hay group - bc public service core competency development resource guide

1、<p>　　BC Public Service</p><p>　　Core Competency Development Resource Guide</p><p>　　Table of Contents</p><p>　　Overview3</p><p>　　BC Public Service Competency Mo

2、dels6</p><p>　　Core Competencies and Dictionary List7</p><p>　　RESULTS ORIENTATION12</p><p>　　SERVICE ORIENTATION28</p><p>　　TEAMWORK and CO-OPERATION41</p>

3、<p>　　These materials have been created solely for the internal use of the BC Public Service and cannot be reproduced in whole or in part by any means without the expressed written consent of Hay Group Limited.<

4、/p><p>　　Hay Group Limited, 2002</p><p><b>　　Overview</b></p><p>　　What is Competency Development</p><p>　　The Core Competency Development Resource Guide has b

5、een designed to help support your personal development. It contains development activities for the three BC Public Service Core Competencies:</p><p>　　Results Focus</p><p>　　Service Orientatio

6、n</p><p>　　Teamwork and Cooperation</p><p>　　The competency development activities can be applied to a wide range of jobs across different branches/ministries. The activities are organized accor

7、ding to the levels in each competency scale, starting with the more junior level activities, followed by mid-range levels, and finally higher levels for a given competency.</p><p>　　This guide will help you

8、generate ideas and provide direction as you create and implement a personal learning plan for the competencies you have chosen as your focus. </p><p>　　There is also a comprehensive Competency Resource Deve

9、lopment Guide that includes all competencies in the BC Public Service Competency Dictionary and is available at: </p><p>　　http://gww.bcpublicservice.gov.bc.ca/competencies/index.htm</p><p>　　

10、This guide provides suggestions for on and off the job and self-directed activities for developing competencies. You will develop new behaviours through:</p><p>　　How do you use this guide</p><p&

11、gt;　　Planned on-the-job and off-the-job experiences</p><p>　　Readings, videos, audios</p><p><b>　　Training</b></p><p>　　Prioritize your competency opportunities, identif

12、ying those competencies that will be most beneficial to your personal growth and development.</p><p>　　Start with one or two competencies only. Refer to competency dictionary for the behavioural description

13、s of each of the competencies.</p><p>　　Review the developmental activities for the selected competency and select one or two that you feel will help you. Several options are provided for developing each co

14、mpetency: on-the-job development activities provide powerful learning experiences; readings provide useful background information. These are just suggestions. Different people have different ways of learning. Some lea

15、rn by observing, some by doing, some by reading or a combination of these. There is no one-way which is better t</p><p>　　Although you are concentrating on one specific competency, these activities will sup

16、port the development of a number of the competencies that are linked.</p><p>　　If you are having trouble identifying a development action for a specific competency, talk to others who are also involved in th

17、is process to get ideas that are working for them.</p><p>　　Stick with it! Behaviour change requires practice and perseverance.</p><p><b>　　Personal </b></p><p><b&g

18、t;　　Action</b></p><p>　　Keep a log of your progress with brief written notes indicating where you are in your development. Having this concrete reminder of your efforts will help to motivate you if yo

19、u reach a development plateau and will prove very helpful in your next performance appraisal session.</p><p>　　The guide is not intended to be an exhaustive list of possibilities but rather a starting point

20、for your own individual development plan. Use this document as a resource to help your self-development; don’t think of it as a list of activities that must all be accomplished.</p><p>　　Developing a compet

21、ency is a partnership between you and your manager. The primary responsibility for development, however, rests with you. Your manager is a support and resource for you to rely on as you work through the suggestions and

22、 activities provided in this document.</p><p>　　Keep in mind as you develop a competency</p><p>　　As you develop a competency you should move through the following steps:</p><p>　　S

23、tep 1. Recognizing and Understanding the Competency</p><p>　　look for the competency in other people, in books, in films</p><p>　　study the competency target level descriptions and the developme

24、ntal suggestions in this guide</p><p>　　Step 2. Seeing the Relevance to your Job</p><p>　　think of examples when you have demonstrated the competency in the past, think about what you have done

25、 and what you could have done differently</p><p>　　ask your manager or other experienced people how you could apply the competency</p><p>　　get feedback on your own performance</p><p&

26、gt;　　Step 3. Planning & Experimentation</p><p>　　plan ahead: think of opportunities where you can practice the competency, if necessary look outside your usual role/responsibilities for opportunities&l

27、t;/p><p>　　consider if there is any knowledge or skill you need to gain or modify to deliver successfully on your current accountabilities</p><p>　　Step 4. Skill Practice</p><p>　　com

28、petencies are acquired through practice and perseverance, so be patient with yourself and practice</p><p>　　BC Public Service Competency Models</p><p>　　The B.C. Public Service has identified P

29、ublic Service and Leadership Competencies that are important to success in the public service. </p><p>　　Public Service Core Competencies</p><p>　　Public Service Core Competencies are behaviou

30、rs important to every public service employee, regardless of role or function.</p><p>　　Public Service Leadership Competencies</p><p>　　The Leadership Competencies are behaviours important to le

31、aders/managers/supervisors. They are comprised of both the core public service and leadership competencies.</p><p>　　(The Public Service core and leadership competency model descriptions and titles have be

32、en tailored to meet the unique needs of the BC Public Service. The competency dictionary, resource guide and tools may not reflect some of the changes in wording that have been made.)</p><p>　　Competency Di

33、ctionary</p><p>　　In addition to the BC Public Service Competency Model, there is a ‘dictionary’ of further competencies that may apply to employees depending on the nature of their roles. Detailed informa

34、tion about each competency in the dictionary can be found at the competency resource centre site at: http://gww.bcpublicservice.gov.bc.ca/competencies/</p><p>　　Core Competencies and Dictionary List </p&

35、gt;<p><b>　　Results </b></p><p><b>　　Focus</b></p><p>　　Results Focus is taking action to achieve challenging goals or high standards. It is focusing on the desire

36、d outcomes, setting challenging goals, and taking action to meet or exceed them. </p><p>　　1. Takes Action to Meet Performance Standards: </p><p>　　Takes initiative to do the job well. 

37、; </p><p>　　Accepts responsibility for the outcomes of own work. </p><p>　　Follows through on assignments to ensure successful completion. </p><p>　　2. Strives to Meet and Exceed Ex

38、pectations: </p><p>　　Strives to meet or exceed performance goals or standards set. </p><p>　　Makes every effort to meet goals and deadlines.  </p><p>　　Takes action befor

39、e being forced to by events. </p><p>　　3. Improves Performance: </p><p>　　Identifies new or better ways of meeting goals. </p><p>　　Has a strong sense of urgency about solving

40、problems and getting work done. </p><p>　　Maintains commitment to goals in the face of obstacles and frustrations. </p><p>　　4. Delivers to Meet Challenging Goals: </p><p>　　De

41、velops challenging but achievable goals and delivers to meet them. </p><p>　　Identifies ways to measure performance against goals. </p><p>　　Shows persistence in overcoming obstacles. </p>

42、<p>　　5. Focuses Resources to Achieve Results: </p><p>　　Demonstrates decision-making and priority setting to achieve desired outcomes. </p><p>　　Effectively deploys resources to ach

43、ieve results, including mid-course changes when necessary. </p><p>　　Monitors performance and is accountable for commitments. </p><p>　　Promotes a culture of performance excellence within the te

44、am or group. </p><p>　　6. Takes Calculated Risks to Achieve Challenging Goals: </p><p>　　Leads organization in achieving challenging goals. </p><p>　　Takes calculated risks to

45、achieve results.  </p><p>　　Accepts responsibility for organization successes and failures. </p><p>　　Sets and communicates key performance indicators to measure organizational results and

46、success. </p><p>　　Service Orientation</p><p>　　Service Orientation is understanding the service needs of a client/customer (internal or external) and actively focusing on anticipating, meeting

47、and exceeding the needs in a timely and appropriate manner.  </p><p>　　1. Follows Up: </p><p>　　Understands who the clients are in their area. </p><p>　　Follows through on

48、 client inquiries, requests, and complaints in a timely manner. </p><p>　　Advises clients about status of issue or progress of projects. </p><p>　　2. Maintains Clear Communication:</p>&l

49、t;p>　　Maintains clear communication with clients regarding mutual expectations and monitors client satisfaction.  </p><p>　　Distributes helpful information to clients.  </p><p>　　En

50、sures professional and courteous service. </p><p>　　3. Takes Personal Responsibility:</p><p>　　Takes personal responsibility for providing excellent service quality </p><p>　　Makes

51、clients and their needs a primary focus of actions. </p><p>　　Corrects problems promptly, without being defensive. </p><p>　　4. Encourages Customer/Client Focus:</p><p>　　Supports o

52、thers to take personal responsibility to deliver excellent customer service. </p><p>　　Effectively represents the needs and interests of the client. </p><p>　　Understands the client’s issues and

53、 seeks information about their current and future requirements.  </p><p>　　Is accessible and models prompt, attentive service.  </p><p>　　5. Expresses a Vision for Customer/Client Focu

54、s:</p><p>　　Defines a client service vision and how it strategically fits within the organization. </p><p>　　Sets the climate and creates a culture to attain client focused outcomes, (i.e. perfo

55、rmance management, resource allocation etc.). </p><p>　　Takes specific and sustained action to implement the client service vision. </p><p>　　Implements client satisfaction feedback to ensure pr

56、ovision of quality service.  </p><p>　　6. Inspires Others to Support Customer/Client Focus:</p><p>　　Clearly articulates a ministry vision that supports a client focused workforce. </p&g

57、t;<p>　　Aligns the organizational structure and management processes to support the client vision. </p><p>　　Demonstrates personal commitment to the client service vision through own actions and attit

58、udes. </p><p>　　Recognizes individuals and areas that are demonstrating behaviours and outcomes consistent with the client service vision.</p><p>　　Teamwork and Cooperation</p><p>　

59、　Teamwork and Co-operation is working co-operatively with diverse teams, work groups and across the organization to achieve group and organizational goals. This includes communicating effectively and collaboratively with

60、 others. </p><p>　　1. Acts as an Effective Team Member: </p><p>　　Participates willingly and actively in the team. </p><p>　　Listens and responds constructively to other team m

61、embers’ ideas. </p><p>　　Helps and encourages team members. </p><p>　　2. Initiates Team Efforts: </p><p>　　Works co-operatively and supportively with others. </p><p&

62、gt;　　Openly shares information, knowledge and expertise with the team and co-workers. </p><p>　　Expresses positive expectations of others and appropriately gives and receives feedback. </p><p>　

63、　3. Promotes Team Co-operation: </p><p>　　Involves key people needed to achieve results. </p><p>　　Values others’ input and expertise and solicits ideas and opinions to help form specific d

64、ecisions or plans.  </p><p>　　Promotes a spirit of co-operation and teamwork. </p><p>　　4. Facilitates Effective Team Outcomes: </p><p>　　Facilitates and influences teams

65、to achieve positive outcomes. </p><p>　　Treats people with dignity and respect. </p><p>　　Removes barriers to positive team effectiveness/performance. </p><p>　　Publicly recognizes

66、others who have performed well. </p><p>　　5. Fosters Teamwork:</p><p>　　Builds and empowers teams to achieve organizational goals. </p><p>　　Encourages input, teamwork and co-operat

67、ion from others.  </p><p>　　Models effective teamwork and holds people accountable for being good team players. </p><p>　　Develops formal and informal relationships with a wide circle of pe

68、ople. </p><p>　　6. Champions Organizational Teamwork: </p><p>　　Manages difficult and complex team and organizational interactions. </p><p>　　Collaborates across internal and e

69、xternal organizational boundaries to meet common objectives. </p><p>　　Develops and maintains win/win relationships and partnerships. </p><p>　　Develops networks and builds alliances. </p>

70、<p>　　BC Public Service Competency Dictionary List</p><p>　　Thinking Capabilities Cluster</p><p>　　Analytical Thinking </p><p>　　Business Acumen</p><p>　　Concept

71、ual Thinking</p><p>　　Decisive Insight</p><p>　　Long Term Focus</p><p>　　Managing Organizational Resources</p><p>　　Planning, Organizing, Coordination</p><p&

72、gt;　　Problem Solving/Judgement</p><p>　　Strategic Orientation</p><p>　　Leadership Effectiveness Cluster</p><p>　　Change Leadership</p><p>　　Change Management</p>

73、<p>　　Developing Others</p><p>　　Empowerment</p><p>　　Holding People Accountable</p><p>　　Leadership</p><p>　　Self Management Cluster</p><p>　　Buildi

74、ng Partnerships with Stakeholders</p><p>　　Commitment to Continuous Learning</p><p>　　Concern for Order</p><p>　　Continuous Development</p><p><b>　　Expertise</

75、b></p><p>　　Flexibility</p><p>　　Improving Operations</p><p>　　Initiative</p><p>　　Innovation</p><p><b>　　Integrity</b></p><p>

76、　　Organizational Commitment</p><p>　　Reflecting on Difficulties</p><p>　　Results Orientation</p><p>　　Self-Confidence</p><p>　　Self-Control</p><p>　　Social

77、 Awareness Cluster</p><p>　　Concern for Image Impact</p><p>　　Conflict Management</p><p>　　Customer/Client Development</p><p>　　Engaging External Partners</p>&l

78、t;p>　　Impact and Influence</p><p>　　Information Seeking</p><p>　　Listening, Responding, Understanding</p><p>　　Organizational Awareness</p><p>　　Partners with Stakeh

79、olders</p><p>　　Relationship Building</p><p>　　Service Orientation</p><p>　　Teamwork and Cooperation</p><p>　　RESULTS ORIENTATION</p><p>　　Results Orientat

80、ion is a concern for surpassing a standard of excellence. The standard may be one’s own past performance (striving for improvement); an objective measure (results orientation); challenging goals one has set; or even imp

81、roving or surpassing what has already been done (continuous improvement). Thus a unique accomplishment also indicates Results Orientation.</p><h5>　　Level (1-2) Activities</h2><p>　　Development

82、al Activities</p><p>　　Determine if you are using your time effectively.</p><p>　　Create an estimate of what you should spend your time on each week, then keep a log of what you actually spend y

83、our time doing.</p><p>　　Compare reality and your estimation.</p><p>　　Determine ways of reallocating time from areas where time is saved to those where more time is required after gaps have bee

84、n identified. </p><p>　　Reflection Tip:</p><p>　　Speak with peers to determine where they spend their time, and where they think they should spend their time.</p><p>　　Focus on resu

85、lts and be persistent.</p><p>　　Work smarter, not harder. Regularly review all your planned activities in light of the results you want to achieve. Ask yourself if there’s a better way to achieve the resul

86、ts you want.</p><p>　　Be persistent. Do what it takes to reach your goals. If one approach doesn’t work, try another.</p><p>　　Reflection Tip:</p><p>　　Keep track of what works an

87、d what doesn’t in a journal that is easy to refer to.</p><p>　　Take time to evaluate your criteria for success.</p><p>　　Consider the following criteria for success: </p><p>　　branc

88、h’s quality of services, </p><p>　　employee development such as participation in particular projects,</p><p>　　adherence to branch/division operations policies and procedures,</p><p&g

89、t;　　development of programs to specifications in a timely and accurate manner.</p><p>　　Write down any areas that are in need of improvement.</p><p>　　Create and implement an action plan to impr

90、ove these areas.</p><p>　　Monitor the success of your actions against the above success criteria.</p><p>　　Reflection Tip:</p><p>　　Brainstorm other criteria for success. Speak wit

91、h your peers about their thoughts on criteria for success. Create a list based on these discussions.</p><p>　　Revise the list as necessary.</p><p>　　Find out if your personal goals are challeng

92、ing yet attainable.</p><p>　　Meet with your manager/team leader and get feedback on whether your goals have enough stretch in them.</p><p>　　Ask if some of your goals are too ambitious consideri

93、ng the time frame for accomplishing them as well as the level of risk involved.</p><p>　　Share your personal standards with others and ask for their feedback.</p><p>　　Identify people who work w

94、ith you (partners, peers), and ask them for feedback on your performance.</p><p>　　Compare their feedback with your own evaluation. Determine how accurate your self-assessment is.</p><p>　　Use

95、this information to modify, if necessary, your personal standards of success in order to more easily meet governmental requirements.</p><p>　　Reflection Tip:</p><p>　　Ask them for specific recom

96、mendations on areas where your assessment didn’t match theirs.</p><p>　　Keep a diary of what you spend your time doing for a one week period.</p><p>　　Review the diary at the end of the week and

97、 see if actual time allocated to tasks matches their importance and priority.</p><p>　　Develop and implement an action plan to allocate more time to important activities.</p><p>　　Plan to minimi

98、ze or eliminate low priority activities.</p><p>　　For those routine activities that are necessary to perform, look at the way in which the task is done in order to determine ways to do it faster, cheaper, mo

99、re effectively and less often. Your goals in this analysis are to improve the efficiency of routine activities to free time up for more challenging/higher pay-off activities.</p><p>　　Involve a work group t

100、hat you supervise in the above activity by asking them to participate in the analysis and improvement of processes. </p><p>　　Ensure that your work group understands the purpose of the exercise. </p>

101、<p>　　Clearly outline new or more interesting opportunities that may become available if time is saved on the routine tasks.</p><p>　　Reflection Tip:</p><p>　　Confirm task priorities and

102、importance with your manager.</p><p>　　Your goal in this analysis is to improve the efficiency of routine activities to free time up for more challenging/higher pay-off activities. Gather information from p

103、eers about how they improve the efficiency of their routine activities.</p><p>　　Ensure that your work group understands the purpose of the exercise. Document their findings.</p><p>　　Look for

104、ways to improve the quality of your work.</p><p>　　Identify the three to five most important quality measures for your own work.</p><p>　　Use these measures to identify the area that is in great

105、est need of improvement.</p><p>　　Develop an action plan to improve this area of quality over the next three months.</p><p>　　Make sure your goal is “SMART” - specific, measurable, actionable, r

106、elevant, and timed.</p><p>　　Use the quality measures to assess the effectiveness of your plan over those three months.</p><p>　　Reflection Tip:</p><p>　　Confirm with your manager t

107、hat these are the most relevant measures to be addressed.</p><p>　　Run the plan by your manager for additional input.</p><p>　　Track your projects.</p><p>　　Create a calendar on whi

108、ch you note your planned task completion dates in one colour and the actual completion dates in another colour.</p><p>　　Review the calendar daily to see how you are doing.</p><p>　　Have a sense