hay group - b.c. public service competency model

1、<h2>　　B.C. Public Service Competency Model</h2><p>　　The B.C. Public Service has identified Public Service and Leadership Competencies that are important to success in the public service. </p>

2、<p>　　Public Service Competencies: behaviours important to every public service employee, regardless of role or function.</p><p>　　Service Orientation is understanding the service needs of a client/cu

3、stomer (internal or external) and actively focusing on anticipating, meeting and exceeding the needs in a timely and appropriate manner. </p><p>　　Results Focus is taking action to achieve challenging goals

4、 or high standards. It is focusing on the desired outcomes, setting challenging goals, and taking action to meet or exceed them.</p><p>　　Teamwork and Co-operation is working co-operatively with diverse te

5、ams, work groups and across the organization to achieve group and organizational goals. This includes communicating effectively and collaboratively with others.</p><p>　　Leadership Competencies: behaviours

6、 important to leaders/managers/supervisors.</p><p>　　Leading Others is inspiring people and teams to reach their fullest potential. Leadership is about positively influencing people and events and can be dem

7、onstrated at every level of an organization. </p><p>　　Strategic Orientation is the ability to link long-range visions and concepts to daily work and thinking and acting upon the big picture. It is taking

8、 the broad-scale and long-term view and developing appropriate strategies or plans to meet goals.</p><p>　　Innovation and Change is supporting and encouraging new ideas and approaches to enhance performance

9、and results. It is embracing change, taking intelligent risks, and helping others to engage in the change process. </p><p>　　Empowerment is conveying confidence in employees’ ability to be successful and

10、 sharing responsibility to encourage commitment and ownership.</p><p>　　Developing Others is providing coaching, support and recognition to enhance employee performance, development and motivation. It is e

11、ncouraging individuals to be accountable for their own development and should include a diverse range of learning activities.</p><p>　　BC Public Service Competency Dictionary</p><p>　　In additio

12、n 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. The dictionary list can be found on the last page of thi

13、s document. Detailed information 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>　　SERVICE ORIENTAT

14、ION</p><p>　　Service Orientation is understanding the service needs of a client/customer (internal or external) and actively focusing on anticipating, meeting and exceeding the needs in a timely and appropri

15、ate manner. </p><p>　　Follows Up: </p><p>　　Understands who the clients are in their area.</p><p>　　Follows through on client inquiries, requests, and complaints in a timely manne

16、r.</p><p>　　Advises clients about status of issue or progress of projects.</p><p>　　Maintains Clear Communication:</p><p>　　Maintains clear communication with clients regarding mutu

17、al expectations and monitors client satisfaction. </p><p>　　Distributes helpful information to clients. </p><p>　　Ensures professional and courteous service.</p><p>　　Takes Personal

18、 Responsibility:</p><p>　　Takes personal responsibility for providing excellent service quality</p><p>　　Makes clients and their needs a primary focus of actions.</p><p>　　Corrects

19、problems promptly, without being defensive.</p><p>　　Encourages Customer/Client Focus:</p><p>　　Supports others to take personal responsibility to deliver excellent customer service.</p>

20、<p>　　Effectively represents the needs and interests of the client.</p><p>　　Understands the client’s issues and seeks information about their current and future requirements. </p><p>　　Is

21、accessible and models prompt, attentive service. </p><p>　　Expresses a Vision for Customer/Client Focus:</p><p>　　Defines a client service vision and how it strategically fits within the organiz

22、ation.</p><p>　　Sets the climate and creates a culture to attain client focused outcomes, (i.e. performance management, resource allocation etc.).</p><p>　　Takes specific and sustained action to

23、 implement the client service vision.</p><p>　　Implements client satisfaction feedback to ensure provision of quality service. </p><p>　　Inspires Others to Support Customer/Client Focus:</p&g

24、t;<p>　　Clearly articulates a ministry vision that supports a client focused workforce.</p><p>　　Aligns the organizational structure and management processes to support the client vision.</p>&

25、lt;p>　　Demonstrates personal commitment to the client service vision through own actions and attitudes.</p><p>　　Recognizes individuals and areas that are demonstrating behaviours and outcomes consistent

26、with the client service vision.</p><p>　　RESULTS FOCUS</p><p>　　Results Focus is taking action to achieve challenging goals or high standards. It is focusing on the desired outcomes, setting c

27、hallenging goals, and taking action to meet or exceed them.</p><p>　　Takes Action to Meet Performance Standards: </p><p>　　Takes initiative to do the job well. </p><p>　　Accepts r

28、esponsibility for the outcomes of own work.</p><p>　　Follows through on assignments to ensure successful completion.</p><p>　　Strives to Meet and Exceed Expectations: </p><p>　　Str

29、ives to meet or exceed performance goals or standards set.</p><p>　　Makes every effort to meet goals and deadlines. </p><p>　　Takes action before being forced to by events.</p><p>　

30、　Improves Performance: </p><p>　　Identifies new or better ways of meeting goals.</p><p>　　Has a strong sense of urgency about solving problems and getting work done.</p><p>　　Maint

31、ains commitment to goals in the face of obstacles and frustrations.</p><p>　　Delivers to Meet Challenging Goals: </p><p>　　Develops challenging but achievable goals and delivers to meet them.&l

32、t;/p><p>　　Identifies ways to measure performance against goals.</p><p>　　Shows persistence in overcoming obstacles.</p><p>　　Focuses Resources to Achieve Results: </p><p&g

33、t;　　Demonstrates effective decision-making and priority setting to achieve desired outcomes.</p><p>　　Effectively deploys resources to achieve results, including mid-course changes when necessary.</p>

34、<p>　　Monitors performance and demonstrates accountability for commitments.</p><p>　　Encourages a culture of performance excellence within the team or group.</p><p>　　Takes Calculated Risk

35、s to Achieve Challenging Goals: </p><p>　　Leads organization in achieving challenging goals.</p><p>　　Takes calculated risks to achieve results. </p><p>　　Accepts responsibility for

36、 organization successes and failures.</p><p>　　Sets and communicates key performance indicators to measure organizational results and success.</p><p>　　TEAMWORK AND CO-OPERATION</p><p

37、>　　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 collaborativel

38、y with others.</p><p>　　Acts as an Effective Team Member: </p><p>　　Participates willingly and actively in the team.</p><p>　　Listens and responds constructively to other team memb

39、ers’ ideas.</p><p>　　Helps and encourages team members.</p><p>　　Initiates Team Efforts: </p><p>　　Works co-operatively and supportively with others.</p><p>　　Openly s

40、hares 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>　　Promotes Team

41、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 decisions or plans. <

42、/p><p>　　Promotes a spirit of co-operation and teamwork.</p><p>　　Facilitates Effective Team Outcomes: </p><p>　　Facilitates and influences teams to achieve positive outcomes.</p&g

43、t;<p>　　Treats people with dignity and respect.</p><p>　　Removes barriers to positive team effectiveness/performance.</p><p>　　Publicly recognizes others who have performed well.</p>

44、;<p>　　Fosters Teamwork:</p><p>　　Builds and empowers teams to achieve organizational goals.</p><p>　　Encourages input, teamwork and co-operation from others. </p><p>　　Model

45、s effective teamwork and holds people accountable for being good team players.</p><p>　　Develops formal and informal relationships with a wide circle of people.</p><p>　　Champions Organizational

46、 Teamwork: </p><p>　　Manages difficult and complex team and organizational interactions.</p><p>　　Collaborates across internal and external organizational boundaries to meet common objectives.&l

47、t;/p><p>　　Develops and maintains win/win relationships and partnerships.</p><p>　　Develops networks and builds alliances.</p><p>　　LEADING OTHERS</p><p>　　Leading Others

48、is inspiring people and teams to reach their fullest potential. Leadership is about positively influencing people and events and can be demonstrated at every level of an organization. </p><p>　　Manages Team

49、 Interactions Effectively</p><p>　　Works positively and proactively with the team to meet team goals. </p><p>　　Manages meetings and team interactions effectively.</p><p>　　Expresse

50、s positive expectations of others.</p><p>　　Promotes Team Communication: </p><p>　　Communicates openly and honestly.</p><p>　　Shares useful and relevant information and explains th

51、e rationale behind decisions.</p><p>　　Encourages individual and team input.</p><p>　　Consults with others to support group processes.</p><p>　　Builds Team Effectiveness: </p>

52、<p>　　Works with the team to develop a shared purpose.</p><p>　　Promotes team morale and spirit.</p><p>　　Creates a co-operative and productive environment. </p><p>　　Positio

53、ns the Team for Success</p><p>　　Encourages and empowers others to achieve the team’s goals.</p><p>　　Manages the group processes and keeps the team focussed.</p><p>　　Champions gro

54、up’s position or decisions both internally and externally.</p><p>　　Works to resolve obstacles outside of the team’s direct influence.</p><p>　　Inspires Team to Reach Fullest Potential </p&g

55、t;<p>　　Engages team in developing strategies to meet current and future challenges.</p><p>　　Inspires people to support the team and organization direction.</p><p>　　Acts with the highes

56、t integrity consistent with values and beliefs.</p><p>　　Communicates a Compelling Organizational Vision:</p><p>　　Communicates a compelling vision and clear direction.</p><p>　　Gen

57、erates organizational commitment to the vision and to action that is aligned with the government’s strategic direction.</p><p>　　Demonstrates personal commitment to the team, vision and goals.</p><

58、;p>　　Faces difficult issues and makes tough and timely decisions to achieve the vision.</p><p>　　STRATEGIC ORIENTATION</p><p>　　Strategic Orientation is the ability to link long-range visions

59、 and concepts to daily work and thinking and acting upon the big picture. It is taking the broad-scale and long-term view and developing appropriate strategies or plans to meet goals.</p><p>　　Understands

60、 Strategic Goals: </p><p>　　Understands organizational goals, objectives and strategies developed by others. </p><p>　　Relates organizational goals to own work area.</p><p>　　Align

61、s Current Actions with Strategic Goals:</p><p>　　Prioritizes work in alignment with team goals. </p><p>　　Acts in accordance with organizational goals, objectives and strategies.</p><

62、p>　　Assesses how day-to-day tasks support the broader government goals.</p><p>　　Contributes to Strategic Direction:</p><p>　　Contributes to the development of the organization’s vision, goal

63、s and strategies. </p><p>　　Develops work plan for own area.</p><p>　　Links short-term tasks to long-term goals.</p><p>　　Develops Strategic (Future-Oriented) Plans: </p>&l

64、t;p>　　Develops clear goals, objectives and strategies for team. </p><p>　　Determines issues, problems and opportunities in area and acts on them. </p><p>　　Creates plans with clear linkages b

65、etween current actions and long-term goals.</p><p>　　Identifies appropriate courses of action in ambiguous situations.</p><p>　　Formulates Strategic Plans in Relation to Internal and External En

66、vironment:</p><p>　　Develops a long-term vision, goals and strategies to achieve government’s goals.</p><p>　　Assesses government directions and external trends (e.g., social, technological, eco

67、nomic, etc.) to determine how changes might impact the organization.</p><p>　　Continually reviews and revises plan to address long-term issues and opportunities that may affect the group. </p><p&

68、gt;　　Creates and Implements a Vision and Strategic Plan:</p><p>　　Creates a compelling vision for the future state of the organization. </p><p>　　Establishes a comprehensive course of action to

69、achieve the vision.</p><p>　　Encourages and enables cross-ministry and stakeholder collaboration and issue resolution. </p><p>　　Successfully identifies and manages highly complex and/or ambigu

70、ous situations.</p><p>　　INNOVATION AND CHANGE</p><p>　　Innovation and Change is supporting and encouraging new ideas and approaches to enhance performance and results. It is embracing change,

71、 taking intelligent risks, and helping others to engage in the change process. </p><p>　　Challenges Status Quo:</p><p>　　Is open to new and diverse ideas.</p><p>　　Questions and c

72、hallenges the way things have always been done.</p><p>　　Suggests ways to improve the effectiveness of current practices.</p><p>　　Strives for Continuous Improvement:</p><p>　　Conti

73、nuously seeks better ways to get the job done. </p><p>　　Implements ideas for continuous improvement within own area.</p><p>　　Adapts readily to change.</p><p>　　Introduces New Idea

74、s and Approaches:</p><p>　　Identifies and implements new ideas and approaches.</p><p>　　Proactively shares information and resources across areas. </p><p>　　Assists others in adapti

75、ng to change.</p><p>　　Supports Innovation and Change:</p><p>　　Develops new approaches and takes calculated risks in trying something new.</p><p>　　Fosters a climate in which other

76、s feel safe to contribute their ideas.</p><p>　　Encourages and values new ideas, perceptions and suggestions.</p><p>　　Involves and motivates others in finding improved ways of working.</p>

77、;<p>　　Fosters Innovation in Others: </p><p>　　Creates an environment that fosters creativity and innovation in others</p><p>　　Initiates change to enhance organizational performance res

78、ults.</p><p>　　Involves employees to gain commitment for change. </p><p>　　Actively looks for opportunity in uncharted territory.</p><p>　　Leads/Champions Organizational Innovation

79、 and Change:</p><p>　　Articulates a clear vision for innovation and change.</p><p>　　Champions and sponsors innovation and change activities.</p><p>　　Addresses organizational barri

80、ers to change.</p><p>　　Leads large scale organizational change.</p><p>　　EMPOWERMENT</p><p>　　Empowerment is conveying confidence in employees’ ability to be successful and sharing

81、 responsibility to encourage commitment and ownership.</p><p>　　Expresses Positive Expectations of Employees: </p><p>　　Speaks positively with employees regarding their potential for developmen

82、t and ability to assume more responsibility.</p><p>　　Shows respect for employee’s capabilities.</p><p>　　Assigns Tasks: </p><p>　　Assigns tasks to employees and is confident in th

83、eir ability to accomplish tasks.</p><p>　　Ensures employees have the instructions, rationale and/or resources to accomplish the task. </p><p>　　Communicates expectations clearly and effectively.

84、</p><p>　　Demonstrates Trust: </p><p>　　Supports employees in developing performance plans and setting own work goals.</p><p>　　Encourages individuals to make choices as to how the

85、ir work might be accomplished.</p><p>　　Demonstrates trust in others’ skills and abilities to achieve goals. </p><p>　　Lets Others Lead, Encourages Others: </p><p>　　Encourages ind

86、ividual responsibility and accountability for performance goals.</p><p>　　Delegates decision-making and work functions to maximize organizational effectiveness.</p><p>　　Supports employees in ta

87、king informed risks to achieve outcomes.</p><p>　　Accepts and supports others’ considered views, recommendations, or actions. </p><p>　　Creates a Culture that Supports Delegation: </p>&l

88、t;p>　　Creates a culture that supports the delegation of significant responsibility and authority. </p><p>　　Assigns appropriate resources to individuals or work units to achieve business goals.</p>

89、<p>　　Inspires others to take on new challenges.</p><p>　　Recognizes individual and team successes and accomplishments.</p><p>　　Fosters an Empowered Work Environment: </p><p>

90、;　　Fosters an environment in which each area of the ministry takes responsibility for the achievement of their business goals.</p><p>　　Expresses confidence in the organization’s ability to be successful.<

91、;/p><p>　　Gives work units and individuals authority and latitude to accomplish business goals in their own way. </p><p>　　Holds people accountable for excellent results and standards.</p>&

92、lt;p>　　DEVELOPING OTHERS</p><p>　　Developing Others is providing coaching, support and recognition to enhance employee performance, development and motivation. It is encouraging individuals to be accoun

93、table for their own development and should include a diverse range of learning activities.</p><p>　　Takes a Positive Interest: </p><p>　　Demonstrates an interest in the careers of others.</p&

94、gt;<p>　　Is aware of training and development activities available for staff.</p><p>　　Takes the time to answer questions and share information.</p><p>　　Supports Others: </p><

95、;p>　　Encourages training and development activities.</p><p>　　Engages in discussions with staff regarding performance and development plans.</p><p>　　Supports time for learning and developmen

96、t. </p><p>　　Gives Feedback to Encourage: </p><p>　　Works with employees to set development objectives that support both their personal and organizational goals. </p><p>　　Provides

97、 objective and timely performance feedback.</p><p>　　Encourages others to pursue professional development activities. </p><p>　　Fosters Development of Others:</p><p>　　Provides coac

98、hing to staff to assist them in meeting performance expectations and development goals.</p><p>　　Gives specific feedback for developmental purposes on a regular basis.</p><p>　　Recognizes indivi

99、dual and team contributions, both formally and informally.</p><p>　　Fosters continuous learning in the organization.</p><p>　　Creates an Environment for Development:</p><p>　　Suppor

100、ts the development of individuals and team through regular and timely performance management, coaching and feedback.</p><p>　　Works with people to identify and pursue creative learning opportunities. </p&

101、gt;<p>　　Identifies training or developmental needs both for individuals and the organization and establishes new methods or programs to meet the need.</p><p>　　Encourages individuals to be accountabl

102、e for their own development.</p><p>　　6. Promotes Organizational Learning and Development:</p><p>　　Promotes organizational learning and development to ensure that the ministry is well position

103、ed to meet future leadership needs.</p><p>　　Mentors others to enhance their development.</p><p>　　Challenges people to reach their highest potential.</p><p>　　Promotes the developm

104、ent of future leaders.</p><p>　　BC Public Service Competencies</p><p>　　Thinking Capabilities Cluster</p><p>　　Analytical Thinking </p><p>　　Business Acumen</p>

105、<p>　　Conceptual Thinking</p><p>　　Decisive Insight</p><p>　　Long Term Focus</p><p>　　Managing Organizational Resources</p><p>　　Planning, Organizing, Coordination

106、</p><p>　　Problem Solving/Judgement</p><p>　　Strategic Orientation</p><p>　　Leadership Effectiveness Cluster</p><p>　　Change Leadership</p><p>　　Change Man

107、agement</p><p>　　Developing Others</p><p>　　Empowerment</p><p>　　Holding People Accountable</p><p>　　Leadership</p><p>　　Self Management Cluster</p>