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Table of Contents
Job Competencies ........................................................................................................................... 2
Client Service............................................................................................................................... 2
Commitment to Quality .............................................................................................................. 3
Computer Usage ......................................................................................................................... 3
Communication ........................................................................................................................... 5
Accountability and Reliability ..................................................................................................... 6
Problem Solving and Analytical Thinking .................................................................................... 6
Decision Making / Judgment ...................................................................................................... 7
Continuous Learning ................................................................................................................... 8
Adaptability and Navigating Change........................................................................................... 9
Teamwork and Collaboration ................................................................................................... 10
Interpersonal............................................................................................................................. 11
Creativity and Innovation ......................................................................................................... 12
Leadership Competencies ............................................................................................................. 13
Personal Leadership and Management .................................................................................... 13
Organizational Capacity Building .............................................................................................. 13
Engagement .............................................................................................................................. 13
Strategic Leadership and Management .................................................................................... 14
Page 1 of 14
Using a scale of 1 to 5 (1=low, 5=high) consider which competency behaviours are important
for your current job, and then indicate to which degree (1 to 5) the need for development.
Job Competencies
Client Service
Identifying and responding to current and future client needs; providing service excellence to
internal and external clients.
Competency Behaviours: Importance Need for
in Job Development
Meets client need efficiently, effectively, and in a helpful and respectful manner.
If unable to meet client’s request, provides explanation and alternative sources of assistance.
Uses understanding of client’s perspective to identify constraints and advocate on their behalf.
Anticipates areas where support or influence will be required and discusses situation/concerns with
appropriate individuals.
Keeps clients up-to-date with information and decisions that affect them.
Works with clients to adapt services, products or solutions to meet their needs.
Tracks trends and developments that will affect own organization’s ability to meet current and future
client needs.
Seeks out and involves clients or prospective clients in assessing services, solutions or products to
identify ways to improve.
Establishes service standards and develops strategies to ensure staff meet them.
Links a comprehensive and in-depth understanding of clients’ long-term needs with strategies of
proposed projects/initiatives.
Page 2 of 14
Recommends/ determines strategic business direction to meet projected needs of clients and
prospective clients
Strategically and systematically evaluates new opportunities to develop client relationships.
Commitment to Quality
Demonstrating pride in work and striving for excellence to achieve the best possible results.
Competency Behaviours: Importance Need for
in Job Development
Recognizes and learns from mistakes and takes appropriate action to reduce errors.
Uses established systems (i.e. software) to organize and efficiently keep track of information, data,
time, and resources.
Challenges inefficient or ineffective work processes and offers constructive alternatives.
Gathers input and analyzes, designs, evaluates and implements quality process changes against
suitable metrics.
Establishes the quality and improvement philosophy for the organization.
Computer Usage
Using various types of computer software to accomplish work.
Competency Behaviours: Importance Need for
in Job Development
Understands basic hardware troubleshooting, can determine if cables are properly connected.
Page 3 of 14
Understands basic computer terminology and concepts such as web addresses.
Basic functions of computer software applications such as Windows/OS, word processing, web
browser, and email, able to copy, move, and delete files and folders, able to open applications,
update and save files.
Accomplishes introductory functions associated with creating, formatting, editing and saving a word
processing document.
Understands the introductory concepts of spreadsheets and be able to enter and update data.
Demonstrates the ability to send and receive email, add attachments, and organize message folders
Demonstrate the ability to use a web browser for online forms and introductory search tasks.
Uses intermediate features associated with word processing applications such as creating standard
tables, inserting images within a document.
Able to perform operations associated with developing and formatting a spreadsheet and using
basic formulas and functions.
Intermediate level skills, such as creating, formatting, and preparing presentations.
Understands concepts of web publishing and able to update departmental web site content using
content management software such as RedDot.
Uses advanced features associated with word processing applications such as using mail merge
tools, creating reports with footnotes / endnotes, tables of contents, bibliographies, and indexes.
Demonstrates ability in advanced features of a spreadsheet application such as creating and editing
charts and graphs, sharing data between applications, and creating and editing templates.
Creates a variety of presentations using presentation software (PowerPoint) for different audiences.
Plans and creates a small single subject database, run queries, forms and reports.
Creates publications using desktop publishing software like PageMaker, InDesign, and Publisher.
Organizes content, modifies images (scanning, Photoshop, Fireworks), and use web publishing
software such as Dreamweaver and RedDot.
Functions as a resource for others helping to trouble shoot software application usage problems.
May have the ability to formally or informally train others at advanced computer usage proficiency
level.
Page 4 of 14
Communication
Listening to others and communicating (verbal and written) to foster open communication and
effectively ensuring the message(s) is/are understood by others.
Competency Behaviours: Importance Need for
in Job Development
Presents factual information in a clear, concise, and courteous manner, both orally and in
writing.
Listens actively and objectively without interrupting.
Writes short, factual material with the assistance of a template (e.g., completes forms, drafts
short emails or memos) to inform or respond.
Elicits comments or feedback on what has been communicated.
Prepares longer documents with content and sequencing of ideas is clear and logical, avoiding
unnecessary detail.
Adapts content, style, tone and medium of communication to suit the target audience’s
language, cultural background, level of understanding and potential reactions.
Takes others’ perspectives into account when communicating, negotiating or presenting
arguments (e.g., presents benefits from all perspectives) in a manner that respects and
maintains the dignity and opinion of others.
Identifies and interprets departmental policies and procedures for superiors, subordinates and
peers.
Considers and applies connection between verbal communication, tone, and body language to
be consistent with message
Writes documents on issues (e.g., letters, presentation speeches, reports) that are well
organized, succinct and use concepts and ideas appropriate to the audience.
Communicates technical information in a clear, tactful, and simplified manner to others of
varying levels of expertise.
Uses varied communication systems, methodologies and strategies to promote dialogue and
shared understanding.
Delivers difficult or unpopular messages with clarity, tact and diplomacy.
Page 5 of 14
Communicates strategically to achieve specific objectives (e.g., considering such aspects as the
optimal message to present, timing and forum of communication).
Writes strategically from a broad perspective, clearly and accurately presenting a
position/initiative while demonstrating an understanding of the needs and sensitivities of a
wide array of stakeholders and environments including the general public.
Considers the importance of responsibilities and the connection between job and unit’s success.
Takes responsibilities seriously and consistently meets expectations for quality, service, and
professionalism.
Consistently presents a competent and professional image.
Breaks problems down into simple lists, activities or tasks, without assigning values or priorities.
Sees single causal links between components of a problem/situation (e.g., “if this, then that”
thinking).
Conducts basic, face-value information analysis to make decisions based on pre-existing rules.
Consults with others or refers an issue/situation for resolution when guidelines are not clear.
Page 6 of 14
Divides issues into categories (e.g., pros and cons).
Applies guidelines and procedures that require some interpretation when dealing with exceptions.
Recognizes when a situation calls for or can be improved by an approach different from the norm.
Assures that problem factors and decision-making rationale can be clearly explained to others.
Gathers information from a variety of sources beyond what is readily available to identify options,
weigh alternatives, and make decisions to solve problems.
Solves problems using multiple analytical or creative techniques such as brainstorming to break the
problem down into component parts or issues.
Involves the right people in the decision-making process.
Generates solutions that address the ‘root cause’ of the problem and prevent recurrence.
Identifies discrepancies, trends and connections in data and uses knowledge and/or experience to
understand, evaluate and solve problems/issues.
Considers a multiplicity of interrelated factors for which there is incomplete and contradictory
information and no set procedures.
Develops solutions to problems, balancing the risks, competing priorities, and implications across
multiple projects.
Thinks imaginatively in order to develop creative solutions or options for which there are few or no
precedents.
Thinks “outside of the box” to identify new solutions.
Makes high-risk strategic decisions that have significant consequences by assessing external and
internal environments and balancing multiple alternatives.
Solves complex problems using multiple analytical or creative techniques to break the problem
down into component parts or issues.
Examines potential implications of decisions / solutions on all affected stakeholder groups, which
may include several areas/departments across the UM.
Adapts existing frameworks to approach a situation from a different perspective.
Able to make accurate ‘on the spot’ assessments of situations and quickly determine best approach
based on pre-existing guidelines or procedure.
Understands when to escalate issue or problem to a higher-level employee or authority.
Page 7 of 14
Appropriately applies procedures or guidelines.
While applying guidelines or procedure, considers available information and alternate solutions in
selecting appropriate course of action.
Considers both short and long-term outcomes of actions.
Weighs the needs of the client against time constraints, department practices and procedures.
Considers alternative available actions, resources, and constraints before selecting a method for
accomplishing a task or project.
Balances a variety of decision making criteria and makes sound recommendations / decisions about
complex issues without the presence of procedures or guidelines.
Refrains from "jumping to conclusions" based on no or minimal evidence; takes time to collect facts
before decision-making.
Makes sound recommendations / decisions despite incomplete or contradictory information.
Makes sound recommendations / decisions in unique, high impact, time sensitive situations that
involves multiple parties with effect on various environments.
Makes sound recommendations / decisions in unique, high impact, time sensitive situations.
Evaluates systems and processes to ensure employees are properly equipped with protocol.
Continuous Learning
Identifying and addressing individual strengths and weaknesses, developmental needs, and
changing circumstances to enhance personal and organizational performance.
Competency Behaviours: Importance Need for
in Job Development
Takes advantage of learning opportunities (e.g., courses, observation of others, assignments, etc.).
Works to understand learning style and demonstrates understanding of own strengths and
development needs.
Tries new approaches to maximize learning in current situation and seeks input into development.
Page 8 of 14
Sets challenging goals and for self in view of growth beyond current circumstances.
Identifies future competencies and expertise required by the organization and develops and pursues
learning accordingly.
Continuously scans the environment to keep abreast of emerging developments in the broader work
context.
Supports others during the change and models behaviours that encourage change adoption in
others.
Adapts to new ideas and initiatives across a wide variety of issues or situations.
Shifts priorities, changes style and responds with new approaches as needed to deal with new or
changing demands.
Fosters acceptance and commitment to change by planning for implementation, and involving and
coaching others.
Publicly supports and adapts to major change initiatives.
Seeks opportunities for change in order to achieve improvement in work processes, systems, etc.
Page 9 of 14
Mitigates resistance to change and manages conflict.
Assesses need for change and designs solutions and supports to meet the need for change.
Is accountable to other team members by carrying out “own share of work” while keeping team goals
in mind.
Understands the roles of the team and each team member’s role within it.
Maintains personal contacts in other parts of the organization with those who can provide work-
related information.
Seeks others’ input and involvement and listens to their viewpoints.
Shifts priorities, changes style and responds with new approaches as needed to meet team goals.
Seeks out the expertise of others and develops links with experts and information sources.
Builds relationships with team members and with other work units.
Discusses problems/ issues with team members that could affect results.
Gives credit for success and acknowledges contributions and efforts of individuals to team
effectiveness.
Suggests or develops methods and means for maximizing the input and involvement of team
members.
Builds networks with parties that can enable the achievement of the organization’s strategy.
Shares expectations for teamwork and collaboration and promotes team goals.
Capitalizes on opportunities and addresses challenges presented by the diversity of team talents.
Supports and encourages other team members to achieve objectives and verifies that all members
are contributing.
Page 10 of 14
Encourages others to share experience, knowledge and best practices with the team.
Encourages the team to openly discuss what can be done to create a solution or alternative.
Seeks opportunities to partner and transfer knowledge with contacts beyond work unit.
Aligns multiple perspectives across the organization and with other organizations to achieve a
common goal.
Builds strong teams that capitalize on differences in expertise, competencies and background.
Breaks down barriers (structural, functional, cultural) between teams, facilitating the sharing of
expertise and resources.
Identifies areas to build strategic relationships.
Interpersonal
The set of abilities and emotional intelligence enabling a person to interact positively and work
effectively with others and manage conflict.
Competency Behaviours: Importance Need for
in Job Development
Deals honestly and fairly with others, showing consideration and respect.
Senses others’ feelings and perspectives, and takes an active interest in their concerns.
Anticipates and takes action to ensure values of others are considered and leveraged.
Continually works to maintain deep understanding of one’s own inner resources, abilities and limits.
Focuses self and team on work and end goals, and away from personality issues.
Fosters a conflict management environment by anticipating and addressing areas where potential for
negative conflicts exist.
Page 11 of 14
Creativity and Innovation
Develops and shares new insights and applies innovative solutions to make organizational
improvements.
Competency Behaviours: Importance Need for
in Job Development
Develops new insights and continually generates and communicates ideas for innovation.
Design and implements new or innovative programs and shares best practices with other units.
Cultivates challenges to conventional approaches and leverages expertise of others to adopt new
ideas and methods.
Page 12 of 14
Leadership Competencies
Builds capacity of employees to understand and contribute to achieving University goals and priorities
Promotes employee development
Mentors and contributes to the success of others
Creates / enacts organizational policies and procedures
Builds increased thinking capacities
Engagement
Leaders need productive relationships and partnerships: this includes attention to communication,
influence, inclusion, outstanding workplace, conflict management, and effective teamwork.
Competency Behaviours:: Importance Need for
in Job Development
Page 13 of 14
Builds team
Maintains a diverse network of internal and external partners and stakeholders
Leads change with confidence and courage
Balances results achievement with nurturing people
Page 14 of 14