实用文档Competency Dictionary.docx

实用文档Competency Dictionary.docx

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实用文档CompetencyDictionary

ManagementCompetencyDictionary

TableofContents

∙Introduction 

∙ManagementCompetencyMatrix

ProblemSolvingCluster

Competenciesinthiscluster:

∙ConceptualThinking

∙InnovativeThinking

∙StrategicOrientation

InterpersonalInfluenceCluster 

 Competenciesinthiscluster:

∙ImpactandInfluence

∙Listening,UnderstandingandResponding（core）

∙Networking（core）

∙Teamwork（core）

LeadershipCluster

Competenciesinthiscluster:

∙ChangeLeadership

∙SharingResponsibility（core）

∙HoldingPeopleAccountable（core）

∙Team Leadership（core）

PersonalandCorporateEffectivenessCluster

Competenciesinthiscluster:

∙ResultsOrientation（core）

∙CommitmenttoLearning

∙ClientServiceOrientation（core）

∙ConcernforPoliticalImpact

∙Flexibility

∙OrganizationalAwareness

∙PlanningandInitiative 

Introduction

     ManagementCompetencyDictionary

TheManagementCompetencyDictionaryprovidesadetaileddescriptionofthebehaviouralcompetencies,theirassociatedmeasurementscalesandthetargetlevelsforhighperformanceassociatedwitheachofthemanagementroleswithintheSaskatchewanPublicService.

Acompetencyisanyknowledge,skill,orpersonalattributewhichenablesapersontodeliversuccessfulperformance.Inotherwords,competenciesareawaytoidentifywhatitmeanstobeasuperiorperformerwithinanorganization.

Therearetwotypesofcompetencies;behaviouralandtechnicalcompetencies.Whileeachisimportant,behaviouralcompetenciesmostoftendifferentiatesuperiorperformance.

Foreachbehaviouralcompetency,thereisadescriptionordefinitionofwhatitmeansandascaleofbehavioursassociatedwithitcalledacompetencymeasurementscale.Thebehaviouralscaleassociatedwithaspecificcompetencydefinesvariouslevelsofperformanceforthatcompetency.Theselevelsrepresentthenoticeabledifferencesinperformancethatcanbeobservedandmeasured.Thescalesarenumberedinascendingorder（fromthreetosixlevels,dependingonthecompetency）witheachlevelbeingmoredifficulttoperformthanthepreviouslevel.Thelevelsarereferredtoastargetlevelsandthereisabehaviouraldescriptionillustratingthelevelofperformanceforeach.

Thecompetenciesareorganizedintofourclusters:

ProblemSolving,Leadership,InterpersonalInfluence,andPersonalandCorporateEffectiveness.Thereareeightcorecompetencieswhichareassociatedwithallmanagementrolesaswellastencompetencieswhichdifferentiatebetweenthevariousmanagementroles.

Inadditiontothisdictionary,behaviouralcompetencyprofilesareavailableforeachmanagementrole.

ManagementCompetencyMatrix  

X=

Competencyincludedincompetencyprofile   

ShadingonChart=

CoreCompetencies

   DeputyMinister

Associate/AssistantDeputyMinister

ExecutiveDirector/Director/SeniorManager

Manager

 Competency

Profile

Target

Level

Profile

Target

Level

Profile

Target

Level

Profile

TargetLevel

 ProblemSolvingCluster

  ConceptualThinking

X

5

X

3

  InnovativeThinking

X

5

  StrategicOrientation

X

5

X

4

 LeadershipCluster  

  ChangeLeadership

X

5

  SharingResponsibility

X

4

X

4

X

3

X

2

  HoldingPeopleAccountable

X

3

X

3

X

3

X

3

  TeamLeadership

X

5

X

4

X

4

X

3

Interpersonal      InfluenceCluster

  ImpactandInfluence

X

4

X

3

  Listening,UnderstandingandResponding

X

5

X

5

X

4

X

3

  Networking

X

4

X

3

X

3

X

2

  Teamwork

X

5

 X

5

X

5

x

5

PersonalandCorporateEffectivenessCluster

  ResultsOrientation

X

4

X

4

X

3

X

3

  CommitmenttoLearning

X

3

  ClientServiceOrientation 

X

4

X

4

X

3

X

2

  ConcernforPoliticalImpact

X

5

X

4

  Flexibility

X

3

X

2

  OrganizationalAwareness

X

5

  PlanningandInitiative

X

5

X

4

ProblemSolvingCluster

BacktoMainContents

Competenciesinthiscluster:

∙ConceptualThinking 

∙InnovativeThinking

∙StrategicOrientation

ConceptualThinking（ProblemSolvingCluster）

 BacktoMainContents

BacktoClusterContents

ConceptualThinking:

Understandsasituationorproblembyidentifyingpatternsorconnectionsandaddressingkeyunderlyingissues.Conceptualthinkingincludesorganizingthepartsofanissueorsituationinasystematicway.

TargetLevels:

1.SeesBasicRelationships:

Linkspartsofaproblemtoabroadersetofissuesorrelationships.Seespatternsortrendswhenlookingatinformation.

2.SeesMultipleRelationships:

Analyzesrelationshipsamongseveralpartsofanissueorsituation.Usesmultipleassociationsofeventsandappliesconceptsfromotherfieldswhenanalyzingeventsorsituations.

3.ClarifiesComplexDataorSituations:

Usesalternativewaysoflookingatissuesorproblemsandlinkingcomplexinformationtoasolution.Analyzes,plansandintegratesconceptsintoastructuredandrationalprocess.Makescomplexideasorsituationsclear,simpleand/orunderstandable.Assemblesideas,issuesandobservationsintoclearandusefulexplanationsandsolutions.

4.AppliesComplexConceptsInAreaofResponsibility:

Adaptsandappliesconceptsinnewwaysthatimprovethedeliveryofinformationandprogramsinsupportofdepartmentalpriorities.Identifiesseveralsolutionsandweighsthevalueofeachinmovingtheworkofthedepartmentforward.

5.CreatesNewConceptsThatAdvancetheDepartmentalPriorities:

Createsandappliesconceptsthatarenewanddifferenttoadvancedepartmentaldirection.Demonstratesleadershipinthinkingandintegratingeffortswithstakeholdersinternallyandexternallythatclearlyinfluencesprogrammanagement.

Definition:

ConceptualThinkingistheabilitytounderstandasituationorproblembyidentifyingpatternsorconnectionsandaddressingkeyunderlyingissues.ConceptualThinkingincludesorganizingthepartsofanissueorsituationinasystematicway.

ThisMeans...

ThisDoesn’tMean...

∙Lookingforthecommonfactorsindifferentsituationsandusing/modifyingpreviouslysuccessfulapproachestomeettheuniqueneedsofthesituation.

∙"reinventingthewheel"witheverysituationandoverlookingcommonsourcesofdifficulty,tofocusonthepeculiaritiesofeachsituation.

∙identifyingkeyfactorsinacomplexproblem,associatingseeminglyunrelatedinformationinordertoanalyzeasituationandsimplifyitfortheeyesofothers

∙tryingtopositioneverycomplexdetailforyouraudiencewithoutgivingthemthe‘bigpicture’

∙integratingandapplyingdifferentideasandapproachestoaccomplishagoal

∙tryingtoforce-fitstandardapproacheswithoutconsideringalternatives

∙comingupwithanewordifferentwayofdescribingorexplainingasituationoropportunity

∙usingthesameideasorconceptstodescribeorexplainadifferentsituationoropportunity

∙respondingtochangesorconstraintsbyformulatingnewconceptsorapproaches

∙assumingthatchangesorconstraintsareinevitableandthatthedepartmentwilladapt

DevelopmentalActivities（Level1-2）

Keepalogofsituationsatworkforwhichyoudidnothaveasolution.

∙Writedownindetailthenatureofthesituationandyourthoughtsaboutit.

∙Reviewthelog,considerwhatyouthoughtatthetime,andwhatyouthinknowasyoureconsiderthesituation.Whatarethesimilarities,differencesinyourthoughtpattern?

∙Writedownalternativecoursesofactionthatcouldhavebenefitedthesituation.

∙Makeuseoftheseactionsinsimilarcircumstances.

Talktootherstogettheirideasonissues,situations,problems,potentialopportunities.

∙Getanotherperson’sperspective.

∙Talkingthroughaproblemorsituationisagoodtechniqueforstimulatingthoughtanddevelopinginsight.Gettinganotherviewpointaddsmoreideasandenergy.

Makealistofcommonreferralopportunitiesamongyourstakeholders/manager.

∙Reviewthe"types"ofstakeholdersandhowbesttodealwiththem.

∙Askyourcolleaguesinotherbranchesofgovernmentfortheirinputonthereferralopportunities.Askquestions.Youwanttogaininsightintohowsomeoneelseseesthesituation.

∙Incorporatethesepointsofviewintoyourownmethodofaddressingtheseissues.

Identifytheleaderswhosetstrategyforthedivision;understandtheirstrategyinordertohelpyoudevelopyourownstrategyforworking.

∙Meetwithyourmanagertodiscusshowyouwillmeetwiththeleadersoftheothergovernmentbranches.

∙Spendaweekgatheringdata,observingpatterns,creatinghypotheses,andsummarizingthemes.

∙Summarizeobservationsintoasuccinctpresentation.

∙Trytoapplytheseobservationsintoyourownwayofsettingstrategiesinyourareaofresponsibility.

DevelopmentalActivities（Level3-4）

Buildtherequirementformorelateralthinkingintoyourdailyroutine.

∙Identifyasetofcriteriaforaroutineissueoragendaitemthatyouregularlyencounter;forexample,asetbudget,agiventimelineforcommunicatingwithyourteam,aspecificdurationforanactivity,etc.

∙Generateasmanyalternativesaspossibletoaddresstheissueoragendaitem.

∙Evaluatethese