systems, situations and culture inside
the organization to identify potential problems and opportunities; perceiving the impact/implications of
decisions on other areas of the organization
Persuasiveness/Negotiation – using appropriate interpersonal styles and communication methods
to gain mutual acceptance of an idea, plan, activity or service from internal and external clients
Planning, Organizing & Follow-up – establishing a course of action for self and others to
accomplish a specific goal; managing work and monitoring results to successful completion of plan.
Resolving Conflict – bringing conflict and dissent between others into the open to arrive at
constructive solutions while maintaining positive relationships.
Valuing Diversity – Respect diversity by understanding, supporting and promoting the worth of
individual and group differences for the benefit of individual employees, the organization and the
community as a whole. (L)

(L) - denotes a core leadership competency

Page 2 P&DS - Competencies

 CORE COMPETENCIES AND KEY BEHAVIOURS
Core competencies are clusters of knowledge, skills and attributes that contribute most significantly to
achieving the WCB’s mission and strategic direction in a way that is consistent with the values. WCB
has identified seven core competencies deemed essential to the success of the organization. These
competencies are integral to all positions at WCB and employees performance of their
responsibilities. The seven core competencies are:
 Client Service Orientation
 Decision-Making (Judgment/Problem-Solving)
 Integrity and Building Trust
 Interpersonal Communication
 Quality Orientation
 Safety and Health
 Teamwork/Collaboration

P&DS - Competencies Page 3

 Client Service Orientation

Competency Group Interpersonal

Definition Proactively developing client relationships by making efforts to listen to and understand both internal
and external clients; anticipating and providing solutions to client needs; giving high priority to client
satisfaction.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Listens to and acknowledges Facilitates resolution of clients' Proactively strives to exceed Identifies and anticipates
the concerns of internal and immediate needs in a sensitive client expectations; provides trends in client service, and
external clients; clarifies their and responsive manner. input to service improvements. initiates actions and policies
needs. that encourage an
environment of client service
excellence.

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Identifies internal and external Provides equal attention to Initiates action that exceeds Identifies global trends and
clients internal and external clients expectations identified by best practices related to
clients service delivery
Provides opportunities for Provides prompt and thorough
clients to describe their needs service Follows up to ensure Initiates the identification of
resolution even when client standards and behaviours for
Clarifies the exact nature of Keeps clients informed about has been referred to another service excellence
clients' issues or requests decisions that affect them
Solicits ongoing feedback from Develops and facilitates the
Identifies clients' expectations Allows clients to participate in clients and adjusts service implementation of strategies to
decisions relevant to their accordingly achieve defined service
Treats customers in a friendly needs, where possible expectations and superior
and respectful manner Identifies ways to improve service delivery
Identifies barriers to quality service
Delivers service in a timely customer service delivery and Incorporates the needs of
manner refers appropriately Works to establish long-term customer and stakeholder
client relationships when setting standards,
Provides for clients specific Identifies ways to effectively corporate strategies and
needs where feasible resolve clients' needs, Promotes positive customer organizational direction
including the involvement of service behaviours in others
Personally follows through on other resources Ensures organizational culture
customer inquiries and Takes action to remove and recognition methods
requests. Initiates action that meets barriers to quality customer reinforce quality customer
expectations identified by service service
Corrects problems/errors clients
promptly and without being Conducts needs analysis
defensive Demonstrates behaviours and/or assessments to provide
consistent with expectations and improve client service
defined in WCB Mission and
Values

Works cooperatively and

flexibly with customers to meet
their needs

Provides customer with

feedback on actions
taken/decisions made

Page 4 P&DS - Competencies

 Decision-Making (Judgment/Problem Solving)

Competency Group Process

Definition Committing to action after developing alternative courses of action that are based on logical assumptions and
factual information and that takes into consideration organizational goals, values, resources, constraints.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Addresses problem situations as Makes decision in situations that fall Makes decisions that can set Builds the framework for strategic
they arise in accordance with outside established guidelines. precedents. Resolves the root decision-making within the
established policies and Determines a course of action by cause(s) of issues or chooses a organization.
procedures or commonly considering pertinent facts and major course of action through the
accepted practice. judging alternatives. application of formal decision
criteria.
Key Behaviours Key Behaviours Key Behaviours Key Behaviours
Asks appropriate questions to Evaluates alternatives using common Makes decision to address Determines course of action to
define the decision to be made sense, past experience and/or complex situations and/or root address identified potential
established criteria to weigh available causes or issues organizational issues and/or
Describes the problem/opportunity
facts industry trends
Uses advanced techniques to
Makes independent decisions in
Identifies familiar alternatives to generate and evaluate Recommends changes in policies
straightforward situations in a
address situation alternatives as required
timely manner
Assesses probability and Considers a wide range of criteria Defines decision-making
Acts in accordance with
seriousness of risks associated with (like “best practices”, resources, model(s)/principles/criteria for
established policies and
alternatives constraints, and organizational others
procedures
values) when evaluating
Develops action plan(s) to implement Makes high quality decisions on
Evaluates the situation objectively alternatives
decision major strategic issues
Takes ownership for is Includes contingency plan(s) as
Appropriately involves others in Identifies impact of decision on
accountable for own decisions part of implementation/action plan
decisions to ensure complete organization and stakeholders
Collects readily available information Monitors effectiveness of decision
Aligns organizational decisions
information relative to the problem in light of overall impact
Recognizes boundaries of personal with corporate strategic plan
Recognizes when a decision is decision-making authority Aligns decisions with
Makes/influences decisions that
required departmental business goals
Makes appropriate independent challenge the status quo and
Explains, where necessary, decisions in non-routine situations Takes appropriate action in high provoke growth and positive
reasoning behind the decision risk situations development in the organization
Balances the need for making
made
decisions with limited information Assesses alternatives to Proactively develops or
Determines if the cause of with the risk of not acting maximize the “win” of all affected recommends changes in policies
something unexpected is known and procedures in response to
Contributes readily and completely Confirms that the level of the
and if there is a need to find a trends and “potential problem
any pertinent information that may decision is appropriate (i.e. prior
cause analysis” results.
improve decision-making decisions on which this choice
Gathers information that rests have been made) Improves quality and
Participates actively in group
completes the understanding of effectiveness of decisions by
decision-making and is enthusiastic Checks all assumptions, avoids
the problem ensuring appropriate participation
in supporting the results any personal bias and carefully
(e.g., public, other depts.,
Identifies possible causes of assesses risk
Assigns priority to problems agencies)
problem using own knowledge,
Encourages open minded
experience, reasoning and/or Defines the nature of the problem by Appropriately resources, or
responses to problems that
intuition analyzing patterns and trends provides leadership for, group
discourage people from jumping
problem-solving processes that
Suggests most probable cause(s) Evaluates possible causes of the to conclusions
affect the organization
and ways these causes could be problem and confirms most probable
Builds an organizational climate
tested for confirmation cause(s) Ensures when the organization
where problems are described
problem-solves that resources,
Solves routine work related Looks at problems from different factually and practices of laying
constraints, organizational values
problems independently angles and proposes creative blame are discouraged
and changing environments are
solutions
Identifies situations where what is Uses more detailed processes for taken into consideration
happening is not what is expected Selects and proposes the optimum arriving at decisions, often
Confirms for similar situations in
solution based on an analysis of the drawing out the opinions of those
the organization that expectations
alternatives who have quite different
are clear and understood
perspectives
Involves others, where appropriate,
Makes complex decisions on
in problem solving that affects them Tests that those potentially
issues that have far-reaching
affected by the decision are ready
Encourages collaborative problem implications, possibly affecting
to make a choice or are willing to
solving other organizations accounting for
implement
public perception and government
Uses discretion to make authorized direction.
Connects decisions to others in
decisions
the larger organization, confirming
they serve the greater purpose,
goals and are mutually reinforcing

P&DS – Competencies Page 5

 Integrity and Building Trust1

Competency Group Personal

Definition Maintaining and promoting social, ethical, and organizational norms in conducting internal and
external business activities; models the values of the organization and demonstrates integrity in all
actions. Interacts sensitively, respectfully and in a non-judgmental manner to develop and maintain
co-operative relationships.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Complies with organizational Models organizational norms Mentors others in the Defines organizational values
values, policies and regulations. in the conduct of business application of organizational and norms; sets the tone for
Contributes to a positive work activities. Promotes and values. Builds a positive, the organization by consistent
environment by being self- maintains respectful work productive and respectful work personal example.
aware, professional and tactful. relationships. environment.

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Acts honestly, fairly and Consistently monitors own Holds others accountable for Establishes organizational
consistently in accordance with behaviour and align personal their behaviours in a respectful values, guiding behaviours
the Act, policies, regulations actions with organizational manner and standards
and values values
Coaches others in aligning Displays personal diligence in
Maintains appropriate Anticipates and communicates behaviours with values putting own and organization’s
confidentiality why, if one cannot follow values into action and
through on agreement Promotes respect and ensuring all interactions are
Treats others with respect Addresses disrespectful accommodation of diverse respectful
behaviour promptly and cultures and backgrounds
Focuses on the situation, not appropriately Ensures strategic actions are
the person Advocates on behalf of aligned with organizational
Gives/shares appropriate employee concerns values
Takes ownership for own credit
mistakes Empowers others by involving Aligns corporate structure and
Seeks feedback on how them in decisions that affect systems with organizational
Follows established guidelines others perceive own behaviour them values.
in the release of protected and modifies actions as
information necessary to be respectful Reinforces positive work Makes principle-centered
behaviours decisions
Appropriately discloses own
Promises only what can be
work related needs
delivered Considers and responds to the Demonstrates congruence
Demonstrates congruence needs, feelings, and with the organizational values
Maintains personal confidences with the organization’s values capabilities of others in personal actions
and does not contribute to in personal actions
gossip or rumours Coaches and mentors others Ensures that respectful
Practices openness by to develop higher standards of workplaces are created and
Listens openly to the opinions of keeping people informed, and conduct maintained throughout the
others explaining own decisions organization by developing
Demonstrates loyalty and and implementing appropriate
Takes action to stop rumors
Expresses oneself in a way that support to individuals and the strategies
by communicating facts
considers the right of others to organization through words
have opposing views Appreciates the concerns and and actions Defines management’s
perspectives of others and responsibilities in building and
Honours own commitments demonstrates interest in their Takes the initiative at their site promoting respect in the
opinions to work with others to workplace
Interacts professionally establish and maintain a
(courteous, prompt and helpful) Share complete and accurate respectful workplace.
with others at all times information as appropriate
Provides opportunities for
uninterrupted, private
consultation.

1 Previous titled Values Orientation

Page 6 P&DS - Competencies
 Interpersonal Communication

Competency Group Interpersonal

Definition Listens effectively and expresses ideas in individual/group situations including non-verbal
communication, to achieve understanding; adjusting language or terminology to the needs of the
audience; sharing information; giving feedback.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Listens and relays information Demonstrates effective listening Anticipates others’ Understands the organization’s
and expectations clearly to techniques; seeks others’ input communication needs and internal and external
others. to identify and document facts consistently adjusts own verbal communication needs;
and concerns; ensures mutual and non-verbal language establishes plans and networks
understanding of current subject. accordingly to enhance to optimize communication(s).
communication(s).

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Identifies what is fact versus Demonstrates effective listening Identifies receiver’s Defines the principles and
opinion (i.e. careful listening) communication needs and framework of effective
behaviours organizational communication
Presents information in an Asks questions to clarify
organized manner facts/concerns, and to confirm Identifies own language and Establishes and implements
understanding behaviour that impacts effective guidelines and standards for
Conveys message(s) using clear communication effective internal and external
enunciation, specific language, Accurately summarizes key communications
appropriate vocabulary, and points Adjusts own language and
respectful tone behaviours as appropriate to the Develops formal communication
Demonstrates empathy (e.g. receiver(s) plans for complex projects/
Displays consistency between acknowledges other’s assignments
verbal and non-verbal message feelings/concerns, expresses Actively listens to understand not
understanding of other’s only what is being said, but also Establishes strategies for formal
Shares complete information situation) what is meant, by interpreting the inter- and intra- organizational
substance of the verbal lines of communication for self
Uses respectful tone Solicits others’ ideas message, voice inflection and and others (organizational
body language networks)
Listens attentively to others Develops awareness of non-
verbal language Probes ideas and concepts to Understands the underlying
Clarifies one’s own facilitate mutual understanding needs, interests, issues and
understanding before passing Regularly communicates motivations of others
information along relevant information Responds to subtle cues which
differ from the spoken word (e.g. Identifies and monitors the
Shows interest in others’ Pays attention to receiver’s personal agendas) organization’s communication
opinions verbal and non-verbal cues: needs and establishes strategies
adjusts own communication style Uses appropriate communication for improving effectiveness
Provides opportunities for others accordingly techniques and strategies to
to speak convey information in a way that Maintains composure in difficult
Facilitates mutual understanding promotes complete or volatile communication
Asks questions to confirm own by probing for more information, understanding situations (e.g., cross-
understanding rephrasing, summarizing, and/or examination, public hearings,
When communicating, takes into
adjusting own language and media interaction)
account the sensitivity of an
Passes information along in a behaviours
issue by recognizing public
consistent and timely basis to Encourages and supports the
interest, political ramifications
the appropriate people Clarifies one’s own and departmental constraints
development of good
understanding before passing communication skills within the
information along Holds others accountable for organization
Identifies what is fact versus communicating effectively
opinion
Identifies barriers to effective
Communicates professionally communication and proposes
regardless of circumstances or solutions
situations
Coaches others to refine their
interpersonal skills

P&DS – Competencies Page 7

 Quality Orientation

Competency Group Personal

Definition Accomplishing tasks through concern for all areas involved, no matter how small; maintaining this
watchfulness over a period of time; seeking performance excellence.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Utilizes checklist(s) to cover Maintains awareness of and Uses project management and Fosters a climate that
details; follows established concern for all aspects of the process improvement methods encourages excellence to
work routines and standards to job; checks outputs for to manage work and maximize business results.
accomplish tasks. accuracy and completeness streamline processes

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Clarifies details of tasks/ Informs those involved of Establishes personal Defines and implements
assignments changes in a timely manner standards for excellence quality procedures and work
standards for others
Refers to quality procedures Reviews all parts of a job to Shows pride when personal
and standards ensure services are provided standards are met or others’ Establishes quality procedures
and quality standards are met expectations are exceeded and standards
Checks to ensure all
details/steps are completed Shows dissatisfaction with sub- Reviews others’ work for Analyzes and modifies current
standard performance quality procedures to enhance quality
Completes work accurately
Looks for ways to continually Holds others accountable for Employs advanced quality
Completes work on schedule improve work methods meeting quality standards techniques and strategies to
optimize systems and improve
Takes action to correct work Uses basic tools like Uses advanced process tools organizational effectiveness
that does not meet standards of activity/productivity logs and like quality circles, complex
quality workflow charts to improve job flowcharting and work Integrates corporate systems
efficiency sampling to improve processes and continuous improvement
Forwards information on initiatives
obvious concerns with work Identifies when to stop Sets quality standards for self;
processes investing resources in a task proactively strives to exceed Challenges others to design
expectations. and implement quality
Maintains awareness of and Works with others to analyze procedures and strategies to
concern for all aspects of the data/results and determine Optimizes efficiency and achieve excellence
job appropriate follow-up equality of results
Promotes and integrates
Allocates time efficiently based Successfully manages Promotes performance continuous improvement
on objectives, meets deadlines, competing demands using excellence to meet and exceed initiatives and best practices
completes work on schedule various techniques, such as standards into current operations
time management,
Checks data/results for prioritization and delegation Keeps abreast of quality trends Sets standards of quality for
accuracy and completeness and tools and uses these the organization and ensures
Uses tools and actively seeks techniques to improve they are met
Plans and organizes tasks to methods to accomplish tasks processes
obtain quality results more efficiently Ensures that evaluation
Continually analyzes and programs are in place to
Completes tasks to an modifies current procedures to measure organizational
established standard of quality enhance quality effectiveness and efficiency

Adheres consistently to Designs and implements Establishes and maintains

standards quality procedures and effective accountability
strategies to achieve systems in support of strategic
Communicates concerns and excellence direction, vision, mandate and
recommendations regarding core values
work processes
Assesses and allocates
resources to balance
program/service needs with
corporate

Page 8 P&DS - Competencies

 Safety and Health

Competency Group Personal

Definition: Safety involves being highly self-motivated to work safely, following applicable internal policies, procedures and
Workplace Safety & Health legislation, thinking proactively about his/her safety and the safety of others, and actively participating in
and promoting a safety-focused culture.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Take reasonable care to Ensure workers perform their Ensure safety programs and Provide and maintain a safe
protect his/her safety & duties in accordance with procedures are rolled out, work place, including
health and that of others who procedures, as well as with monitored and enforced in equipment, tools and systems.
may be affected by his/her safety and health laws. their departments.
acts or omissions at work.

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Supports and Proactively thinks about his/her Serves as a model of safe Demonstrates and clearly
demonstrates safe work safety and the safety of others. behaviour. articulates corporate
behaviours. commitment to safety.
Keeps personal and group Continuously builds
Adheres to all safety rules safety on employees’ minds at awareness and understanding Develops solutions and
and procedures on the job. all times. of safety issues. creates new programs and
policies to imbed a safety
Displays knowledge of and Adheres to high personal Recommends and or improves culture in all corporate
adheres to all related standards of safety. occupational safety and health activities.
occupational safety and procedures to protect and
health regulations. Reports and / or corrects maintain workers’ physical and Implements strategies to
unsafe work conditions. mental health. reinforce accountability at all
Understands how to use levels for a safe and healthy
and operate equipment Takes action to correct unsafe Demonstrates and explains
work habits. workplace.
safely. safety equipment and /or
Documents and monitors procedures. Initiates preventive health and
Always takes the safest wellness measures to reduce
approach in carrying out occupational safety and health Confronts others about safety
violations. work-related illnesses and
all responsibilities. concerns and/or violations. injuries.

Reference: Supervisor’s Manual; WSH Act Sections 4 through 7; MB Hydro Safety Competency Guide

P&DS – Competencies Page 9

 Teamwork/Collaboration

Competency Group Interpersonal

Definition Working effectively with a team or work group to accomplish organizational goals; taking actions that
respect the needs and contributions of others; contributing to and supporting team consensus.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Cooperates with requests to Volunteers ideas/assistance; Encourages the involvement/ Collaborates with others to
participate in team efforts; actively communicates contribution of others in create or enhance strategic
maintains the self esteem of relevant information by accomplishing work-related partnerships or alliances.
peers. sharing thoughts, feelings and assignments; supports and
rationale. values peers; functions as a
team builder and/or leader.

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Cooperates with others in sharing Identifies own and others’ roles Defines and clarifies team Develops guidelines for effective
information and resources; in team(s) goals/objectives and terms of teams
assuming responsibility for day to reference
day work Willingly discusses own ideas Develops collaborative
even in their formative stage Provides opportunities for team relationships with external
Willingly participates in formal members to participate in team individuals/organizations
Shares own thoughts and
teams as time permits activities (e.g., brainstorming,
feelings in response to ideas
decision-making, problem- Identifies appropriate terms of
presented
Focuses own discussion on solving) reference (boundaries) for
behaviours and information, and Models cooperative, task- partnerships and alliances
not on individuals and opinions Explores the potential in others’
oriented behaviour
ideas Builds effective
Acknowledges the positive Delivers on own responsibility in interdepartmental or multi-
Involves others in decisions as
contribution of others group decisions organizational teams/
appropriate
committees
Allows others to talk without Keeps others informed of
Facilitates team consensus and
interruption personal progress Treats all stakeholders as
resolves conflict within team
Familiarizes self with principles partners with common goals
Proactively and respectfully of effective teamwork Facilitates the assignment of
shares own thoughts and ideas responsibilities Ensures team’s goals are in line
Coordinates own activities with with corporate strategies
Completes tasks as agreed/ team activities and objectives Encourages others’ acceptance
informs others when tasks cannot of responsibilities Aligns corporate recognition with
be completed as agreed Responds appropriately to teamwork concepts
redirective feedback regarding Fosters commitment, team
Displays a positive attitude own contribution to team spirit, pride, trust and group Encourages and empowers
towards work and colleagues identity and initiates ways to others, makes them feel strong
Provides redirective and celebrate success with the team or important, and promotes
respectful feedback ideas, team
Is punctual, dependable and team cohesion
activities and what is/is not Takes action to remove
reliable
working well obstacles and provide Identifies and makes use of
Attends team meetings, as Works co-operatively with necessary resources exceptional team leaders for
requested others by willingly stepping particular assignments
forward to assist co-workers, Fulfills a variety of team roles as
Shares pertinent information and contribute to team efforts and required Models the attributes and skills
resources and maintains group projects of an exceptional team
confidentiality Cross trains others to ensure leader/member
Openly explores others’ ideas depth in team capabilities
Speaks in support of group
decision Recognizes own and others’ Encourages others to use their
strengths and what they strengths and go beyond their
contribute to the team comfort zone

Inspires, motivates and guides

others toward goal
accomplishment

Page 10 P&DS - Competencies

 CRITICAL JOB (BEHAVIOURAL) COMPETENCIES AND KEY BEHAVIOURS
The critical job competencies are considered those most appropriate for WCB employees in their
individual job positions and are the competencies that most frequently affect performance in the major
parts of a specific job. The employee and the supervisor will identify the critical job competencies
required for the position. At the beginning of the performance cycle, the employee and the supervisor will
consider how the employee could improve performance in the present position before considering
competencies or behaviours that enrich or that are necessary to take on positions of different or greater
responsibility. Critical job competencies include:

Critical Job (Behavioural) Competencies

 Adaptability
 Analysis/Problem Assessment
 Coaching
 Continuous Learning
 Creativity and Innovation
 Formal Presentation
 Initiative
 Leading/Influencing
 Managing Organizational & Individual Performance
 Managing Stress
 Meeting Facilitation
 Organizational Awareness
 Persuasiveness/Negotiation
 Planning, Organizing & Follow-up
 Resolving Conflict
 Valuing Diversity

P&DS – Competencies Page 11

 Adaptability

Competency Group Personal

Definition Maintaining flexibility and effectiveness in varying environments and with different tasks,
responsibilities and people; dealing appropriately with change.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Willingly accommodates Works willingly and Assists others in adapting to Builds flexibility into
change in tasks and priorities cooperates with change even a changing work organizational structure and
when the situation is not well environment; proactively systems to facilitate
defined facilitates transition successful future changes

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Shows willingness to acquire Cooperates with change Promotes change Expects and prepares for
a range of skills/ change
competencies in response to Employs flexible, productive Recognizes and
changing tasks and priorities responses to maintain communicates the benefits of Develops or adjusts
effectiveness with a diversity proposed change(s) organizational systems to
Responds readily to requests of people and organizations Encourages others to facilitate impending changes
to change priorities embrace change
Learns and demonstrates Considers and allows for
Adjusts quickly to new ways to respond quickly and Highlights the benefits of a potential future changes
responsibilities and tasks effectively to change proposed change to secure when designing
support of others organizational systems/
Adjusts approach to match Maintains a relaxed body planning for the organization
various tasks and language when interacting Initiates and authorizes
responsibilities with a variety of people and change where appropriate Balances the need for
organizations change with the need for
Remains focused on the
Performs a variety of tasks continuity to avoid creating a
desired outcome to help self
according to need Works willingly with chaotic or intolerable
and others implement change
incomplete or vague situation
instructions when necessary Recognizes the effect change
Asks appropriate questions, will have on others and takes Regularly monitors the
where necessary, to clarify Remains productive through steps to maintain co- impact of change on
and increase one’s own periods of transition operative and collaborative individuals and organizational
understanding of the nature working relationships culture
of the change required Remains co-operative even in
an ambiguous or uncertain Identifies and plans for ways Ensures organizational
Seeks clarification of one’s environment to mitigate the disruptive supports are available to
role/responsibility in the impacts of change on the manage implementation/
change process Adapts quickly to new and individuals involved and on transition
diverse individuals or groups the organization as a whole
Offers constructive Explains change in the
Identifies practical steps and
suggestions regarding Remains focused on the context of future
timeframes for the
change or work processes desired outcomes to help self organizational development
implementation of change
and others implement change
and monitors progress
Adapts quickly to new and Supports managers through
diverse individuals or groups Maintains co-operative Puts change into perspective times of ambiguity and
relationships during periods for others uncertainty
Takes steps to learn about of change
the change Communicates proactively
Recommends alternative and involves others in the
approaches to facilitate the planning and implementation
change process of change to achieve “buy-in”

Acquires detailed information Anticipates needs and

in order to help others deal identifies resources to
productively with change facilitate change
implementation
Shares information with Explains change in the
others to keep them informed context of future
and regularly updated organizational development

Page 12 P&DS - Competencies

 Analysis/Problem Assessment

Competency Group Process

Definition Securing relevant information; identifying key issues and relationships from a base of information;
relating and comparing data from different sources; identifying cause-effect relationships.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Gathers relevant information Draws logical conclusions Recognizes risk factors that Recognizes trends in the
and organizes it in a logical based on assessment of indicate more potential current environment and
manner information available opportunities or significant their implications for the
/complex/underlying issues future environment
and identifies root causes
Key Behaviours Key Behaviours Key Behaviours Key Behaviours
Identifies potential problems/ Identifies potential issues Identifies risk factors and red Conducts internal potential
opportunities based on gaps and flags that potentially indicate problem analysis and
discrepancies in information more significant issues documents results
Asks appropriate questions to
identify and clarify the situation Compares information to Identifies potential degree of Gathers information from
identify patterns and trends risk national/global sources
Uses common sense and
relevant guidelines to identify Generates assumptions re: Develops a sound theory re: Tracks trends and their
information needed to address primary causes underlying cause(s) implications for the
the situation organization
Tests assumptions Tests theory and documents
Identifies potential sources of results Documents trends and
Analyzes gathered information
information potential implications
to accurately identify primary Identifies potential opportunities
Secures essential information cause-effect relationships Analyzes complex problems
Identifies trends and their
and identifies gaps involving multiple relationships
Goes beyond immediately implications for the organization
and interaction where data is
Groups similar information into presented information, probing
Reduces complex information, incomplete, missing or
clusters deeper to get at the root of the
patterns and events to ambiguous
problem
Gathers information from fundamental key elements
Ensures the review,
immediately available Analyzes relationships among
Identifies and develops development and evaluation of
resources, recognizing when a several parts of a problem or
explanations for patterns, risks, policies and procedures in
current situation is very similar situation and identifies possible
trends, interconnections or response to trends/emerging
to a past situation. solutions
causes and their implications needs
Verifies observations and Assigns priority to concerns for the organization
Identifies needs and
conclusions with colleagues, that takes into account impacts,
Identifies potential issues or conceptualizes issues in
supervisor or informed person urgency, and future
opportunities based on diverse, dynamic or complex
consequences
Remains alert and attentive to information available, gaps and situations giving consideration
variances and trends in the Breaks down concerns and discrepancies based on to client, community,
work environment differentiates key elements common sense and past organizational and employee
from irrelevant information experience interests
Gathers necessary information
before drawing conclusions Identifies connections between Identifies contradictions Integrates information from
situations/opportunities that are between policy and practice provincial/national/global
Uses a reasonable approach,
not obviously related and seeks ways to align them sources to identify new trends
one that can be explained to
with each other
others to identify and locate Studies and compares Interprets the meaning of
information needed to address information to identify patterns, Analyzes existing and proposed multiple trends and their
the situation trends and inter-relationships policies and procedures to impact on the relationships
identify barriers to effective between the organization and
Gathers information in an Draws conclusions consistent
service its environment and makes
organized manner to analyze a with a reasonable interpretation
accurate prognosis of
problem, situation, or decision of available information Identifies probability and
expected developments
seriousness of risks associated
Verifies observations and Supports conclusions with
with priority concerns Identifies strategic
conclusions with colleagues, evidence, data, and logical
opportunities and selects most
supervisor or other informed reasoning and existing statistics
likely actions to capitalize on
person
Identifies best course of action them
Identifies gaps/opportunities in for resolving concerns
information relevant to
understanding the
situation/concern

P&DS – Competencies Page 13

 Coaching

Competency Group Interpersonal

Definition Effectively facilitating the development of others' competency and potential; determining and
planning for current and future competency requirements (Note: Coaching may be performed by
direct supervisor, peers or others).

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Coaches others in developing Coaches/mentors others in Supports others in Determines future
mastery of an individual skill developing mastery of their development of long-term competency requirements
or task overall job function and/or career plans; ensures others and develops a formal plan to
development of potential are developing to fill key ensure these requirements
organizational positions will be met

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Explains and demonstrates Assesses how quickly others Assists others in identifying Interprets industry and/or
how to perform a task are grasping new tasks their career interests, organizational trends in light
potential, and aptitudes of their implications for future
Observes and evaluates task Identifies when others are competency requirements
performance capable of performing more Identifies key organizational
complex tasks positions Identifies competencies core
Provides both affirming and to the future success of the
redirective feedback Assesses others’ ability to Identifies and assesses organization
manage a variety of tasks characteristics and
Reinforces others’ competencies required for Facilitates and/or develops
development in a task Assesses total skill key positions plans to meet future
requirement for a job competency requirements
Determines amount of Performs gap analysis to
direction and support an Provides support and identify individuals with Acquires/commits
individual requires guidance without removing potential for key positions organizational resources to
responsibility for performance human resource
Delegates task as and task completion Plans developmental development
appropriate activities for career
Delegates responsibility for progression Creates an organizational
Draws out others’ ideas on job or more complex tasks as environment that encourages
how to perform tasks others are capable Challenges others to realize individuals to develop their
their career potential full potential
Exercises patience and Assesses total competency
respect for the variations in requirements for a job Develops plans for filling
individual development organizational competency
Jointly creates a gaps
When necessary, works with developmental plan for job
the individual to practice the competency, learning and Develops individuals to fill
new task/technique to growth organizational roles
achieve a reasonable skill
level Empowers others to take Plans group developmental
ownership of how job activities for job competency,
Is receptive and open to outcomes are achieved learning and growth
coaching delivered by others
Challenges others with more Identifies and assesses
complex tasks or projects, as available individuals against
they are capable organizational roles

Assesses an individual’s Identifies competency gaps

competencies against the for key organizational roles
competency requirements of
the job

Page 14 P&DS - Competencies

 Continuous Learning

Competency Group Personal

Definition Assimilating and applying, in a timely manner, new job-related information that might vary in
complexity.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Assimilates new job related Displays skill in the Demonstrates skill in Generates new knowledge
information through appropriate application of interpreting acquired and develops concepts that
observation or active acquired knowledge in knowledge in complex radically impact an
inquiry; keeps abreast of routine circumstances circumstances; modifies organization or culture
current developments applications in light of their
impact

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Recognizes relevant work Demonstrates a commitment to Effectively recognizes and Discovers new information and
information personal learning transfers prior knowledge and designs new applications in
Asks questions to obtain new Develops awareness of skills to complex or new and/or job-related areas
information personal learning preferences changing circumstances Regularly seeks new insights in
Reads about relevant topics to facilitate acquisition of Transfers acquired knowledge a wide variety of areas
knowledge effectively as circumstances Actively experiments with new
Acquires skill by observing change (i.e. unlearns and
others Applies acquired knowledge information
quickly and appropriately on the relearns applications)
Learns from past experience, Collaborates with colleagues to
job Proactively seeks to use clarify and expand
including mistakes expertise in new circumstances
Improves skill through practice understanding
Takes full advantage of job- Evaluates own strengths and
related learning opportunities Seeks feedback on Collaborates with colleagues to
performance development needs generate new applications
Keeps an open mind to new Seeks to understand the
concept, ideas, methods, and Modifies competency-related Regularly exposes self to
behaviour based on feedback learning process to accelerate challenging learning situations
learning personal integration of
Identifies new information Regularly conducts a self- knowledge Clarifies and expands
relevant to own work assessment of technical/ understanding to generate new
professional strengths and Uses techniques to continually knowledge and concepts
Keeps current with relevant development needs sharpen thinking abilities
information that affects job Continually identifies areas that
Takes responsibility for self- Develops innovate ways of need improvement in terms of
function (e.g. organizational applying technical/ professional
developments, current improvement and expansion of organizational development in
own knowledge and abilities knowledge to handle new order to enhance service
research, industry standards, challenges
best practices, policies, Identifies, assesses and delivery and accomplish
procedures and other selects appropriate learning Seeks and uses techniques to organizational goals
documents) resources and experiences to continually improve knowledge, Actively supports and
meet own developmental needs skills and abilities encourages co-operative
Seeks feedback on
performance and appropriately (e.g. coaches, mentors, Identifies the learning needs of lifelong learning partnerships
modifies behavior training, coursework, the individual, team or through the provision of
community involvement) organization based on an appropriate resources
Takes carefully assessed risks assessment of knowledge/skill
to learn and benefit from the Seeks opportunities to observe Fosters an organizational
and practice a new skill to gaps climate of continuous learning
outcomes
apply it effectively Encourages others to take that provides
Shares information and carefully assessed risks and support/opportunities for
techniques and applies them to Creates opportunities to share
new knowledge and helps them to learn and benefit individuals to move across the
daily work from the outcomes organization and into other
collaborates with others to
clarify and expand Creates an environment that roles
understanding encourages others to explore, Ensures the organization has a
Uses feedback, new accept challenges, network, clear, competency based
information and learning to and pursue lifelong learning process for career development
positively adjust own attitudes Challenges others to seek new
and close competency gaps learning experiences and
opportunities, to look for ways
to be better in their job, and to
be more effective in their daily
duties
Works creatively with others to
identify resources, tools,
methods and opportunities to
acquire and apply new learning

P&DS – Competencies Page 15

 Creativity and Innovation

Competency Group Process

Definition Deliberately pursuing new courses of action to achieve a recognized benefit or advantage when
potential negative consequences are understood; trying different and novel ways to deal with
problems and opportunities.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Demonstrates an interest in Actively seeks new ways of Encourages creativity in Creates an organizational
new ideas and approaches doing things others; facilitates the environment that fosters and
implementation of new ideas supports creativity and
innnovationa nd empowers
others to take risks

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Recognizes new ways to Generates ideas and Encourages others to Champions corporate
accomplish tasks solutions that reflect challenge traditional recognition programs for
innovative thinking approaches innovative ideas and
Openly explores new ideas solutions
Experiments with new Asks thought provoking
Bounces ideas off others approaches questions to spark others’ Removes systemic barriers to
Displays curiosity and creativity creativity and innovation in
Uses creative idea the organization
imagination generating techniques Helps others to implement
Keeps abreast of new innovative ideas Introduces organizational
Uses creative examples to learning opportunities to
innovative approaches facilitate understanding Recognizes and rewards develop creative thinking
Makes conservative creative thinking and
Questions the rationale innovation Provides resources to
decisions with awareness behind current
and recognition that support innovation in the
approachesproposes Mentors others in creative organization
decisions are subject to enhanced solutions and thinking techniques
review proceeds with approval Defines and expands others'
Identifies potential negative level of decision-making
Makes decisions only in low Checks out boundaries of consequences of new
risk situations authority in line with the
own decision-making approaches degree of risk, and other's
Chooses a low risk course of authority competency development
Weighs their degree of risk
action Makes decisions within own
Takes action appropriate to Supports others when taking
Identifies new ways to boundaries, even with limited reasonable risk
information if necessary degree of risk
accomplish tasks
Rationally challenges Allows others to make
Bounces ideas off others decisions with limited
conventional solution
Suggests enhanced/ creative information when necessary
solutions to work situations Takes reasonable risk to
implement value-added Encourages others to
Determines when approaches challenge conventional
advice/approval is required solutions
Demonstrates an ability to
Takes action in a timely detect when routines are Sparks others' creativity with
fashion dysfunctional and to initiate thought provoking statements
change and ideas
Seeks out new ideas,
opportunities and/or Encourages others to bring Continually challenges the
experiences forward new ideas “business as usual”
environment
Originates or adapts an idea, Provides insight in related
plan or process to achieve a matters of expertise Fosters creativity and
more favourable outcome innovation by providing
Supports initiatives that direction and resources
investigate, evaluate and
implement new ideas Encourages the sharing of
creative and innovative ideas
inside and outside the
organization

Page 16 P&DS - Competencies

 Formal Presentation

Competency Group Interpersonal

Definition Presenting ideas effectively to individuals or groups when given time for preparation (including
nonverbal communication and use of visual aids); targeting presentations to the characteristics and
needs of the audience.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Delivers basic information in a Prepares and presents more Delivers an interactive Maintains effective delivery of
logical sequence; delivers info detailed information or complex presentation of advanced critical or volatile information
using routine audio-visual aids ideas with clarity information customized to the even in the face of intense
and appropriate vocabulary and interests and needs of the scrutiny or opposition
non-verbal language audiences; uses sophisticated
audio-visual aids and delivery
techniques
Key Behaviours Key Behaviours Key Behaviours Key Behaviours
Organizes basic information in Delivers lectures in classroom Facilitates skill-building in Makes presentation(s) to
a logical sequence or workshop setting classroom or workshop setting audience(s) with a high vested
interest in topic
Prepares relevant presentation Makes formal presentations of Makes formal presentations of
information in response to technical information to technical information to non- Makes presentation(s) to
request technical audience technical audience antagonistic or highly resistive
audience(s)
Establishes clear purpose of Establishes importance of Establishes importance of
presentation presentation to the audience presentation to audience Maintains composure under
intense cross-questioning
Responds to basic queries Shows interest in audience's Learns to use sophisticated AV
questions aids Reframes hostile remarks to
Presents information in an
identify underlying concerns
organized fashion Notices need for clarification Proactively probes to identify
audience's understanding Refocuses attention on issues,
Speaks-to audience with clear Probes to clarify facts/
not individuals, during critical
enunciation, appropriate concerns during presentation Builds ownership and action by
presentations
vocabulary, and respectful tone audience
Uses analogies and examples
Maintains effective pace and to clarify ideas Effectively manages group
volume dynamics by dealing with
Listens and responds to
inappropriate behaviour and
Learns how to use basic AV questions to facilitate
comments
equipment understanding of information
and ideas Proactively probes to engage
Shows interest in topic with
audience in presentation
appropriate gestures and eye Presents advanced information
contact with clarity Adapts delivery spontaneously
based on reaction of audience
Incorporates delivery tools Responds to questions to
and maintain composure under
appropriate to the presentation facilitate understanding of
cross-questioning
information and ideas
Checks information to be
Integrates theory, knowledge,
conveyed to make sure that it is Checks for understanding
best practices and/or
accurate, up-to-date, and
Uses a variety of methods and experience to enhance the
complete
tools to enhance the content of presentation
Clarifies to ensure information the presentation
Uses a variety of delivery
is understood
Prepares presentations for the techniques to engage the
Logically organizes information purpose of educating, relaying audience
prior to presentation information, influencing action,
Recognizes sensitive or
or technical instruction
Establishes clear purpose of underlying issues that may
presentation Provides information required motivate audience reaction and
for understanding by all levels adapts presentation
within the audience accordingly
Uses a broad range of well
developed presentation skills
Prepares and delivers well
thought out and organized
presentations on a variety of
topics at short notice
Guides others in the effective
preparation and delivery of
presentations

P&DS – Competencies Page 17

 Initiative

Competency Group Personal

Definition Making active attempts to influence events to achieve goals; self-starting rather than accepting
passively; being proactive; overcoming disappointments and obstacles to accomplish goals.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Stays with a plan of action Actively takes advantage of Proactively influences work Operates as a catalyst for new
without external prompting in opportunities to solve job-related processes and results; structures and systems that
order to successfully achieve problems; makes efforts to volunteers for activities outside enhance organizational
established performance improve skills in job-related areas core area of responsibility effectiveness
objectives

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Volunteers ideas for Investigates ways to implement Spearheads the implementation Change agent; initiates new
improvement ideas of ideas programs to accomplish
organizational goals
Makes efforts to maintain Goes beyond the basic Advances personal and
competencies in job-related requirements professional skills in preparation Recommends and implements
areas for new challenges new and more effective ways to
Independently seeks
manage the organization
Commits to deadlines and the opportunities for competency Volunteers ideas for
achievement of objectives development improvement Encourages and provide
opportunities for others to be
Works independently to perform Solves problems without being Identifies ways to make the job
proactive
own duties prompted easier or more productive
Constructively challenges the
Makes repeated attempts to Volunteers for overtime when Continues to be proactive even
status quo of entrenched
meet objectives necessary after disappointment or rejection
organizational culture and
Remains focused and stays with Overcomes obstacles to achieve Builds people's confidence to processes
a task until completion goals take initiative by effective use of
Looking ahead more than one
recognition, support and
Recognizes when task is no Seeks opportunities for self- year, takes action to influence
reassignment of tasks
longer attainable improvement in the job events and create opportunities.
Helps an individual identify a
Does not give up easily when Sets challenging, but realistic Creates strategies to position
need for action that wasn't
things become difficult work-specific and/or career goals WCB 2-5 years in the future by
obvious to him/her
for self anticipating and acting on trends
Demonstrates a high degree of
Motivates individuals and groups affecting internal/external
perseverance to ensure goals are Assists peers as workload
to take action without waiting for customers
reached to required standards permits
directions
Encourages and rewards others
Demonstrates self motivation Recognizes and acts upon
Facilitates commitment to who create solutions which will
present opportunities, or
Show willingness and ability to continuous improvement yield long-term benefits
addresses present problems
follow through on projects
quickly and decisively. Challenges oneself and others to Defines and implements activities
overcome barriers and adapt to for today as the basis for
Acts before being forced to by
changing circumstances in a achieving long-term strategies
events
positive manner
Operates as a catalyst for the
Actively seeks solutions to
Seeks opportunities to enhance introduction of new organizational
problems before being asked or
organizational effectiveness structures and systems
directed
Recommends new and more Demonstrates proactivity under
Shows an interest and
effective ways to manage the conditions of extreme
participates in organizational
organization uncertainty, urgency or instability
activities
Balances workload to enable Promotes development of
Constructively contributes to the
involvement in special organizational expertise and
debate for and against a new
committees or projects competency to support the
endeavor
demonstration of initiative
Looks for opportunities to assist
Demonstrates personal initiative
others by offering expertise
by exhibiting a passion for
Identifies ways to make the job productive change in the
easier or more productive organization
Leads developments with
innovative, novel approaches,
while recognizing the possible
risks

Page 18 P&DS - Competencies

 Leading/Influencing

Competency Group Interpersonal

Definition Using appropriate interpersonal styles and methods to inspire and guide others toward vision and
goal achievement; modifying behaviour to accommodate tasks, situations, and individuals involved.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Builds working relationships that Creates acceptance of and Inspires “team” to establish and Creates vision for the
encourage others to achieve enthusiasm for established goals; pursue goals in alignment with organization; inspires others to
goals demonstrates flexibility in vision establish and pursue own goals
influencing style in alignment with vision

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Encourages others to meet Builds trust by modeling personal Involves others in defining Formulates a clear and positive
deadlines and achieve objectives commitment and follow-through purpose and guiding behaviours vision to guide the organization
for team/department into the future
Develops rapport by maintaining Provides support without
others self-esteem removing responsibility for goal Helps others understand the Communicates the “big picture”
achievement benefits of moving towards the of where the organization is
Provides clear direction
vision and achieving going
Identifies and enhances personal
Asks for commitment to action organizational goals
leadership influencing styles Keeps informed of industry and
Maintains others’ self-esteem by Consults with others to translate environmental trends,
Adapts style to the individual
focusing on situation, not the vision into action opportunities, and threats
and/or situation
individual
Solicits input in establishing Formulates a desired future state
Solicits input to define and
Affirms others' progress through operating framework for (vision)
accomplish work goals
positive feedback team/department
Balances the need for change
Collaborates with others in
Informs others of decisions Monitors commitment and with the need for stability within
identifying their potential
affecting them, and rationale if enthusiasm and responds the organization
contribution to a shared vision
known appropriately
Talks with passion about
Celebrates individual’s
Discusses implications of Celebrates group’s contribution achieving the vision
contributions
decisions affecting others to shared vision
Displays enthusiasm through
Builds others’ confidence and
Familiarizes self with leadership Continually communicates body language
enthusiasm for their contribution
and influencing styles corporate vision in a positive
to the organization Takes action(s) consistent with
manner
Strives to make a positive impact the vision and organizational
Seeks and considers others’
on others Involves others in understanding direction
opinions
the group’s role in realizing the
Performs work in an enthusiastic Stays tuned-in to organizational
Expresses confidence in others’ corporate vision
manner commitment and enthusiasm,
ability to make a meaningful
Talks with excitement about and addresses gaps
Builds enjoyment into daily contribution
group’s progress toward the
activities Demonstrates personal
Encourages others to follow- shared vision
commitment to follow-through on
Shows genuine concern for through with their contribution
Communicates the organizational the vision
whole person
Advocates for others’ involvement vision/goals/guiding
Pursues and embraces new
Demonstrates personal in special projects/assignments principles/values
insights that support the
leadership through “leading by
Encourages others to participate Sets clear goals and standards to development of leadership
doing” (e.g. setting a positive
in new and challenging work enable others to focus on goal excellence
example)
achievement
Acknowledges and celebrates Directs organizational structures
Establishes rapport with others
individual and team achievements Sets achievable high and processes that maximize
Draws out the positive aspects of expectations to motivate others organizational performance
Interacts regularly with staff at
a situation to deliver high performance
their worksite and pays attention Models exemplary leadership
Gains commitment to action by to how they are doing Encourages others to do their and champions the development
performing work in an best by giving personalized of outstanding leaders in the
enthusiastic manner feedback and recognition organization
Expresses positive expectations Monitors progress towards goals Fosters continuous, open
of others and provide detailed feedback to communication and knowledge
keep others engaged and sharing to gauge commitment,
Demonstrates a positive attitude committed and to identify and address gaps
and leadership towards own
goals and the goals of others Clearly expresses own values Ensures all necessary resources
and demonstrates consistent and are in place to develop
transparent actions exceptional leaders and achieve
organizational goals
Determines and champions the
goals of the organization as a
whole

P&DS – Competencies Page 19

 Managing Organizational & Individual Performance

Competency Group Interpersonal

Definition Translating strategic direction into group goals and individual performance objectives; ensuring
appropriate tools and systems are provided to achieve goals; managing results.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Manages own/others’ daily Jointly translates group Translates organizational Defines the core business
activities in line with objectives into individual goals and strategies into and identifies the strategic
established performance performance objectives; group objectives; managing direction of the organization
objectives and standards supports and manages performance
performance

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Sets individual performance Solicits input to define Develops group goals in Develops strategic direction
goals achievable individual alignment with organizational for the organization
performance objectives and direction
Evaluates results Develops corporate goals
action plans
Initiates appropriate formal and strategies
Clearly communicates
Agrees on objectives, action in response to
management expectations, Ensures appropriate systems
performance measures, and performance results
standards and objectives are in place to conduct
action plans
Balances the need for strategic/business planning
Conducts performance
Provides resources to organizational progress with and to measure results
reviews
support development the need for realistic
Aligns performance and
Familiarizes self with objectives and goals
Provides tools necessary to reward systems with
strategic direction of
accomplish work Establishes systems to organizational direction,
organization
monitor work progress goals and values
Translates the group
Clearly articulates work
objectives into individual Involves others in developing Tracks organizational
objectives/goals
roles specific group objectives, performance indicators
Identifies the contribution of measures and action plans
Regularly reviews objectives Keeps abreast of global
own/others’ current activity to
and results Proactively seeks resources trends and current strategic/
larger goals
necessary to achieve group business thinking
Provides resources to
Makes oneself available to objectives
support planned competency Interprets the implications of
address questions or
development Explores the implications of political, regulatory and
concerns
strategic organizational business trends on the
Takes appropriate corrective
“Checks in” on progress of direction with staff organization
action to address
activities
performance gaps Develops operational plans in Ensures alignment between
Adjusts daily priorities as alignment with organizational strategic direction, resources
Recognizes goal
required direction and technology
achievement
Familiarizes self with HR Acquires appropriate Takes appropriate action to
Gives individualized
policies and provisions and resources necessary to address gaps in
suggestions for improvement
union agreements achieve group objectives organizational performance
and models the behaviour
Provides directions/advice, required for development Initiates appropriate action in
within a developmental response to group results
Identifies individuals with high
context, on how to do the
potential. Uses standardized evaluation
work
methods to review
Invests in and supports long-
Monitors progress of activities department activities
term career development for
in line with expected results
the benefit of the organization
Remains accountable for
Clearly articulates work
results
objectives/goals
Participates actively in
Proactively seeks resources
competency assessment and
necessary to accomplish
development
work
Promotes individual
Provides formal feedback
accountability for results
opportunities
Holds individuals accountable
for results

Page 20 P&DS - Competencies

 Managing Stress

Competency Group Personal

Definition Maintaining stable performance under pressure or opposition (such as time pressure or job
ambiguity); relieving stress in a manner that is acceptable to the organization and those directly
impacted.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Maintains effective Maintains effective Recognizes and defuses Creates organizational
performance while performance of self and potential crisis situations; wellness by developing/
contending with routine assists others in challenging proactively promotes healthy providing systems and tools
distractions, interruptions, circumstances approaches to managing to manage stress and handle
deadlines and rush situations stress conflicting demands

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Learns and uses time Responds quickly and Makes rational decisions and Contributes to the well being of
management techniques to cope appropriately to the unexpected takes reasonable action that others by creating/providing
productively with interruptions in normal interactions maintains respect for all systems and tools to manage
Maintains composure under Maintains respect for self and Identifies factors that indicate a stress and handle conflicting
pressures (e.g. deadlines, others while dealing with potential crises situation demands
interruptions, routine distractions, resistance Intervenes quickly to prevent Ensures supports are in place to
criticism, rush situations, etc). Involves additional resources situation from escalating assist others’ in
Applies ways of releasing stress necessary to deal with crisis releasing/managing stress
Identifies reasonable responses
that are not harmful to self or Learns to identify personal appropriate to the degree of crisis Provides a safe and healthy
others (e.g. humor, positive response to stress working environment
thinking, exercise) Alerts others who may need to
Deals effectively with new or respond to crisis Clarifies and communicates
Seeks appropriate support from unfamiliar situations with little or organizational or departmental
others when stressed (e.g. Elder, Addresses others physical and priorities to enable others to
no time to prepare emotional needs in times of
mentor, counselor, EAP) manage conflicting demands
Recognizes and disengages stress
Alerts others of signals that appropriately from emotional Creates organizational
indicate a potential crisis Deals with ethical or value emergency response structures
hooks when dealing with conflicts/dilemmas with integrity
situation complaints or conflict and plans
and respect
Effectively contends with Recovers quickly after a stressful Develops programs and supports
uncertain career or work Maintains confidence in own to assist the organization in
interaction abilities in challenging
conditions creating wellness
Recognizes how one’s own circumstances
Recognizes own signs of stress behaviour under stress will affect Sets the standards for a safe and
response patterns and responds Contributes to others’ sense of healthy working environment
others, and selects appropriate well-being by exercising a
appropriately stress management technique(s) Introduces and implements
supportive management style
Does not personalize issues Contributes to others’ sense of strategies to advance the
when dealing with complaints or Debriefs with others following principles of wellness throughout
well being by exercising a crisis to bring closure and to
conflict supportive style the organization
identify lessons learned
Uses stress management Consults with or involves Keeps current in the field of
techniques to cope productively Models an appropriate life/work organizational stress
additional resources, where balance that is responsive to
(e.g. time management, seeking necessary, to help someone deal management
positive support, stretching, etc) changing personal and
with stress organizational needs Motivates others to seek
Remains sensitive to the signs of strategies to help individuals and
Enables others to manage the organization to better handle
stress in others and alerts others conflicting demands effectively
when it appears they are over stress
by clarifying and communicating
stressed organizational/departmental Promotes and encourages
Minimizes stress in others by priorities healthy discussion about stress
communicating proactively to and positive stress management
Contributes to stress strategies at all levels of the
clarify facts and dispel rumours management in the workplace by organization
Recognizes when one is getting implementing standards for a
frustrated or angry, and safe and healthy working
disengages appropriately from environment
the situation to avoid conflict Recognizes and defuses
potential crisis situations by
intervening quickly where
appropriate to prevent escalation
Recognizes and addresses
others’ physical and emotional
needs in times of crisis

P&DS – Competencies Page 21

 Meeting Facilitation

Competency Group Interpersonal

Definition Using appropriate interpersonal styles and methods to guide participants toward a meeting's
objectives; modifying behaviour according to tasks and individuals present.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Conducts impromptu Conducts routine meetings Employs group facilitation Employs advanced
meetings with no formal and guides discussion to techniques to successfully processes and strategies to
agenda accomplish the stated lead complex formal successfully facilitate
purpose meetings complex meetings/ planning
sessions

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Identifies when a meeting is Identifies clear purpose for Anticipates roadblocks and Familiarizes self with techniques
needed meeting develops strategies to overcome for facilitating strategic planning
them
Explains the purpose for a Establishes and follows a formal Facilitates high level meetings
meeting agenda Familiarizes self with the and task forces to address policy
principles of group dynamics issues or develop strategic plans
Keeps discussion focused on Ensures appropriate
purpose of meeting representation at meeting Identifies potential issues and Adapts techniques in response to
ways to address them when changing meeting dynamics
Confirms mutual understanding Identifies the potential benefits of planning a meeting
of meeting outcomes the meeting Defines framework and principles
Applies a mutual gains approach for effective meetings/planning
Co-ordinates meeting logistics Establishes positive ground rules to consensus-building sessions
Familiarizes self with principles of Communicates scope/authority of Facilitates the identification of Facilitates complex meetings to
effective meetings meeting follow-up action respond to political issues or
crises
Actively participates and remains Makes procedural suggestions Ensures designation of
focused responsibility Defines a customized process to
Establishes realistic expectations
accomplish strategic outcomes
Does not foster negativity after for meeting outcomes Addresses unproductive
the meeting behaviour in a respectful and Keeps current on new facilitation
Is aware of group dynamics and
effective manner techniques and processes
Behaves in a respectful manner uses this knowledge strategically
during the meeting and conducts to promote effective discussion Builds consensus Monitors meeting outcomes to
oneself professionally ensure they achieve/are in line
Creates and distributes a detailed Develops and uses strategies to with original strategic meeting
Prepares for meetings as agenda in a timely fashion overcome obstacles that arise in objectives
appropriate the meeting
Facilitates the identification of
Follows through on personal follow-up action and designated Is familiar with a variety of
commitments responsibility meeting methods, facilitation
techniques, processes and
Attends meetings as required Recognizes when a meeting is
frameworks, and can apply them
needed
Arrives on time to meetings appropriately
Explains the purpose of an
Speaks in support of meeting Selects a process to guide the
impromptu meeting
decisions after the meeting group to accomplish objectives
Co-ordinates meeting logistics
Shares pertinent information and As necessary, follows up post-
maintains confidentiality as Ensures that all participants have meeting with difficult or
appropriate the opportunity to participate unresponsive participants to
constructively correct the
Keeps discussions focused on negative behaviour
the purpose of the meeting
Ensures that own meetings
Ensures the minutes are model the attributes and
compiled and distributed outcomes of an effective meeting
promptly

Takes steps to ensure

confidentiality is maintained
where the agenda topic warrants
it

Addresses disruptive behaviour

in a respectful and effective
manner

Page 22 P&DS - Competencies

 Organizational Awareness

Competency Group Interpersonal

Definition Having and using knowledge of systems, situations and culture inside the organization to identify
potential problems and opportunities; perceiving the impact/implications of decisions on other
areas of the organization.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Interacts appropriately with Recognizes impact of own Uses influence and networks Leverages networks and
people in various positions action on others and how to anticipate impact of maneuvers with agility to
and levels in light of decisions can be influenced organizational decisions, achieve corporate objectives
organizational culture solve operational problems,
and advance opportunities

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Keeps up to date on relevant Recognizes the influence and Establishes personal Expands others' awareness
formal organizational leverage of individuals and networks with influential of organizational dynamics
structure structures within the people to complement (systems, structure, pressure,
Keeps formal authority organization; consults organizational networks culture)
informed of own activity accordingly Identifies others’ personal Leverages collective
Identifies workplace issues Checks out impact of objectives understanding of dynamics to
and tensions personal action and decisions Uses personal networks to solve business problems
with those affected identify potential Shares organizational
Follows established protocol,
e.g., authority, communi- Identifies potential problems opportunities and to assess knowledge and insight with
cation that may impact own actions impact of management others
or decisions decisions Collaborates with others in
Identifies informal workplace
networks Uses established networks to Draws on the influence of networks to identify business
gather information those in personal networks to solutions in harmony with
Keeps informed of current assist in resolving problems, personal and organizational
organizational topics Identifies influential
individuals identify potential operational objectives
Discloses any potential opportunities or assess Capitalizes on favourable
conflicts of interest to an Solicits the advice or impact of management
approval of influential and/or timing and circumstances to
authority decisions advance the corporate
knowledgeable individuals
Respects the position and Expands the influence of agenda
authority of others and Develops personal networks others by including them in
by maintaining active contact Educates others to rationale
established protocol (e.g. influential networks behind key priorities of
reporting structures, through visits, calls,
correspondence, and/or Minimizes the potential for organization(s)
communication, procedures) issues to escalate or become
social events Keeps abreast of political
Asks questions to increase politically sensitive sensitivities inside and
understanding of protocols Keeps informed of others’
viewpoints Communicates controversial outside the organization
and workplace culture decisions or information with
Shares information with other Expands the influence of
Observes the interpersonal tact and diplomacy others by including them in
dynamics in the workplace parties as appropriate
Educates others to rationale influential networks
and interacts appropriately Familiarizes oneself with behind key priorities of the
other organizational cultures Creates an environment that
Refers all media requests to organization promotes awareness of
the appropriate authority and contexts as appropriate
to own work Assists others in gaining a organizational dynamics (e.g.
Understands one’s own role better understanding of the systems, structure, pressure,
within the quasi-judicial Follows established quasi-judicial environment culture)
environment guidelines and protocol when and political context
interacting with the media Uses networks to identify
corporate solutions in
Understand the implications harmony with organizational
of working in a quasi-judicial direction
environment and can
respond effectively to Takes strategic advantage of
changes in political direction opportunities to influence the
decision-making process
Translates political direction
into operational planning

P&DS – Competencies Page 23

 Persuasiveness (Negotiation)

Competency Group Interpersonal

Definition Using appropriate interpersonal styles and communication methods to gain mutual acceptance of
an idea, plan, activity or service from internal and external clients.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Clearly explains an idea, plan Applies basic negotiating Proactively prepares to Establishes and maintains
or proposal in order to techniques to reach negotiate; applies the framework for the
persuade another to a point agreement on final outcome appropriate, contemporary promotion and use of
of view persuasion styles/techniques appropriate, contemporary
to create mutually acceptable persuasion styles/techniques
solutions

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Studies behaviours and Recognizes and addresses Anticipates objections and Understands the
beliefs consistent with objections to reach develops potential responses organization's internal and
effective influencing agreement on final outcome external negotiation needs
Explores underlying interests
Provides clear explanations Studies the principles of and proposes alternatives to Represents the organization
Identifies the pertinent negotiation gain acceptance by all in negotiations
benefits of an idea or plan to
the individuals involved Identifies own influencing Prepares for formal Defines the organization's
style in a range of settings negotiation by identifying negotiation strategies and
Keeps discussions potential objections and resolution criteria that
issues-oriented Identifies and clarifies others' responses reinforce strategic directions
objections
Displays behaviours Seeks opportunities for joint Collaborates with external
identified in Interpersonal Identifies points of agreement fact finding stakeholders to develop
Communications Level I and disagreement appropriate policies and
Shares information about services
Makes a direct request for Primarily uses discussion to own underlying interests and
others’ commitment or overcome objections concerns Establishes guidelines and
support standards for effective
Presents alternative Communicates empathy with internal and external
approaches others' concerns negotiating in line with
organizational values
Displays behaviours Identifies criteria for mutually
identified in Interpersonal acceptable solutions Builds a willingness or
Communications Level II consensus among divergent
Jointly generates win-win stakeholders to enter into
alternatives discussion on a complex or
highly volatile issue
Uses “experts” and other
influential people to reinforce
an idea or plan

Page 24 P&DS - Competencies

 Planning, Organizing and Follow Up

Competency Group Process

Definition Establishing a course of action for self and others to accomplish a specific goal; managing work
and monitoring results to successful completion of plan.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Follow established work Complements established Proactively plans and Establishes an organizational
routines and relies on routines and systems with manages work; monitors framework to ensures plans
available systems to flag own processes to ensure results through to successful and priorities are aligned with
follow-up action work is completed in a timely completion of plan strategic organizational
manner direction

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Uses time, energy and available Develops own work plans to Establishes work routines and Develops effective plans for the
resources in an efficient manner complete assigned task(s) within customized follow-up processes design and implementation of
Learns established work routines prescribed time frame(s) for others systems and/or complex projects
and follow-up systems Distinguishes between important Identifies all aspects of job (big Orchestrates multiple major
Performs tasks according to (critical) and urgent and picture and details) activities to ensure successful
instructions reprioritizes work in response to Develops work plans, including implementation
changing demands work routine/project flow, Establishes procedures and
Follows-up on tasks when
prompted by system Reprioritizes in response to background; alternatives systems to collect information or
changing demands milestone schedule, and monitor results
Stays focused on tasks to meet objectives/goals; potential risks;
established deadlines Identifies time-wasters and ways Develops and implements
to overcome or avoid them expected outcomes; monitoring/ comprehensive communication
Identifies when to stop investing evaluation; communication plans
resources in a task Uses time management tools strategy
such as daily planners and to-do Manages complex and/or high
Brings work priority conflicts to lists effectively Identifies risk factors that could profile projects to successful
the attention of a decision-maker impact work/project completion
Successfully manages several
Plans and controls own routine activities simultaneously Utilizes resources effectively Defines principles and practices
work on a day-to-day basis to Allocates work appropriately for program/project management
achieve objectives. Understands how one’s own
tasks contribute to, and affect, Keeps stakeholders informed Ensures plans and priorities are
Uses available tools to organize the overall work/project plan aligned with strategic
basic work routine and prompt Develops short-term plans to
Contributes constructive accomplish work objectives and organizational direction
follow up action
suggestions to achieve the organize the activities of others Holds other accountable by
desired outcome of the Participates in developing long- ensuring projects are thoroughly
work/project term strategic, operational, researched, plans are well
Identifies and requests program, systems, financial or developed and implemented and
appropriate resources (e.g. other plans results are obtained and
facilities, tools. time, people) to evaluated
Sets work parameters, and/or
successfully complete tasks work routines, and customize Promotes planning best practices
Plans, organizes, and manages follow-up processes for others
assigned projects Monitors activities related to
expected outcomes
Monitors progress and modify
plans according to changing
circumstances
Evaluates completed
projects/programs to identify
future improvement opportunities
Coaches others in sound
planning practices
Is accountable for preparing
plans in line with established
guidelines/planning practices
Secures approved resources to
accomplish program objectives

P&DS – Competencies Page 25

 Resolving Conflict

Competency Group Interpersonal

Definition Bringing conflict and dissent between others into the open to arrive at constructive solutions while
maintaining positive relationships (Note: The corresponding skill levels in Integrity and Building
Trust are a prerequisite to Resolving Conflict).

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Facilitates open communication Uses basic conflict resolution Uses advanced conflict Develops innovative techniques
to resolve straightforward or principles and techniques to resolution techniques to expose and employs advanced
low-risk disagreements help parties identify a mutually and address the root-cause of strategies for resolution of
supportable solution recurring or escalated conflict complex or high-risk conflict
situations situations

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Identifies apparent issues and Establishes ground rules for Explores the broader implications Establishes conflict resolution
objectives and if intervention is discussion of proposed resolution on others mechanisms or processes
required Ensures ground rules are Communicates outcome to Creates new conflict resolution
Confirms desire of parties to followed others where appropriate tools or techniques
work on resolution Uses basic techniques like Investigates issues and patterns Ensures resolutions are
Establishes rapport with parties paraphrasing, “time-outs”, to identify root-cause(s) consistent with organizational
Identifies points of agreement refocusing discussion on issues Initiates appropriate action to policy
and possible solutions at hand address root-causes of conflicts Identifies and addresses cultural
Encourages active participation Explores opposing views, needs, and impasses contribution to organizational
fears, values and history of Uses advanced conflict conflict
Ensures appropriate physical conflict
setting resolution techniques like Fosters and promotes
Deals with ethical or value conciliation and arbitration collaboraton and harmony at all
Secures commitment to agreed conflicts/dilemmas with integrity levels
solutions and communicates Addresses breakdowns in prior
and respect agreements Encourages the use of effective
outcome to othes, where
appropriate Documents key points as Anticipates potential conflict intervention techniques at all
appropriate situations and explores the levels of the organization by
Ensures own objectivity when modelling and supporting
intervening as a third party Seeks to achieve mutual gains broader implications of possible
resoultions practical conflict resolution
Knows when to ask for Monitors agreement if
assistance appropriate Develops and implements
Works to resolve conflict when strategies to minimize negative
Provides opportunties for impact of resolution
dialogue between parties and directly involved, by actively
encourages active participation listening and promoting mututal Appropriately applies resolution
understanding ,and by identifying techniques like conciliaton,
Intervenes appropriately and overlapping areas of shared mediation, arbitration, or
respectfully interests in an open, repectful negotiation
Clearly states what behaviour and timely manner.
was inappropriate Intervenes immediately and
Takes basic actions appropriatley to address
proportionate to the situation harassment, conflict and
(e.g. time out, apology, basic inappropriate behaviour
documentation, refer to Analyzes the situation to
supervisor) determine type of intervention
and level of involvement required
Communicates next steps and
describes options for action, with
due regard for procedures,
policies and pertinent legislation
Remains accountable for
ensuring the issue, complaint or
incident is dealt with satisfactorily
and completely
Mediates all conflicts with
integrity, respct, fairness and
balance
Probes for clarification of
complaint/issue; paraphrases
and focuses discussion on issues
at hand

Page 26 P&DS - Competencies

P&DS – Competencies Page 27
 Valuing Diversity

Competency Group Personal

Definition Respecting diversity for the benefit of individual employees, the organization and the community as
a whole (Note: The corresponding skill levels in Integrity and Building Trust are a prerequisite to
Valuing Diversity).

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Shows respect for all Promotes fairness and good Encourages and maintains a Shapes workplace culture
regardless of age, culture, judgement in the application climate that supports diversity and values to create a
religion, gender, abilities, etc. of diversity principles and foundation for the practice of
policies diversity

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Uses language that respects Understands and promotes Promotes the benefits of a Facilitates organizational and
diversity the inclusion and acceptance diverse workforce community involvement in the
of diversity in the workplace development of diversity
Listens to cultural needs and Celebrates diversity strategies
concerns of others Takes initiative to gain an
appreciation of various Advocates for, and maintains Introduces strategies to
Acts fairly and respectfully in cultures a work environment that advance the principles of
dealing with diverse ensures reasonable diversity throughout the
individuals or groups of Accommodates diversity as acommodation and organization
people appropriate accessibility
Defines organizational
Monitors own behaviour with Capitalizes on unique Integrates employment equity policies for the practice of
respect to diversity strengths in the workplace principles into all relevant diversity
management practices
Recognizes and respects that Identifies inappropriate Establishes diversity criteria
there are group and behaviour in the workplace Assesses management such as employment goals
individual differences, and practices to remove systemic and proportional
shows sensitivity to them Acts quickly to address barriers representation in the
issues related to workplace
Values individual differences inappropriate behaviour in Works toward establishing a
and willingly alters the workplace diverse workforce that is Ensures organizational
behaviours to support a representative of the policies and practices are
diverse environemnt Addresses specific community consistent with Constitutional
discrimination concerns and Human Rights
Listens to understand the (including reverse Promotes cross-cultural Legislation
diverse perspectives, needs discrimination) in the understanding
and concerns of others workplace Links the ethics of fairness
Provides opportunities for and equity with other
Is respectful of co-workers Takes initiative to understand others to participate in organizational policies and
differences and feelings diversity issues diversity or cultural activities initiatives

Intervenes immediately to Creates an Employment Keeps current in trends,

address inappropriate Equity plan and meets goals developments and
behaviour or discriminatory environmental factors that
practices in the workplace Promotes opportunties to have an impact on diversity
deliver diversity or culturally
appropriate programs Links the principles of merit,
fairness, diversity and equity
with other organizational
policies and initiatives

Page 28 P&DS - Competencies

 TECHNICAL COMPETENCIES AND KEY BEHAVIOURS

Technical competencies refers to the technical knowledge, skills and/or abilities that are relevant to
specific jobs, roles or work areas. It refers to the unique technical knowledge required in a position.
This may include such things as knowledge of the WCB Act, labour relations principles, accounting
principles, written communication skills, etc. The employee and supervisors identify the technical
reqiurements most critical to the employee’s performance and development for the position. Technical
Competencies include:
 PC Proficiency
 Technical/Professional Knowledge
 Written Communication

P&DS – Competencies Page 29

 PC Proficiency

Competency Group Technical

Definition Effectively utilizing software applications on a personal computer to correspond, prepare documents,
and/or manage information.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Enters data, corresponds Uses intermediate to advanced Customizes software for Identifies software necessary
electronically; and/or types features of software and data optimal usefulness, serves as to meet current and future
correspondence using analysis, presentation and technical resource business needs and enhance
standard formats dissemination corporate effectiveness

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Prepares and sends electronic Prepares reports that include Uses specialized software to Analyzes information needs of
mail graphs, charts and tables prepare computerized business unit
using available software overhead presentations
Schedules meetings on Works with manager and
personal computer Chooses appropriate graphics Creates and maintains employees to identify potential
for reports complex templates and PC applications
Manages own or others’ macros
calendars on PC Chooses appropriate format Checks to ensure packages
for displaying information Trains and/or assists other meet identified needs
Inputs and manipulates data staff on PC use
into databases and Combines documents to Ensures new software is
spreadsheets ensure consistency in format Integrates multi software compatible with existing
applications to complete task systems
Enters data into form letters Manipulates simple
and templates spreadsheets to create reports Analyzes information needs Identifies potential new
and develops a database to applications of available
Maintains efficient electronic Queries databases to produce provide access to desired software to advance business
files reports information or enhance effectiveness

Combines documents and Prepares mail merge Creates database report Evaluates the feasibility of
ensures consistency in format documents formats specific software to meet an
identified business need
Creates basic documents Prepares overheads with Tests formats to ensure
using standard software appropriate graphics and desired information can be
layout retrieved in an efficient manner

Develops and maintains Creates complex documents

templates and basic macros using more sophisticated
software packages and/or
Shares tips and techniques on manages information using
use of specific software spreadsheet and database
software

Designs sophisticated
applications using available
software

Maintains customized software

applications

Page 30 P&DS - Competencies

 Technical/Professional Knowledge

Competency Group Technical

Definition Achieving an appropriate level of technical skill and knowledge in position-related areas; keeping
abreast of current developments and trends in area of expertise.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Basic understanding of job- Working understanding of Comprehensive understanding Advanced understanding of
related terminology, policies most (and comprehensive of all principles, policies and own area of expertise;
and procedures knowledge of select) procedures relative to own comprehensive knowledge of
principles, policies and position or profession; working whole compensation
procedures (p, p, p) relative to knowledge of same for related environment
own position or profession; organizational positions
basic knowledge of p, p, p for
related organizational
positions

Key Behaviours Key Behaviours Key Behaviours Key Behaviours

Understands the theoretical Actively seeks to develop Has the functional/technical Capable of relying on own
and practical aspects of his/her own knowledge and knowledge and skills to do the expertise to solve problems
his/her work technical skills in response to job at a high level of and respond to crises
changing demands and accomplishment
Deals with concepts and requirements Adept at learning new industry,
complexity comfortably Has sufficient technical company, product, or technical
Is a credible source of knowledge to guide knowledge as well as business
Digests and assimilates new technical information subordinates and help them skills
information solve problems
Maintains a high level of Able to share knowledge with
Possesses the technical and productivity while learning new Upgrades or adapts skills in others, and coach them in the
professional knowledge tasks and responsibilities response to demands of new development of critical skills
required by the job technologies
Able to pick up on technical
Applies the technical and matters, learn new skills and
professional knowledge acquire knowledge quickly
effectively to meet objectives

It is important to take note of the specific meaning of the following terminology in the map descriptions.

 Knowledge refers to the assimilation of information.

 Understanding refers to the ability to apply knowledge.
 Basic means 'brief, general familiarity", and refers to Level I.
 Working means “familiarity in detail", and refers to Level II.
 Comprehensive means "in-depth familiarity with the fine points", and refers to Level Ill.
 Advance means 'comprehensive and conceptual familiarity", and refers to Level IV.

P&DS – Competencies Page 31

 Written Communication

Competency Group Technical

Definition Expressing ideas clearly in documents that have organization, structure, grammar, language, and
terminology adjusted to the characteristics and needs of the audience.

Skill Level I Skill Level II Skill Level III Skill Level IV

Description Description Description Description
Produces basic memos and Applies the principles for Produces complex and Establishes guidelines and
form letters with correct effective letter, memo and sophisticated written material standards to optimize the
grammar, vocabulary and report writing in routine for a variety of audiences quality and the effectiveness of
punctuation communications written material
Key Behaviours Key Behaviours Key Behaviours Key Behaviours
Documents basic factual Accurately documents key Recognizes factors to be Defines the framework and
information in brief written form points of discussions and considered when customizing principles of effective
conclusions correspondence to the organizational communication
Uses correct grammar, recipient
spelling and punctuation Plans and organizes structure Develops the desired
and content logically Adapts style, tone and standards for effective internal
Consults a dictionary, vocabulary of correspondence and external correspondence
thesaurus and grammar Expresses ideas clearly and to to needs of recipients
manual as necessary the point Reviews, edits and approves
Drafts correspondence for complex correspondence,
Uses easily understood Conveys ideas, information, others in keeping with their documents, reports,
vocabulary written decisions, rationale and style recommendations and
directions clearly and concisely legislation
Uses appropriate Drafts correspondence to
format/structure Documents conversations and effectively address sensitive, Encourages and supports the
meetings with clarity to ensure high profile or volatile issues development of good written
Uses appropriate method of understanding by others communication skills within the
delivery (i.e., hardcopy, e-mail) Proofs others’ correspondence organization
Determines the format and for clarity of content, proper
Uses good sentence and style required structure and adherence to Ensures the organization
paragraph structure standards complies with corporate written
Reviews, edits and proofreads communication guidelines and
Matches content and style to for clarity, correctness and Drafts/ authors complex standards
purpose completeness documents, reports,
recommendations and
Writes basic material clearly Seeks feedback on written legislation
and concisely material (e.g. style, content,
format, and structure) Recognizes factors to be
Proof-reads for accuracy and considered when customizing
content and makes appropriate written material for the
corrections recipient

When transcribing, maintains Where appropriate, provides

message content and checks redirective feedback or critique
for accuracy on written material

Anticipates the communication

needs of the recipient(s);
adjusts correspondence to
enhance communication

Where appropriate, obtains the

services of a professional
writer/media specialist to
produce specialized material

Page 32 P&DS - Competencies