Saskatchewan Public Service

MANAGEMENT COMPETENCY DICTIONARY

Government of Saskatchewan
June 1, 1998
This information was developed by Hay Group, and is for use only within the Saskatchewan public service.

Table of Contents
Introduction

Page
ii

Problem Solving
Conceptual Thinking

Innovative Thinking

Strategic Orientation

Leadership
Change Leadership

Sharing Responsibility (core)

Holding People Accountable (core)

Team Leadership (core)

Interpersonal Influence
Impact and Influence

Listening, Understanding and Responding (core)

Networking (core)

10

Teamwork (core)

11

Personal and Corporate Effectiveness

Results Orientation (core)

12

Commitment to Learning

13

Client Service Orientation (core)

14

Concern for Political Impact

15

Flexibility

16

Organizational Awareness

17

Planning and Initiative

18

Management Competency Matrix

Saskatchewan Public Service

Management Competency Dictionary

June 1, 1998

Introduction
The Management Competency Dictionary provides a detailed description of the behavioural
competencies, their associated measurement scales and the target levels for high
performance associated with each of the management roles within the Saskatchewan Public
Service.
A competency is any knowledge, skill, or personal attribute which enables a person to
deliver successful performance. In other words, competencies are a way to identify what
it means to be a superior performer within an organization.
There are two types of competencies; behavioural and technical competencies. While
each is important, behavioural competencies most often differentiate superior
performance.
For each behavioural competency, there is a description or definition of what it means
and a scale of behaviours associated with it called a competency measurement scale.
The behavioural scale associated with a specific competency defines various levels of
performance for that competency. These levels represent the noticeable differences in
performance that can be observed and measured. The scales are numbered in
ascending order (from three to six levels, depending on the competency) with each level
being more difficult to perform than the previous level. The levels are referred to as
target levels and there is a behavioural description illustrating the level of performance
for each.
The competencies are organized into four clusters: Problem Solving, Leadership,
Interpersonal Influence, and Personal and Corporate Effectiveness. There are eight core
competencies which are associated with all management roles as well as ten competencies
which differentiate between the various management roles.
In addition to this dictionary, behavioural competency profiles are available for each
management role.

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Problem Solving

Conceptual Thinking
Conceptual Thinking: Understands a situation or problem by identifying patterns or
connections and addressing key underlying issues. Conceptual thinking includes
organizing the parts of an issue or situation in a systematic way.
Target Levels:
1. Sees Basic Relationships: Links parts of a problem to a broader set of issues or
relationships. Sees patterns or trends when looking at information.
2. Sees Multiple Relationships: Analyzes relationships among several parts of an
issue or situation. Uses multiple associations of events and applies concepts from
other fields when analyzing events or situations.
3. Clarifies Complex Data or Situations: Uses alternative ways of looking at issues
or problems and linking complex information to a solution. Analyzes, plans and
integrates concepts into a structured and rational process. Makes complex ideas or
situations clear, simple and/or understandable. Assembles ideas, issues and
observations into clear and useful explanations and solutions.
4. Applies Complex Concepts In Area of Responsibility: Adapts and applies
concepts in new ways that improve the delivery of information and programs in
support of departmental priorities. Identifies several solutions and weighs the value
of each in moving the work of the department forward.
5. Creates New Concepts That Advance the Departmental Priorities: Creates
and applies concepts that are new and different to advance departmental direction.
Demonstrates leadership in thinking and integrating efforts with stakeholders
internally and externally that clearly influences program management.

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Problem Solving

Innovative Thinking
Innovative Thinking: Takes an innovative approach to problem solving. It includes
the ability to think outside of the box, to go beyond the conventional, and a
willingness to try out different solutions. At the higher levels, it is the ability to
champion innovation and encourage new ideas from employees.
Target Levels:
1. Is Open to New Ideas: Is open-minded when presented with a new perspective,
and will not automatically dismiss new ideas. Will accept other solutions when
conventional methodology does not work.
2. Questions Conventional Methodology: Questions and challenges the quality
of conventional work methodology. Is prepared to try out different solutions. Is
prepared to take the unorthodox approach.
3. Thinks Laterally: Generates varied solutions to problems. Thinks laterally
(outside of the box) to identify new solutions. Will consider the radical or
unconventional. Is prepared to look beyond the data for solutions. Is innovative
and creative when generating solutions.
4. Is Agile in Response to Change: Anticipates and responds to external change.
Is flexible when faced with external constraints, and adapts methodology and ideas
quickly to immediate or anticipated changes in the external environment.
5. Champions Innovative Thinking: Encourages new ideas from employees.
Generates and maintains a creative environment amongst the team. Genuinely
values and champions innovation.

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Problem Solving

Strategic Orientation
Strategic Orientation: Demonstrates an intimate understanding of the capabilities,
nature and potential of the department. It involves taking calculated risks based on an
awareness of societal, economic, market and political issues, trends, processes and
outcomes as they impact the strategic direction of the department and its linkages with
the direction of government.
Target Levels:
1. Understands Strategies: Able to analyze and comprehend departmental goals
and strategies developed by others and how they relate to departmental capability.
2. Aligns Current Actions with Strategic Goals: Prioritizes work in alignment
with departmental goals and acts in accordance with government strategies,
objectives, or goals.
3. Functions Within the External Environment: Understands how the
department interacts with the external world; relations with the community,
stakeholders, etc. Analyzes how changes might impact communities and the
department and calculates the necessary adjustments that will be required to
achieve desirable outcomes.
4. Contributes to Strategic Direction: Contributes to the development of the
department vision, mandate and long-term strategy. Develops and implements
long-term alternative strategies for achieving success at the departmental level in
own area of responsibility.
5. Formulates Strategy With Internal and External Alliances: Actively
addresses long-term issues, opportunities, and internal forces affecting the
department and government in relation to the external environment. Champions
development of proactive strategies and uses strategic alliances to extend the
boundaries and impact of the department.

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Leadership

Change Leadership
Change Leadership: Energizes and alerts groups to the need for specific changes in
the way things are done. It involves taking responsibility to champion the change effort
through building and maintaining support and commitment.
Target Levels:
1. Describes General Need for Change: Identifies and describes to staff a need
for change in the department.
2. Expresses Vision for Change: Defines an explicit vision for change; may
simplify, modify, or redefine a previous vision in specific terms.
3. Building Support and Commitment: Communicates the message or vision for
change to everyone affected and actively involves them in the change process.
4. Challenges Status Quo: Challenges the status quo by comparing it to an ideal
state or a vision of change; creates a sense of urgency.
5. Implements Change: Champions the change by taking dramatic action (e.g.,
structural changes) to reinforce or enforce the change vision. Includes a willingness
to address obstacles to change even though it may mean facing hard truths and
making tough decisions.

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Leadership

Sharing Responsibility
Sharing Responsibilty: Shares responsibility with individuals and groups so that they
have a deep sense of commitment and ownership. It includes an intent to foster the
long-term learning or development of others.
Target Levels:
1. Expresses Positive Expectations: Expresses positive expectations of others,
speaks of team members in positive terms. Makes positive comments regarding
others potential for development and ability to assume greater responsibility.
Trusts their judgment and that they know what they are doing; shows respect for
others capabilites.
2. Delegates Routine Tasks: Gives routine tasks to employees; demonstrates trust
in employees abilities to accomplish tasks to acceptable levels of performance, and
assigns appropriate resources to employees. This may include providing detailed
instructions and/or explanations to ensure that employees have the necessary skills
to accomplish tasks.
3. Demonstrates Trust: Demonstrates trust by recognizing and acknowledging that
others have the skills and abilities necessary to achieve high goals. Supports
employees ongoing learning and self development and provides them with
opportunities to demonstrate their capabilities and newly acquired skills/knowledge.
Accepts and supports others considered views, recommendations or actions.
4. Delegates Fully: After assessing subordinates competence, delegates full
authority and responsibility with the latitude to do a task in their own way,
including the opportunity to make and learn from mistakes in a non-critical setting.
Also assigns appropriate resources to employees.

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Leadership

Holding People Accountable

Holding People Accountable: Acts to ensure others perform in accordance with
clear expectations and goals.
Target Levels:
1. Sets Clear, Consistent Expectations and Goals: Gives a detailed explanation
of the goal: what it looks like for the individual and the group. Gives adequate
directions, makes needs and requirements clear to achieve performance
expectations.
2. Manages for High Performance: Reviews performance against clear standards
or expectations. Provides feedback and coaches employees about their
performance.
3. Takes Corrective Action: Addresses performance problems in a timely way by
assessing performance against standards and acting in a way to change
performance for the better. Can include corrective discipline or performance
improvement.

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Leadership

Team Leadership
Team Leadership: Mobilizes people to work toward a shared purpose in the best
interests of the department, the people comprising it and the people it serves. It
involves attracting, supporting, developing and retaining a talented and diverse workforce.
Team leaders demonstrate concern for individual differences and employee morale.
The "team" here should be understood broadly as any group in which the person
takes on a leadership role.
Target Levels:
1. Manages Expectations and Informs Others: Expresses positive expectations
of others and speaks to group members regularly. Shares useful and relevant
information and explains the rationale behind decisions. Respects and accomodates
individual differences.
2. Builds Team Effectiveness: Uses strategies to promote team morale and
productivity (e.g., facilitates team interaction, conflict management, recognizes
team successes). Asks questions to encourage team input and focuses team on
the topic at hand. Acts to promote a friendly and cooperative environment
conducive to personal and professional development and employees sense of
belonging. Creates an environment that recognizes, supports, respects and
welcomes diversity of employees and clients.
3. Fosters Team Success: Communicates team objectives and accomplishments
both inside and outside of the team. Works to resolve obstacles outside of the
team's direct influence.
4. Cross-Team Collaboration: Ensures cross-team collaboration to contribute to
organizational effectiveness, such as providing information to other areas of the
organization to help make decisions collaboratively and sharing resources to solve
mutual problems.
5. Defines a Vision: Defines and articulates a vision that generates excitement,
enthusiasm and commitment to action that is aligned with the governments
strategic direction.

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Interpersonal Influence

Impact And Influence

Impact and Influence: Acts to persuade, convince or influence others, in order to
have a specific impact or effect.
Target Levels:
1. Takes a Single Action to Persuade: Persuades others through oral and/or
written presentations by appealing to reason using data or concrete examples.
2. Takes Multiple Actions to Persuade: Uses multiple arguments to persuade
using reason or rationale. Includes careful preparation of data for presentations.
3. Calculates the Impact of Ones Actions or Words: Customizes and adapts a
presentation or discussion that appeals to the specific interest and level of the
audience. Anticipates and prepares for the reactions of others.
4. Uses Indirect Influence: Uses experts or third parties to influence others.
5. Uses Complex Influence Strategies: Assembles coalitions and builds broad
based support for ideas, initiatives and directives.

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Interpersonal Influence

Listening, Understanding And Responding

Listening, Understanding and Responding: Acts to understand and respond
appropriately to the concerns of others.
Target Levels:
1. Listens: Demonstrates openness and receptivity to new information. Is willing to
listen when approached by others.
2. Listens Actively: Demonstrates objective and active listening. Is able to seek out
the facts and pertinent information before drawing conclusions.
3. Listens and Responds with Sensitivity: Listens and responds to peoples
concerns by altering own behaviour in a helpful manner. Is genuinely sensitive to
cross-cultural differences, non-verbal cues, feelings and emotions. Responds with
sensitivity and directness.
4. Effective Use of Empathy: Is willing and able to see things from another
persons perspective and demonstrating an understanding of other peoples
concerns.
5. Insightful Assessment: Is capable of accurate assessment and sensitivity to the
underlying complex root causes for individual or group behaviour patterns. After
assessing the issue, takes appropriate action to achieve resolution.

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Interpersonal Influence

Networking
Networking: Establishes, maintains and utilizes a broad network of contacts (e.g., in
government, media and the community) in order to keep a pulse on public, political and
internal issues and make informed decisions. It includes identifying who to involve,
when and how to involve them in order to accomplish objectives and minimize
obstacles.
Target Levels:
1. Maintains a Network of Contacts: Maintains an established network of contacts
for general information sharing and to keep on top of public, political and internal
issues.
2. Utilizes Established Network of Relationships: Uses network to seek
information of strategic importance or to gain access to sources of influence in order
to support departmental objectives.
3. Broadens Network of Relationships: Continuously seeks to broaden network of
relationships to seek information, promote the image of the department and build
support to ensure the success of long-range goals. Uses relationships as chains of
direct and indirect influence.
4. Creates Opportunities: Creates future opportunities and positions the
department for success through an ever broadening network. Works to promote the
department in the interests of the greater public good. Develops a responsible
profile for the department in the community.

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Interpersonal Influence

Teamwork
Teamwork: Works co-operatively with others, working together as opposed to
working separately or competitively.
Target Levels:

1. Has Positive Expectations of the Team: Regards team members in a positive

light. Willingly participates in a team setting.
2. Communicates Information: Keeps team members informed and up-to-date
about all relevant or useful information, even if not directly required to do so.
3. Solicits Input: Solicits ideas and opinions to help form specific decisions or plans.
Values others input and expertise and is willing to learn from others.
4. Encourages Others: Rather than take personal credit for work done, will publicly
credit others who have performed well. Encourages others and recognizes their
contribution.
5. Builds Team Spirit: Acts to promote a friendly climate, good morale and
co-operation between team members. Resolves team conflicts. Promotes team
reputation with others. Takes leadership when appropriate.

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Personal and Corporate Effectiveness

Results Orientation
Results Orientation: Works to achieve desired policy and program management
outcomes. It includes setting goals and priorities that maximize the use of resources
available to consistently deliver results against government direction, departmental
objectives and public expectations.
Target Levels:
1. Works to Meet Performance Standards: Ensures performance measures are in
place to track achievements, take corrective action and meet deadlines.
2. Strives to Exceed Expectations: Works to exceed set targets and persists in
achieving a standard of excellence that goes beyond expectations.
3. Improves Operations: Makes specific changes in work methods or operations to
improve performance and deliver timely results within allocated budget. Develops
challenging performance expectations ensuring the right mix of activities and
resources that leads to optimal results.
4. Enhances Program Outcomes: Develops and implements desired
program/policy evaluation measures. Analyzes performance information to set
priorities and take calculated risks to improve the delivery of services and
operations. Predicts emerging issues and manages the associated risks.
Establishes new policy/program directions focused on the enhancement of program
outcomes.

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Personal and Corporate Effectiveness

Commitment to Learning
Commitment to Learning: Actively pursues learning and development in order to
achieve results and to contribute to continuous improvement. Supports and encourages
the learning and development of others.
Target Levels:
1. Has Interest in Own Field of Expertise: Has an interest in own field of
expertise. Reads information directly given to him or her. Talks to others directly
involved about new approaches, tools, methods and technologies.
2. Keeps Current in Own Field of Expertise: Seeks out new approaches, tools,
methods and technologies in own field of expertise by reading, talking to others
inside and outside the organization, and attending seminars/conferences.
3. Keeps Current with Trends and Issues: Finds out what changes may impact
the department and its clients and assesses what approaches, tools, methods and
technologies will be needed to stay current in a demanding and changing
environment.
4. Links Knowledge to Department and Client Needs: Demonstrates an in-depth
understanding of potential solutions in area of expertise that could impact the
department and client. Links knowledge of current or emerging approaches, tools,
methods and technologies to the emerging needs of the department and clients.
5. Maintains Broad Learning Perspective: Contributes to a climate of continuous
improvement by sharing new information throughout the organization.

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Personal and Corporate Effectiveness

Client Service Orientation

Client Service Orientation: Serves the public interest through focusing individual or
departmental effort on meeting key public needs through development and
implementation of sound program policy, programs and services that support the
direction of government.
Target Levels:
1. Responds to Enquiries: Follows through on public inquiries, requests and
complaints in a timely manner.
2. Maintains Clear Communication: Monitors public need and keeps them informed
about the progress of departmental services and programs.
3. Takes Action to Respond to Public Needs: Makes self available, makes
decisions and acts in the interest of the public.
4. Alignment with Public Needs: Aligns program policies and services with public
need and government direction.

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Personal and Corporate Effectiveness

Concern for Political Impact

Concern for Political Impact: Aware of how departmental issues, program policies,
and decisions impact public interests/concerns. At the same time, is sensitive to the
differing needs/agendas of multiple stakeholders and works to ensure that program
policy is consistent with the strategic direction of cabinet.
Target Levels:
1. Demonstrates an Awareness of Governmental Impact: Identifies and
understands the departmental implications of key issues or decisions in light of the
potential impact on public interests/concerns. States specific possible outcome(s).
2. Aligns Actions To Support Public Interests/Concerns: Makes decisions and
takes action to respond to specific public interests/concerns.
3. Balances Public Interest with Stakeholder Needs/Agendas: Weighs
stakeholder needs against public interest and works to reconcile needs of multiple
stakeholders. Conducts risk assessment to maximize results, with the best interest
of the public in mind.
4. Contributes to Program Policy Advancement: Improves departmental
responsiveness to public interests and concerns by revising program policies This
could be a result of new public issues that emerge or existing issues that could be
better addressed based on new evidence or analyses.
5. Advances Government Policy: Uses knowledge of emerging public
issues/concerns to develop new program policies that address long-term needs,
have a significant impact on public well-being and are consistent with the strategic
direction of cabinet.

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Personal and Corporate Effectiveness

Flexibility
Flexibility: Adapts to and works effectively within a variety of situations, and with
various individuals or groups. Flexibility entails understanding and appreciating
different and opposing perspectives on an issue, adapting ones approach as the
requirements of a situation change, and changing or easily accepting changes in ones
own department or job requirements.
Target Levels:
1. Accepts Need for Flexibility: Willing to change ideas or perceptions based on
new information or contrary evidence. Understands other peoples points of view.
2. Applies Rules Flexibly: Modifies procedures and processes to fit a specific
situation to get a job done in order to meet department goals.
3. Adapts Own Strategy: Changes the overall plan, goal or project to fit the
situation. May even make small or temporary changes in departmental policies or
programs to meet the needs of a specific situation.

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Personal and Corporate Effectiveness

Organizational Awareness
Organizational Awareness: Acts with an understanding of the department and
government processes such as legislation development, policy development, budget and
decision-making; and at the highest levels it includes taking action to make
departmental changes in order to resolve identified issues or problems.
Target Levels:
1. Understands Formal Structure: Recognizes the current formal department and
government structures, processes and inherent limitations and capabilities of the
department and how they relate to achieving results.
2. Understands Informal Internal Structure: Understands the informal internal
relationships, processes within government and their interaction in achieving
results.
3. Understands Interaction with Outside World: Understands how the
department interacts with the external world; relations with the community,
stakeholders, etc., and uses this knowledge in achieving results.
4. Recognizes Areas for Improvement: Recognizes and articulates specific
organizational issues or problems and suggests specific changes in functions,
structure or processes to address it.
5. Positions Organization and Resources for Alignment: Assesses
organizational readiness and capability for alignment. Identifies appropriate
resources based on organizational strengths and weaknesses, and positions them
to address specific, diagnosed problems. Ensures the organization and resources
are aligned with the broader organizational strategy.

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Personal and Corporate Effectiveness

Planning And Initiative

Planning and Initiative: Proactively doing things and not simply thinking about
future actions.
Target Levels:
1. Shows Persistence: Persists, takes multiple steps to overcome obstacles. Does
not give up easily when things do not go smoothly.
2. Addresses Current Opportunities or Problems: Recognizes and acts upon
present opportunities or addresses present problems. Plans and organizes work in
an effective manner to address the current opportunity.
3. Acts Proactively: Grasps opportunities or identifies potential problems and takes
the initiative to follow through rather than wait for problems to arise.
4. Plans Ahead: Thinks ahead and plans for contingencies. Effectively organizes
resources and activities to deal with short-term concerns.
5. Plans for the Future: Anticipates longer-term situations and puts plan(s) in place
to effectively address them. Organizes resources and activities to deal with longerterm problems or opportunities.
6. Implements Comprehensive Plan(s): Develops and implements comprehensive
plan(s) that bridge complex issues and span across time. Aligns and uses resources
to meet long-term or strategic goals. Is prepared for most contingencies. Is well
positioned to take advantage of opportunities as they arise.

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