House of Commons

CompetencyProfile

HRCPCS

Human Resources, Corporate Planning andCommunications Services

House ofCommons

DEFINITIONS

A few concepts to make the profile easier to use.

Competency Profile:A detailed list of the competencies required to perform optimally in a particular jobor job category.

Competency: Includes knowledge, skills, qualities and attitudes.

Behavioural Indicators:Descriptions of behaviours that indicate, in an observable way, that a person hasacquired and is able to apply a specific skill, knowledge or attitude.

BACKGROUND

The Human Resources, Corporate Planning and Communications Services (HRCPCS)Competency Profile was developed to accurately reflect the competencies andassociated behaviours that were identified as being essential to the optimal performanceof employees in their given roles.

PURPOSE

Competency profiles are human resource management tools that are developed andused based on the premise that an organization’s growth occurs in large part throughthe growth of its employees. Since the profile indicates the competencies that areessential for optimal performance in a given role, it includes all the information youneed to effectively prepare for a staffing-related process, plan your career, identifyyour learning and development needs, reflect on your performance, and so forth.

ELEMENTS

The following elements are provided for each competency:

- A definition that reflects the HRCPCS culture; and

- A list of behavioural indicators that, taken together, describe the competency inaction (the order of these behaviours is not an indication of their relativeimportance).

I N T R O D U C T I O N

HRCPCS

Effec

tive

Deve

loping

Tea

ching a Second Knowledge of Specialized Client Focus and Analytical

Teams Strategy management and Networking Communication Ada

ptabil

ity

Ski

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Mana

geme

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mploye

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Language the Institution Knowledge Consultation Skills

Skills

Leading Vision and Self- Teamwork

O

rgan

izatio

nal

C O M P E T E N C I E S

THE HUMAN RESOURCES, CORPORATE PLANNING AND COMMUNICATIONS

SERVICES (HRCPCS) COMPETENCY PROFILE HAS BEEN DEVELOPED THROUGH

CONSULTATIONS WITH HRCPCS EMPLOYEES AND MANAGERS.

Competencies are deeply rooted in our vision, which is to transform human potential

into organizational success. The development of competencies is a crucial success factor

in achieving our mission of providing our clients with high-quality services and strategic

advice.

A T T H E H E A R T O F O U R V I S I O N

A N D O U R M I S S I O N

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

COMPETENCY MATRIX

This grid identifies the competencies and behaviours for the various job groups.

Many of the required competencies and behavioural indicators identified are common tothe various positions in this profile. Other competencies or behavioural indicators arespecific to certain positions regardless of the hierarchical level.

Legend- Competency not required for this group.

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

COMPETENCY MATRIXKNOWLEDGE OF THE INSTITUTION

KNOWLEDGE OF THE INSTITUTION

To understand the organizational cultureand environment, and to act accordingly.

1. Is familiar with the various departments of theHouse of Commons and understands how theyrelate to his/her own responsibilities.

2. Identifies and recognizes key people withinthe organization, as required by the position.

3. Demonstrates knowledge of the locationand layout of the parliamentary buildingsand premises, as required by theposition.

4. Is familiar with the structures,policies and procedures relating tohis/her duties and is able to applythem correctly.

5. Recognizes the impact of theparliamentary cycle on his/herwork.

6. Behaves in accordance with the protocols in effect in the parliamentary environment.

7. Has a clear understanding of the mandate of the service and is able to apply thisknowledge to achieve organizational goals.

8. Applies his/her knowledge of the parliamentary environment when dealing withpartners.

9. Understands the unique status of the House of Commons as an institution that isindependent from the public service, and takes this status into account when dealingwith others.

10. Stays abreast of current affairs and remains attentive to issues that impact theactivities of the House of Commons.

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COMPETENCY MATRIXSPECIALIZED KNOWLEDGE

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

SPECIALIZED KNOWLEDGE

To apply knowledge and techniques relatedto his/her field(s) or area(s) of expertise.

1. Demonstrates thorough knowledge of the keyfunctions related to his/her position and of therelevant policies, procedures and language that apply.

2. Effectively uses the specific tools required todo his/her job.

3. Adheres to and applies standards and bestpractices relating to his/her field of activity.

4. Applies his/her knowledge to resolveproblems or recommend solutions and/or improvements in his/her field of activity.

5. Keeps abreast of newdevelopments in his/her field andapplies new methods, technologiesand trends that are relevant.

6. Demonstrates thorough knowledge of a specific field or area of expertise by servingas a resource person for his/her group.

7. Provides advice and guidance in his/her area of expertise.

8. Acts as a subject-matter expert for senior management and colleagues with respect to his/her areas of expertise.

9. Knows when to take a step back from his/her area of expertise in order to provide a more global perspective that is in the best interest of the organization.

Sp

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COMPETENCY MATRIXCLIENT FOCUS AND CONSULTATION SKILLS

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EAdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

To understand clients’ characteristics andaddress their current and future needs in acreative, effective and satisfactorymanner in order to establish andmaintain a relationship based on trust.

1. Displays a positive attitude toward clients andaddresses them in a welcoming and respectfulmanner.

2. Has thorough knowledge of clients’characteristics in order to anticipate theirneeds.

3. Acts professionally and displays tact,neutrality and diplomacy when dealingwith clients.

4. Quickly clarifies the scope ofhis/her role and any ambiguities inorder to effectively meet clientexpectations.

5. Sets optimal and realistic deadlines with clients and effectively provides the answers or assistancerequired within the established timelines.6. Directs clients to the appropriate service when requests are outside his/her area of responsibility. 7. Ensures consistency in service delivery by referring to established policies and standards, and setshis/her limits accordingly.8. Informs clients of potential difficulties relating to their requests, when appropriate, and suggestssolutions without creating precedents that have undesirable consequences for the organization.9. Recognizes sensitive situations and knows when to involve his/her supervisor regarding potentialrepercussions. 10. Solicits feedback from clients and takes the appropriate action to ensure satisfaction. 11. Provides strategic recommendations and advice to a range of clients based on their objectives.12. Effectively negotiates agreements with clients based on mutual interests, while establishing goodrelations for the future.13. Proposes alternative solutions by taking his/her own needs into account as well as those ofhis/her employees.14. Supports employees in the delivery of products/services that present challenges.15. Establishes quality standards for the delivery of products and services and ensures that they are met.

CLIENT FOCUS AND CONSULTATION SKILLS

Client

Focus andCon

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Skills

COMPETENCY MATRIXANALYTICAL SKILLS

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

ANALYTICAL SKILLS

To identify and process information inorder to draw logical conclusions thatare conducive to effective decisionmaking.

1. Gathers information from suitable and crediblesources, and identifies the elements that arerelevant and necessary to his/her work.

2. Analyzes data and synthesizesinformation in keeping with the context,requirements, issues and what links themtogether.

3. Draws upon his/her past experiencewhen faced with situations thatrequire immediate action.

4. Asks relevant questions tobetter understand the issuessurrounding problems to beresolved.

5. Compiles information and documents his/her actions in a structured manner inorder to establish best practices to which he/she can refer in the performance ofduties.

6. Evaluates the risks and impacts of the solutions he/she proposes in order to selectthe most favourable ones.

7. Thinks several steps ahead and considers relevant factors when deciding the bestcourse of action.

8. Initiates a post-mortem on past experiences and analyzes precedents to proposesolutions.

9. Identifies the causes of problems and develops comprehensive and lasting solutions.

10. Thinks and acts strategically by anticipating the needs and considering theobjectives of the organization and its partners.

Analytic

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COMPETENCY MATRIXORGANIZATIONAL SKILLS

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

ORGANIZATIONAL SKILLS

To coordinate, manage and carry outwork effectively.

1. Carries out his/her duties with accuracy andattention to detail.

2. Identifies and sets priorities in terms ofassigned duties and/or requests.

3. Plans and manages his/her time effectivelyin order to carry out several taskssimultaneously, when necessary, withoutcompromising the work of others.

4. Takes into account environmentalbest practices when carrying outhis/her work.

5. Shows initiative by ensuring thathis/her work progresseseffectively when little or noguidance is provided.

6. Applies work methods that maximize his/her efforts and suggests improvementswhen needed.

7. Ensures the quality of the documents and tools he/she works with, prepares andpresents.

8. Documents and knows the status and progress of his/her tasks.

9. Facilitates access to the information that he/she manages by maintaining effective andcomprehensible systems.

10. Assesses the time required to carry out a task by considering the availableresources, and sets realistic deadlines accordingly.

11. Interacts effectively with suppliers to obtain resources in a timely fashion.

12. Efficiently plans and coordinates activities for which the logistics are part of his/herresponsibilities.

13. Organizes schedules for others, when necessary, in an efficient and realistic manner.

14. Anticipates long-term needs and establishes work plans in order to meet them.

Org

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COMPETENCY MATRIXADAPTABILITY

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

ADAPTABILITY

To be open-minded with regard to changeand to help others understand the needfor it.

1. Displays open-mindedness with regard tochange through his/her words and actions.

2. Maintains his/her effectiveness by adaptingquickly to new or changing priorities,objectives and work environments.

3. Adjusts his/her schedule based onworkload in order to maximizeproductivity and to ensure availability.

4. Identifies the positive aspects ofchange and contributes to theirimplementation.

5. Helps his/her clients, supervisorand colleagues deal with changeby sharing information,knowledge and experience.

6. Recognizes and utilizes opportunities to suggest new practices or procedures inorder to increase effectiveness.

7. Demonstrates flexibility by adapting solutions and methods to suit tasks andindividuals, even if their work habits and approaches are different.

8. Recognizes, seizes and creates opportunities to be innovative.

9. Helps employees deal with change by pointing out the positive aspects, whilerespecting the pace at which they can adapt.

10. Encourages dialogue with employees in order to support them in theimplementation of change.

11. Acts as an agent of change within his/her team, as well as with partners andexternal organizations.

Adaptab

ility

COMPETENCY MATRIXCOMMUNICATION

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

To ensure the effective exchange ofinformation, ideas and opinions in a waythat promotes harmonious relationsand facilitates the achievement ofgoals.

1. Is an active listener and takes the necessarysteps to understand messages properly.

2. Selects the most appropriate means ofcommunication according to the situation.

3. Adapts his/her communication styleto the audience and respects individualand/or cultural differences.

4. Listens empathetically andconsiders different opinions duringconversations with others.

5. Ensures that the appropriate level of information is communicated in a timelymanner.

6. Shows discretion regarding confidential, private or sensitive information.

7. Requests clarification when more information is needed.

8. Communicates with neutrality and impartiality, and refrains from expressing politicalopinions.

9. Conveys messages clearly and in an organized manner to ensure that the meaningand intent are understood.

10. Answers sensitive questions appropriately without compromising himself/herself or the organization.

11. Uses correct grammar and syntax when drafting and verifying documents.

12. Facilitates various types of group activities to achieve predefined objectives.

13. Uses his/her presentation skills in order to obtain support for his/her ideas, in linewith those of the organization.

14. Facilitates discussions on sensitive matters in order to reach agreement.

15. Takes the appropriate measures to facilitate communication between individuals or groups by providing the necessary opportunities and methods.

16. Knows the service’s vision, mission and values and translates them into tangibleterms for his/her employees.

COMMUNICATION

Com

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COMPETENCY MATRIXTEAMWORK AND NETWORKING

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

TEAMWORK AND NETWORKING

To establish and cultivate trustworthyrelationships based on professionalinterests, in order to achieve commonobjectives.

1. Helps to create a healthy work environmentby treating others with respect.

2. Fosters cohesion within work teams bymaking compromises when necessary.

3. Requests assistance from colleagues incarrying out his/her duties when thesituation calls for it.

4. Recognizes colleagues’ expertiseand does not hesitate to draw on it.

5. Voluntarily shares knowledge andexpertise with other members ofthe team.

6. Fully assumes his/her role, understands the roles of others and grasps therelationship between them.

7. Recognizes and utilizes opportunities to offer to help colleagues in carrying out theirduties.

8. Offers constructive feedback to improve the performance of an individual or theteam.

9. Establishes and maintains good relations with internal partners in order to obtaintheir support or cooperation.

10. Seeks out and establishes internal and external contacts in his/her field of work, aswell as in related fields, by sharing useful and pertinent information.

11. Makes sound use of informal channels to obtain and provide the information andassistance needed to attain objectives.

12. Uses strategic alliances to create, recognize and seize opportunities to promoteand raise the profile of House of Commons’ projects in which he/she is involved.

13. Encourages his/her employees to develop partnerships and supports them byproviding opportunities to establish contacts.

14. Recognizes and seizes opportunities to promote the service and increase itsvisibility, in order to pave the way for future partnerships.

Team

workand

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COMPETENCY MATRIXSELF-MANAGEMENT

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

SELF-MANAGEMENT

To possess adequate self-knowledge inorder to master attitudes and emotionsand to behave appropriately based onthe situation.

1. Knows and openly recognizes his/her abilitiesand limitations, and pursues his/her personaldevelopment by taking the appropriatemeasures, including asking for feedback.

2. Is aware of factors that elicit reactionswithin him/her and knows how to managehis/her emotions in order to maintain ahealthy work environment.

3. Is conscious of the reactions thathe/she is likely to elicit in others andchooses a suitable way to minimizenegative reactions, whenappropriate, in order to maintainhis/her level of credibility.

4. Takes ownership of his/her decisions and the consequences of his/her actions withconfidence and honesty, and learns from his/her mistakes so as not to repeat them.

5. Demonstrates good judgment, openness and confidence with regard to his/herdecisions and actions, in order to justify them in a satisfactory manner.

Self-m

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COMPETENCY MATRIXVISION AND STRATEGY

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

To envisage opportunities and provide thedirection needed to ensure that planningand implementation are aligned withthe priorities of the House ofCommons and its partners.

1. Demonstrates a commitment to theinstitution by conveying and sharing theestablished mandate.

2. Initiates and encourages dialogue withemployees and colleagues on themission, vision, values and strategy inorder to ensure consistency amongthe various units.

3. Acts as a champion for programsthat he/she manages in order tobest represent the organization.

4. Contributes to formulating the vision and mandate by sharing ideas on futuredirections and by acting as a leader in his/her area of expertise.

5. Anticipates major issues that have an impact on the services being provided in orderto adjust the direction to be given to employees.

6. Uses the vision as a common objective to create among employees a sense ofbelonging to their team and their organization.

7. Helps his/her employees determine what role their respective teams can play inachieving the vision.

VISION AND STRATEGY

Vision and

Strategy

COMPETENCY MATRIXLEADING TEAMS

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

To provide the direction and supportneeded to create and maintain a healthywork environment.

1. Assigns responsibilities to team membersaccording to their abilities and availability, takinginto account operational needs.

2. Clearly communicates his/herexpectations with regard to teammembers’ roles and responsibilities.

3. Provides direction to employeesaccording to their needs while givingthem the necessary independence todo their work.

4. Openly recognizes the work ofemployees, as well as theircontribution to the team.

5. Distinguishes circumstances that require immediate action from those that requirestepping back, and deals with conflicts directly and tactfully so that they do not escalateover time or due to a lack of intervention.

6. Recognizes or creates suitable opportunities to promote team spirit and a healthyand stimulating workplace.

7. Conveys and demonstrates his/her availability with regard to employees.

8. Supports employees who are going through difficult times and refers them toappropriate help as required.

9. Encourages teamwork and cooperation.

10. Recognizes the importance of employees’ work-life balance.

11. Takes reasonable and necessary precautions to ensure a safe work environment forhis/her employees.

12. Addresses workplace conflict in a timely manner and fosters proactive conflictresolution.

LEADING TEAMS

Lead

ingTeams

COMPETENCY MATRIXEFFECTIVE MANAGEMENT

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Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

To achieve and be accountable fororganizational results by planning,organizing, implementing andevaluating materiel, financial andhuman resources, in accordance withenvironmental best practices.

1. Develops action plans and objectives thatare aligned with the mission, vision, valuesand priorities of the Service.

2. Monitors progress according to a planor a budget, anticipates potential pitfallsand prepares contingency plans inorder to mitigate risks.

3. Plans, organizes and assignsavailable resources, in a flexiblemanner, in order to promotework efficiency and effectiveness.

4. Reconciles objectives with the availability of resources and adjusts work plansaccordingly.

5. Negotiates optimal and realistic service delivery methods and time frames andproposes alternatives, when necessary.

6. Participates in developing service agreements and/or contracts with internal andexternal partners so as to ensure service quality and effectiveness and to protect theinterests of all parties.

7. Analyzes results and develops innovative strategies in order to improve futureperformance.

8. Draws on the expertise of his/her subordinates in order to obtain an accurateoverview of the situation, and allocates the right resources to the right places.

9. Demonstrates ongoing concern for accountability with respect to the managementof funds.

EFFECTIVE MANAGEMENT

Effecti

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COMPETENCY MATRIXDEVELOPING EMPLOYEES

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Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

To provide the means and resourcesnecessary for the development ofcompetencies and to foster a climatethat is conducive to learning.

1. Accurately identifies strengths and areasneeding development in his/her employees.

2. Coaches employees, by sharing his/herexpertise, in order to develop theircompetencies.

3. Gives employees timely, specific andaccurate feedback in order to reinforcepositive behaviours and minimizeineffective behaviours.

4. Encourages employees to plantheir careers and supports them intheir efforts by providing thecoaching, realistic learning, anddevelopmental opportunities toassist them.

5. Provides regular follow-up on employee development and actively encouragesdialogue on this subject.

6. Assigns responsibilities and provides new challenges when possible, according toemployees’ skills, aptitudes and interests.

7. Establishes a continuous learning culture by turning challenges into developmentopportunities in order to foster employee autonomy.

8. Encourages initiative in order to foster an environment that is conducive to learningand motivation.

9. Provides opportunities for employees to increase their visibility.

DEVELOPING EMPLOYEES

Develo

pingEm

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COMPETENCY MATRIXTEACHING A SECOND LANGUAGE

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AdministrativeSupport Officers 1-7 1-4 1-9 1-5 1-12 1-7 1-11 1-9 1-5 - - - - -

Specialized Support 1-8 1-6 1-10 1-6 1-12 1-7 1-11 1-11 1-5 - - - - -

Advisors 1-9 1-7 1-10 1-7 1-11 1-7 1-11 1-11 1-5 - - - - -

Teachers 1-9 - 1-11 1-7 1-10 1-7 1-13 1-11 1-5 - - - - 1-10

Senior Advisors 1-10 1-8 1-12 1-8 1-10 1-8 1-14 1-12 1-5 1-4 - - - -

Supervisors 1-10 1-8 1-14 1-9 1-14 1-9 1-16 1-13 1-5 1-7 1-12 1-5 1-6 -

Managers 1-10 1-9 1-15 1-10 1-14 1-11 1-16 1-14 1-5 1-7 1-12 1-9 1-9 -

To apply appropriate language teachingknowledge and techniques.

1. Demonstrates extensive knowledge of thelanguage being taught, in order to be able toexplain its complexities.

2. Based on his/her understanding of thelearner’s preferred official language, is able toidentify typical errors and subtleties ofmeaning linked to the learning of thesecond language.

3. Presents the learning materialeffectively by using an up-to-date andvaried repertoire of teaching methodsand exercises adapted to differentlearning styles.

4. Recognizes and identifies theparticular challenges of eachlearner’s learning styles and adaptsteaching methods accordingly.

5. Takes the requirements of the language skills assessment process into considerationwhen developing learning objectives.

6. Uses the specific tools for his/her work effectively while continuing to explore theuse of new technological tools, approaches and methods.

7. Demonstrates the ability to manage group dynamics by directing the conversation sothat it is productive and motivating for all learners.

8. Creates and maintains a healthy, judgment-free learning atmosphere that encouragesparticipation.

9. Adheres to and applies standards and best practices related to his/her field ofexpertise.

10. Provides advice and direction within his/her field of expertise.

TEACHING A SECOND LANGUAGE

Second

Langu

ageTe

aching a