OVERVIEW

A competency is a set of defined behaviors that provide a

structured guide enabling the identification, evaluation and
development of the behaviors in individual employees.
Competence is a combination of knowledge, skills and
attitude used to improve performance; or as the state or
quality of being adequately or well qualified, having the ability
to perform a specific role.

BEHAVIOURAL
COMPETENCY
Prepared By

Aju Mary Raju

 COMPETENCY FRAMEWORK

Adaptability
Adaptability is a sought-after job skill as employers increasingly rely on flexible job descriptions and
rotate employees into different roles. Your ability to adapt to changing situations and expectations
makes you more valuable to a current or prospective employer.

I. EXECUTIVE LEVEL 1

 Recognizes how change will affect work.

 Accepts that things will change.
 Seeks clarification when faced with ambiguity or uncertainty.
 Demonstrates willingness to try new approaches.
 Suspends judgment; thinks before acting.
 Acknowledges the value of others’ contributions regardless of how they are presented.

II. MID LEVEL MANAGEMENT LEVEL 2

 Adapts one’s work to a situation.

 Adapts personal approach to meet the needs of different or new situations.
 Seeks guidance in adapting behavior to the needs of a new or different situation.

III. SENIOR MANAGER LEVEL 3

 Adapts to a variety of changes.

 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.

IV. GM/VP/HOD LEVEL 4

 Adapts to large, complex and/or frequent changes

 Publicly supports and adapts to major/fundamental changes that show promise of
improving established ways of operating.
 Seeks opportunities for change in order to achieve improvement in work processes,
systems, etc.
 Maintains composure and shows self-control in the face of challenges and change.

V. SV/CXO/PE LEVEL 5
  Adapts organizational strategies.
 Anticipates change and makes large or long-term adaptations in organization in response
to the needs of the situation.
 Performs effectively amidst continuous change, ambiguity and, at times, apparent chaos.
 Shifts readily between dealing with macro-strategic issues and critical details.

Continuous Learning
Having self-awareness, or knowing our strengths and weaknesses, is the first step in improving our
chances for career and personal success. Once we are aware (self-aware) of our weaknesses, we can
better choose areas in which we would like to learn. For example, if Anton knows he isn’t very good
at giving presentations, being able to recognize this is self-awareness.

I. EXECUTIVE LEVEL 1

 Assesses and monitors oneself to maintain personal effectiveness.

 Continually self-assesses and seeks feedback from others to identify strengths and
weaknesses and ways of improving.
 Pursues learning opportunities and ongoing development.

II. MID LEVEL MANAGEMENT LEVEL 2

 Seeks to improve personal effectiveness in current situation.

 Tries new approaches to maximize learning in current situation.
 Takes advantage of learning opportunities (e.g., courses, observation of others,
assignments, etc.).
 Integrates new learning into work methods.

III. SENIOR MANAGER LEVEL 3

 Seeks learning opportunities beyond current requirements.

 Sets challenging goals and standards of excellence for self in view of growth beyond
current job.
 Actively pursues self-development on an ongoing basis (technically and personally).
 Pursues assignments designed to challenge abilities.

IV. GM/VP/HOD LEVEL 4

 Aligns personal development with objectives of organization.

 Designs personal learning objectives based on evolving needs of the portfolio or business
unit.
 Uses organizational change as an opportunity to develop new skills and knowledge.
 V. SV/CXO/PE LEVEL 5

 Aligns personal learning with anticipated change in organizational strategy.

 Identifies future competencies and expertise required by the organization and develops and
pursues learning plans accordingly.
 Continuously scans the environment to keep abreast of emerging developments in the
broader work context.

Communication
It refers to people's tendency to express feelings, needs, and thoughts by means of indirect messages
and behavioral impacts. It can be argued that much of our communication is, in fact, non-verbal.

I. EXECUTIVE LEVEL 1

 Presents and shares information and facts in a logical, timely, clear and coherent manner.
 Provides the information necessary for understanding and making effective decisions.
 Supports position with relevant data, information, examples, etc., as required.
 Actively listens (e.g. builds rapport, considers other viewpoints and takes appropriate
action).
 Demonstrates cultural sensitivity when communicating.
 Treats confidential information appropriately.

II. MID LEVEL MANAGEMENT LEVEL 2

 Considers others' perspective when presenting arguments (e.g. presents mutual benefits).
 Anticipates and plans for reactions of others and tailors communication approach to the
needs of the intended audience.
 Conveys an understanding of, and responds appropriately to, the comments and questions
of others.
 Communicates in a tactful and sensitive way, e.g. by taking into consideration a person's
background, expertise and needs.
 Knows which questions to ask, how to ask them to gain clarification, and whom to ask.

III. SENIOR MANAGER LEVEL 3

 Deals effectively with a broad range of individuals and audiences and in a variety of
contexts.
 Quickly and easily reads the environment and cues from others to assess when and how to
change track or planned approach.
 Positions communication to achieve the desired results.
 Clarifies common ground between opposing points of view to advance cooperation.
 Influences others' perceptions, using consensus building, consultations and negotiations.
 IV. GM/VP/HOD LEVEL 4

 Articulates and communicates key positions of the organization in order to influence

direction.
 Uses communication strategies to develop partnerships or to obtain buy-in from others.
 Articulates and positions messages strategically and succinctly to stakeholder groups.
 Anticipates and articulates the future vision in ways that are clear and relevant.
 Creates an environment of open and effective communication with clarity, tact and
diplomacy.

V. SV/CXO/PE LEVEL 5

 Communicates strategically.
 Communicates strategically to achieve specific objectives (e.g., considering such aspects
as the optimal message to present, timing and forum of communication).
 Identifies and interprets departmental policies and procedures for superiors, subordinates
and peers.
 Acknowledges success and the need for improvement.

Organizational and Environmental Awareness

Understanding the workings, structure and culture of the organization as well as the political, social
and economic climate in which the organization operates.

I. EXECUTIVE LEVEL 1

 Recognizes and uses formal structure, rules or processes to accomplish work.

 Demonstrates understanding of the general environment within which the program
operates.

II. MID LEVEL MANAGEMENT LEVEL 2

 Has a good understanding of the unwritten and informal structure, culture and rules.
 Effectively uses both formal and informal channels, including networking, for acquiring
information, assistance and accomplishing work goals.
 Quickly adapts to varying cultures and circumstances.
 Is aware of events external to NRC that impact on the organization.

III. SENIOR MANAGER LEVEL 3

 Anticipates issues, challenges and outcomes and effectively operates to best position for
the program.
 Demonstrates an understanding of NRC's vision when providing advice on directions.
  Uses an understanding of issues and culture to anticipate impacts and to develop strategy
and positions.

IV. GM/VP/HOD LEVEL 4

 Demonstrates broad understanding of political, social and economic context within which
NRC operates.
 Operates successfully in a variety of social, political and cultural milieu.
 Uses broad understanding of political, social and economic context to provide advice on
NRC future directions.
 Seeks to change organizational culture and practices to improve the success of the
organization.

V. SV/CXO/PE LEVEL 5

 Operates effectively in a broad spectrum of political, cultural and social milieu.

 Demonstrates broad understanding of social and economic context within which the
organization operates.
 Understands and anticipates the potential trends of the political environment and the
impact these might have on the organization.
 Operates successfully in a variety of social, political and cultural environments.
 Uses organizational culture as a means to influence and lead the organization.

Creative Thinking
Questioning conventional approaches, exploring alternatives and responding to challenges with
innovative solutions or services, using intuition, experimentation and fresh perspectives.

I. EXECUTIVE LEVEL 1

 Acknowledges the need for new approaches.

 Is open to new ideas.
 Questions the conventional approach and seeks alternatives.
 Recognizes when a new approach is needed; integrates new information quickly while
considering different options.

II. MID LEVEL MANAGEMENT LEVEL 2

 Modifies current approaches.

 Analyzes strengths and weaknesses of current approaches.
 Modifies and adapts current methods and approaches to better meet needs.
 Identifies alternate solutions based on precedent.
 Identifies an optimal solution after weighing the advantages and disadvantages of
alternative approaches.
 III. SENIOR MANAGER LEVEL 3

 Introduces new approaches.

 Searches for ideas or solutions that have worked in other environments and applies them
to the organization.
 Uses existing solutions in innovative ways to solve problems.
 Sees long-term consequences of potential solutions.

IV. GM/VP/HOD LEVEL 4

 Creates new concepts.

 Integrates and synthesizes relevant concepts into a new solution for which there is no
previous experience.
 Creates new models and methods for the organization.
 Identifies flexible and adaptable solutions while still recognizing professional and
organizational standards.

V. SV/CXO/PE LEVEL 5

 Nurtures creativity.
 Develops an environment that nurtures creative thinking, questioning and experimentation.
 Encourages challenges to conventional approaches.
 Sponsors experimentation to maximize potential for innovation.

Networking / Relationship Building

Building and actively maintaining working relationships and/or networks of contacts to further the
organization’s goals.

I. EXECUTIVE LEVEL 1

 Accesses existing networks to remain current with trends and developments.

 Seeks opportunities to exchange knowledge, by actively participating in meetings,
committees, etc.
 Seeks out the expertise of others and develops relationships with them.

II. MID LEVEL MANAGEMENT LEVEL 2

 Nurtures and develops key contacts (colleagues, team members, industry contacts, etc.) to
access needed information.
  Seeks out opportunities to make presentations, participate on committees, etc. to increase
the group's exposure within relevant business areas.
 Uses networks to understand the general direction of their field of work.
 Makes effective contributions to networks.

III. SENIOR MANAGER LEVEL 3

 Creates and facilitates forums for developing new alliances and formal or informal
networks.
 Promotes successes, creating an awareness of the strengths of people and best practices.
 Uses networks to promote and create opportunities for NRC.
 Encourages others to build networks and provides opportunities for them to do so.
 Brings informal teams of internal/external stakeholders together to address issues/needs.

IV. GM/VP/HOD LEVEL 4

 Strategically expands networks.

 Builds networks with parties that can enable the achievement of the organization’s
strategy.
 Brings informal teams of experts together to address issues/needs, share information and
resolve differences, as required.
 Uses knowledge of the formal or informal structure and the culture to further strategic
objectives.

V. SV/CXO/PE LEVEL 5

 Creates networking opportunities

 Creates and facilitates forums to develop new alliances and formal networks.
 Identifies areas to build strategic relationships.
 Contacts senior officials to identify potential areas of mutual, long-term interest.

Conflict Management
Preventing, managing and/or resolving conflicts.

I. EXECUTIVE LEVEL 1

 Identifies conflict.
 Recognizes that there is a conflict between two or more parties.
 Brings conflict to the attention of the appropriate individual(s).

II. MID LEVEL MANAGEMENT LEVEL 2

 Addresses existing conflict.

 Listens to differing points of view and emphasizes points of agreement as a starting point
to resolving differences.
  Openly identifies shared areas of interest in a respectful and timely manner.

III. SENIOR MANAGER LEVEL 3

 Anticipates and addresses sources of potential conflict.

 Anticipates and takes action to avoid/reduce potential conflict (e.g., by encouraging and
supporting the various parties to get together and attempt to address the issues
themselves).
 Refocuses teams on the work and end-goals, and away from personality issues.

IV. GM/VP/HOD LEVEL 4

 Introduces strategies for resolving existing and potential conflict.

 Provides consultation to or obtains consultation / mediation for those who share few
common interests and who are having a significant disagreement.
 Introduces innovative strategies for effectively dealing with conflict (e.g., mediation,
collaborative and "mutual gains" strategies).

V. SV/CXO/PE LEVEL 5

 Creates an environment where conflict is resolved appropriately.

 Creates a conflict-resolving environment by anticipating and addressing areas where
potential misunderstanding and disruptive conflict could emerge.
 Models constructive approaches to deal with opposing views when personally challenging
the status quo and when encouraging others to do so as well.

Stewardship of Resources
Demonstrates integrity, accountability and efficient stewardship of University resources in a manner
consistent with UC policies including the UC Standards of Ethical Conduct and safety policies.

I. EXECUTIVE LEVEL 1

 Uses resources effectively.

 Protects and uses resources and assets in a conscientious and effective manner.
 Identifies wasteful practices and opportunities for optimizing resource use.

II. MID LEVEL MANAGEMENT LEVEL 2

 Ensures effective use of resources.

 Monitors and ensures the efficient and appropriate use of resources and assets.
 Explores ways of leveraging funds to expand program effectiveness.
 III. SENIOR MANAGER LEVEL 3

 Controls resource use

 Allocates and controls resources and assets within own area.

 Implements ways of more effectively utilizing resources and assets.

 Assigns and communicates roles and accountabilities to maximize team effectiveness;
manages workload.

IV. GM/VP/HOD LEVEL 4

 Implements systems to ensure stewardship of resources.

 Identifies gaps in resources that impact on the organization’s effectiveness.
 Develops strategies to address resource gaps/issues.
 Ensures alignment of authority, responsibility and accountability with organizational
objectives.
 Ensures that information and knowledge sharing is integrated into all programs and
processes.
 Acts on audit, evaluation and other objective project team performance information.

V. SV/CXO/PE LEVEL 5

 Ensures strategic stewardship of resources.

 Directs resources to those areas where they will most effectively contribute to long-term
goals.
 Sets overall direction for how resources and assets are to be used in order to achieve the
vision and values.
 Institutes organization-wide mechanisms and processes to promote and support resource
management.

Risk Management
Identifying, assessing and managing risk while striving to attain objectives

I. EXECUTIVE LEVEL 1

 Identifies possible risks.

 Describes risk factors related to a situation/activity.
 Uses past experience and best practices to identify underlying issues, potential problems
and risks.
 Plans for contingencies.
 Identifies possible cause-effect relationships.

II. MID LEVEL MANAGEMENT LEVEL 2

  Takes calculated risks.
 Takes calculated risks with minor, but non-trivial, consequences of error (e.g., risks
involving potential loss of some time or money but which can be rectified).
 Makes decisions based on risk analysis.
 Makes decisions in the absence of complete information.

III. SENIOR MANAGER LEVEL 3

 Personally takes significant risks.

 Personally takes calculated risks with significant consequences (e.g., significant loss of
time or money) but which can be rectified.
 Anticipates the risks involved in taking action.
 Identifies possible scenarios regarding outcomes of various options for action.
 Conducts ongoing risk analysis, looking ahead for contingent liabilities and opportunities
and astutely identifying the risks involved.

IV. GM/VP/HOD LEVEL 4

 Designs strategies for dealing with high-risk initiatives.

 Implements initiatives with high potential for pay-off to the organization, where errors
cannot be rectified, or only rectified at significant cost.
 Conducts risk assessment when identifying or recommending strategic and tactical
options.
 Encourages responsible risk taking, recognizing that every risk will not pay off.

V. SV/CXO/PE LEVEL 5

 Provides organizational guidance on risk.

 Provides a supportive environment for responsible risk taking (e.g., by supporting
decisions of others).
 Oversees the development of guidelines, principles and approaches to assist decision-
making when risk is a factor.
 Provides guidance on the organizational tolerance for risk.
 Develops broad strategies that reflect in-depth understanding and assessment of
operational, organizational, and political realities and risks.

Stress Management
Maintaining effectiveness in the face of stress.

I. EXECUTIVE LEVEL 1

 Works in low level stress situations

 Keeps functioning effectively during periods of on-going low intensity stress.
  Maintains focus during situations involving limited stress.
 Seeks to balance work responsibilities and personal life responsibilities.

II. MID LEVEL MANAGEMENT LEVEL 2

 Adjusts to temporary peaks in stress levels

 Maintains composure when dealing with short but intense stressful situations.
 Understands personal stressors and takes steps to limit their impact.
 Keeps issues and situations in perspective and reacts appropriately (e.g., does not
overreact to situations, what others say, etc.).

III. SENIOR MANAGER LEVEL 3

 Adapts to prolonged stress

 Effectively withstands the effects of prolonged exposure to one or few stressors by
modifying work methods.
 Maintains sound judgment and decision making despite on-going stressful situations.
 Controls strong emotions or other stressful responses and takes action to respond
constructively to the source of the problem.

IV. GM/VP/HOD LEVEL 4

 Employs stress management strategies

 Develops and applies stress reduction strategies to cope with long exposure to numerous
stressors or stressful situations.
 Recognizes personal limits for workload and negotiates adjustments to minimize the
effects of stress, while still ensuring appropriate levels of productivity.
 Controls own emotions and calms others in stressful situations.

V. SV/CXO/PE LEVEL 5

 Deals with stress affecting the organization

 Demonstrates behaviors that help others remain calm, yet focused and energized during
periods of extreme stress affecting the organization.
 Maintains composure and shows self-control in the face of significant challenge facing the
organization.
 Suspends judgment; thinks before acting.
 Identifies and consistently models ways of releasing or limiting stress within the
organization.

Influence
Gaining support from and convincing others to advance the objectives of the organization.

I. EXECUTIVE LEVEL 1
  Uses facts and available information to persuade
 Uses appeals to reason, data, facts and figures.
 Uses concrete examples, visual aids and demonstrations to make a point.
 Describes the potential impact of own actions on others and how it will affect their
perception of self.

II. MID LEVEL MANAGEMENT LEVEL 2

 Adapts rationale to influence others

 Anticipates the effect of one’s approach or chosen rationale on the emotions and
sensitivities of others.
 Adapts discussions and presentations to appeal to the needs or interests of others.
 Uses the process of give-and-take to gain support.
 Builds relationships through fair, honest and consistent behavior.

III. SENIOR MANAGER LEVEL 3

 Demonstrates the benefit of ideas

 Builds on successful initiatives and best practices internal and external to the organization
to gain acceptance for ideas.
 Presents pros and cons and detailed analyses to emphasize the value of an idea.
 Persuades others by drawing from experience and presenting multiple arguments in order
to support a position.

IV. GM/VP/HOD LEVEL 4

 Builds coalitions, strategic relationships and networks

 Assembles coalitions, builds behind-the-scenes support for ideas and initiatives.
 Develops an extensive network of contacts.
 Uses group process skills to lead or direct a group.

V. SV/CXO/PE LEVEL 5

 Designs complex influence strategies

 Designs strategies that position and promote ideas and concepts to stakeholders.
 Uses indirect strategies to persuade, such as establishing alliances, using experts or third
parties.
 Gains support by capitalizing on understanding of political forces affecting the
organization.

Initiative
Anticipating and dealing with problems and issues in a persistent manner, seizing opportunities that
arise and going beyond what is expected.

I. EXECUTIVE LEVEL 1
  Accepts challenges and persists in finding solutions.
 Takes responsibility to get things done without waiting for others to initiate action.
 Responds to issues and/or brings concerns forward rather than waiting for them to be
discovered by someone else.

II. MID LEVEL MANAGEMENT LEVEL 2

 Constantly looks for new opportunities and seizes them when they arise.
 Considers ideas from a variety of sources in order to solve problems.
 Remains flexible to find alternate ways around obstacles/barriers to achieve goals.
 Takes calculated risks to achieve goals/outcomes.
 Perseveres in seeking solutions despite obstacles.
 Offers technical help and expertise to resolve problems.
 Plans ahead to address future requirements without being asked.

III. SENIOR MANAGER LEVEL 3

 Anticipates and responds in a proactive manner to future needs (of internal or external
clients or groups) that may not be obvious to others.
 Exceeds job expectations to contribute to the NRC objectives.
 Coaches, supports and encourages others to test their limits.
 Seeks to maintain an awareness of issues, even those not directly related to their job.
 Actively acquires new skills in order that they can contribute more effectively or in new
ways.

IV. GM/VP/HOD LEVEL 4

 Looks to the future

 Takes action to avoid or minimize potential problems or maximize potential opportunities
in the future by drawing on extensive personal experience.
 Defines and addresses high-level challenges that have the potential to advance the state-of-
the art in an area.
 Starts and carries through on new projects.

V. SV/CXO/PE LEVEL 5

 Encourages initiative in others

 Fosters an environment that anticipates and acts upon potential threats and/or
opportunities.
 Coaches others to spontaneously recognize and appropriately act on upcoming
opportunities.
 Gets others involved in supporting efforts and initiatives.

Team Leadership
Leading and supporting a team to achieve results.

I. EXECUTIVE LEVEL 1

 Keeps the team informed

 Ensures that team members have the necessary information to operate effectively.
 Establishes the direction/goal(s) for the team.
 Let’s team members affected by a decision know exactly what is happening and gives a
clear rationale for the decision.
 Sets an example for team members (e.g., respect of others’ views, team loyalty,
cooperating with others).

II. MID LEVEL MANAGEMENT LEVEL 2

 Ensures the needs of the team and of members are met

 Makes sure the practical needs of the team and team members are met.
 Makes decisions by taking into account the differences among team members, and overall
team requirements and objectives.
 Ensures that the team’s tasks are completed.
 Accepts responsibility for the team’s actions and results.

III. SENIOR MANAGER LEVEL 3

 Ensures team member input.

 Values and encourages others’ input and suggestions.
 Stimulates constructive discussion of different points of view, focusing on the
organization’s strategic objectives, vision or values.
 Builds cooperation, loyalty and helps achieve consensus.
 Provides constructive feedback and recognizes all contributions.
 Ensures the respective strengths of team members are used in order to achieve the team’s
overall objectives.

IV. GM/VP/HOD LEVEL 4

 Empowers the team.

 Communicates team successes and organization-wide contribution to other organizational
members.
 Encourages the team to promote their work throughout the organization.
 Establishes the team’s credibility with internal and external stakeholders.

V. SV/CXO/PE LEVEL 5

 Inspires team members.

 Builds the commitment of the team to the organization’s mission, goals and values.
 Aligns team objectives and priorities with the broader objectives of the organization.
 Ensures that appropriate linkages/partnerships between teams are maintained.
  Creates an environment where team members consistently push to improve team
performance and productivity.

Change Leadership
Managing, leading and enabling the process of change and transition while helping others deal with
their effects.

I. EXECUTIVE LEVEL 1

 Makes others aware of change.

 Identifies and accepts the need and processes for change.
 Explains the process, implications and rationale for change to those affected by it.
 Invites discussion of views on the change.

II. MID LEVEL MANAGEMENT LEVEL 2

 Underscores the positive nature of change.

 Promotes the advantages of change.
 Clarifies the potential opportunities and consequences of proposed changes.
 Explains how change affects current practices.

III. SENIOR MANAGER LEVEL 3

 Manages the process for change.

 Identifies important / effective practices that should continue after change is implemented.
 Anticipates specific reasons underlying resistance to change and implements approaches
that address resistance.

IV. GM/VP/HOD LEVEL 4

 Aligns change initiatives with organizational objectives.

 Links projects/objectives to department’s/public service’s change initiatives and describes
the impact on operational goals.
 Presents realities of change and, together with staff, develops strategies for managing it.
 Identifies future needs for change that will promote progress toward identified objectives.

V. SV/CXO/PE LEVEL 5

 Champions change.
 Creates an environment that promotes and encourages change or innovation.
 Shares and promotes successful change efforts throughout the organization.
 Personally communicates a clear vision of the broad impact of change.
Client Focus
Identifying and responding to current and future client needs; providing service excellence to
internal and external clients.

I. EXECUTIVE LEVEL 1

 Responds effectively to client needs.

 Works to satisfy client and organizational expectations.
 Explains basic procedures, policies and practices to clients.
 Responds to client requests in a professional and helpful manner.

II. MID LEVEL MANAGEMENT LEVEL 2

 Builds positive client relations

 Helps clients to clearly define their needs and objectives.
 Identifies benefits for the clients, looks for ways to add value.
 Contacts clients to follow up on services, solutions or products to ensure that their needs
have been correctly and effectively met.
 Maintains ongoing communications with clients.
 Seeks to understand issues from the client's perspective.
 Clearly presents risks and liabilities to client.
 Balances client requests with other priorities or constraints.
 Works with clients to find points of compromise.

III. SENIOR MANAGER LEVEL 3

 Helps clients match their needs with existing services, solutions or products.
 Implements effective mechanisms to deliver services, solutions and products.
 Seeks out and involves clients or prospective clients in assessing products or services to
determine ways to improve these.
 Adapts services, products or solutions to meet client needs.
 Monitors and evaluates client service progress and results.

IV. GM/VP/HOD LEVEL 4

 Strategically evaluates opportunities for new client relationships.

 Recommends/determines strategic business direction to meet projected needs of clients.
 Influences clients/market by promoting products or services and their value to the client.
 Develops creative and innovative ways of meeting clients' needs.
 Develops service standards taking into consideration client needs.
 V. SV/CXO/PE LEVEL 5

 Considers the strategic direction of client focus

 Communicates the organization’s mission, vision and values to external clients.
 Strategically and systematically evaluates new opportunities to develop client
relationships.
 Creates an environment in which concern for client satisfaction is a key priority.
 Links a comprehensive and in-depth understanding of clients’ long-term needs and
strategies with current and proposed projects/initiatives.
 Recommends/ determines strategic business direction to meet projected needs of clients
and prospective clients.

Partnering
Seeking and building internal/external alliances, collaborations and services with or for clients to
advance NRC business relationships, as well as knowledge, innovation and economic development.

I. EXECUTIVE LEVEL 1

 Communicates openly, builds trust and treats partners fairly, ethically and as valued allies.

II. MID LEVEL MANAGEMENT LEVEL 2

 Manages existing partnerships within established agreements or contracts.

 Monitors partnership arrangements to ensure that the objectives of the partnership remain
on target.
 Recognizes when adjustments to partnering arrangements may be required for the benefit
of NRC and/or the partner.

III. SENIOR MANAGER LEVEL 3

 Assesses the value of entering into partnerships in terms of both short- and long-term
return on investment.
 Creates opportunities to partner through networking, participating in multi-stakeholder
groups etc.
 Initiates and sets initial expectations for partnership arrangements or alliances.

IV. GM/VP/HOD LEVEL 4

 Assesses the value of entering into partnerships in terms of both short- and long-term
return on investment.
 Creates opportunities to partner through networking, participating in multi-stakeholder
groups etc.
 Initiates and sets initial expectations for partnership arrangements or alliances.
 V. SV/CXO/PE LEVEL 5

 Provides strategic direction on the value and types of partnering arrangements that the
organization should be pursuing.
 Develops frameworks that support effective partnerships.

Developing Others
Fostering the development of others by providing a supportive environment for enhanced
performance and professional growth

I. EXECUTIVE LEVEL 1

 Shares expertise with others.

 Regularly shares expertise with team members to support continuous learning and
improvement.
 Advises, guides and coaches others by sharing experiences and discussing how to handle
current or anticipated concerns.

II. MID LEVEL MANAGEMENT LEVEL 2

 Supports individual development and improvement

 Provides performance feedback and support, reinforcing strengths and identifying areas
for improvement.
 Encourages staff to develop and apply their skills.
 Suggests to individuals ways of improving performance and competence.

III. SENIOR MANAGER LEVEL 3

 Promotes ongoing learning and development

 Helps team members develop their skills and abilities.
 Engages in development and career planning dialogues with employees.
 Works with employees and teams to define realistic yet challenging work goals.
 Encourages team members to develop learning and career plans and follows-up to guide
development and measure progress.
 Advocates and commits to ongoing training and development to foster a learning culture.

IV. GM/VP/HOD LEVEL 4

 Provides opportunities for development

 Ensures that resources and time are available for development activities.
 Ensures that all employees have equitable access to development opportunities.
 Provides opportunities for development through tools, assignments, mentoring and
coaching relationships etc.
 V. SV/CXO/PE LEVEL 5

 Creates a continuous learning and development environment

 Provides long-term direction regarding learning needs for staff and how to pursue the
attainment of this learning.
 Institutes organization-wide mechanisms and processes to promote and support continuous
learning and improvement.
 Manages the learning process to ensure it occurs by design rather than by chance.

Planning and Organizing

Defining tasks and milestones to achieve objectives, while ensuring the optimal use of resources to
meet those objectives

I. EXECUTIVE LEVEL 1

 Plans tasks and organizes own work

 Identifies requirements and uses available resources to meet own work objectives in
optimal fashion.
 Completes tasks in accordance with plans.
 Monitors the attainment of own work objectives and/or quality of the work completed.
 Sets priorities for tasks in order of importance.

II. MID LEVEL MANAGEMENT LEVEL 2

 Applies planning principles to achieve work goals

 Establishes goals and organizes work by bringing together the necessary resources.
 Organizes work according to project and time management principles and processes.
 Practices and plans for contingencies to deal with unexpected events or setbacks.
 Makes needed adjustments to timelines, steps and resource allocation.
 Directs issues to appropriate bodies when unable to resolve them within own area of
responsibility.

III. SENIOR MANAGER LEVEL 3

 Develops plans for the business unit

 Considers a range of factors in the planning process (e.g., costs, timing, customer needs,
resources available, etc.).
 Identifies and plans activities that will result in overall improvement to services.
 Challenges inefficient or ineffective work processes and offers constructive alternatives.
 Anticipates issues and revise plans as required.
 Helps to remove barriers by providing resources and encouragement as needed.
 IV. GM/VP/HOD LEVEL 4

 Integrates and evaluates plans to achieve business goals.

 Establishes alternative courses of action, organizes people and prioritizes the activities of
the team to achieve results more effectively.
 Ensures that systems are in place to effectively monitor and evaluate progress.
 Evaluates processes and results and makes appropriate adjustments to the plan.
 Sets, communicates and regularly assesses priorities.

V. SV/CXO/PE LEVEL 5

 Plans and organizes at a strategic level

 Develops strategic plans considering short-term requirements as well as long-term
direction.
 Plans work and deploys resources to deliver organization-wide results.
 Secures and allocates program or project resources in line with strategic direction.
 Sets and communicates priorities within the broader organization.
 Ensures sufficient resources are available to achieve set objectives.

Decision-Making
Making decisions and solving problems involving varied levels of complexity, ambiguity and risk.

I. EXECUTIVE LEVEL 1

 Makes decisions based solely on rules.

 Makes straightforward decisions based on pre-defined options using clear
criteria/procedures.
 Consults with others or refers an issue/situation for resolution when criteria are not clear.
 Deals with exceptions within established parameters using clearly specified rules and
procedures.
 Makes decisions involving little or no consequence of error.
 Verifies that the decision/resolution is correct.

II. MID LEVEL MANAGEMENT LEVEL 2

 Makes decisions by interpreting rules.

 Applies guidelines and procedures that require some interpretation when dealing with
exceptions.
 Makes straight - forward decisions based on information that is generally clear and
adequate.
 Considers the risks and consequences of action and/or decisions.
 Makes decisions involving minor consequence of error.
 Seeks guidance as needed when the situation is unclear.
 III. SENIOR MANAGER LEVEL 3

 Makes decisions in situations where there is scope for interpretation of rules

 Applies guidelines and procedures that leave considerable room for discretion and
interpretation.
 Makes decisions by weighing several factors, some of which are partially defined and
entail missing pieces of critical information.
 As needed, involves the right people in the decision-making process.
 Balances the risks and implications of decisions across multiple issues.
 Develops solutions that address the root cause of the problem and prevent recurrence.
 Recognizes, analyzes and solves problems across projects and in complex situations.

IV. GM/VP/HOD LEVEL 4

 Makes complex decisions in the absence of rules

 Simplifies complex information from multiple sources to resolve issues.
 Makes complex decisions for which there are no set procedures.
 Considers a multiplicity of interrelated factors for which there is incomplete and
contradictory information.
 Balances competing priorities in reaching decisions.
 Develops solutions to problems, balancing the risks and implications across multiple
projects.
 Recommends solutions in an environment of risk and ambiguity.

V. SV/CXO/PE LEVEL 5

 Makes high-risk decisions in complex and ambiguous situations

 Makes high-risk strategic decisions that have significant consequences.
 Balances a commitment to excellence with the best interests of clients and the organization
when making decisions.
 Uses principles, values and sound business sense to make decisions.
 Makes decisions in a volatile environment in which weight given to any factor can change
rapidly.
 Reaches decisions assuredly in an environment of public scrutiny.
 Assesses external and internal environments in order to make a well-informed decision.
 Identifies the problem based on many factors, often complex and sweeping, difficult to
define and contradictory (e.g., fiscal responsibility, the public good).

Analytical Thinking

Interpreting, linking, and analyzing information in order to understand issues.

I. EXECUTIVE LEVEL 1
  Analyzes and synthesizes information
 Breaks down concrete issues into parts and synthesizes succinctly.
 Collects and analyses information from a variety of appropriate sources.
 Identifies the links between situations and information.

II. MID LEVEL MANAGEMENT LEVEL 2

 Identifies critical relationships

 Sees connections, patterns or trends in the information available.
 Identifies the implications and possible consequences of trends or events.
 Draws logical conclusions, providing options and recommendations.

III. SENIOR MANAGER LEVEL 3

 Analyses complex relationships

 Analyses complex situations, breaking each into its constituent parts.
 Recognizes and assesses several likely causal factors or ways of interpreting the
information available.
 Identifies connections between situations that are not obviously related.

IV. GM/VP/HOD LEVEL 4

 Applies broad analysis

 Integrates information from diverse sources, often involving large amounts of information.
 Thinks several steps ahead in deciding on best course of action, anticipating likely
outcomes.
 Develops and recommends policy framework based on analysis of emerging trends.
 Gathers information from many sources, including experts, in order to completely
understand a problem/situation.

V. SV/CXO/PE LEVEL 5

 Applies a systems perspective to the analysis of enterprise-wide issues

 Identifies multiple relationships and disconnects in processes in order to identify options
and reach conclusions.
 Adopts a systems perspective, assessing and balancing vast amounts of diverse
information on the varied systems and sub-systems that comprise and affect the working
environment.
 Thinks beyond the organization and into the future, balancing multiple perspectives when
setting direction or reaching conclusions (e.g., social, economic, partner, stakeholder
interests, short- and long-term benefits, national and global implications).

Results Orientation
Focusing personal efforts on achieving results consistent with the organization’s objectives.
 I. EXECUTIVE LEVEL 1

 Promptly and efficiently completes work assignments.

 Aligns personal work with team/unit goals.
 Plans, prioritizes and balances work to meet commitments, goals and deadlines.
 Stays focused on goals despite obstacles and disruptions.
 Compares work performance and outcomes against standards to achieve quality results.....

II. MID LEVEL MANAGEMENT LEVEL 2

 Sets challenging yet realistic personal goals in line with team/unit goals.
 Looks for ways to improve personal efficiency.
 Anticipates, identifies and effectively deals with problems or risks.
 Plans for contingencies to deal with unexpected events.
 Develops personal work plans to structure work and achieve required results.
 Evaluates own work performance to identify ways to improve it.

III. SENIOR MANAGER LEVEL 3

 Uses appropriate tools, methods and criteria to regularly evaluate work processes, services
or deliverables.
 Challenges ineffective work processes and offers constructive alternatives.
 Establishes effective organizational methods for assigning, managing and tracking work.
 Develops systems to organize, track and share information.
 Solicits and/or provides information that could affect the planning, programs and decision-
making for the organization.

IV. GM/VP/HOD LEVEL 4

 Sets the expected standards and criteria for measuring success.

 Delivers a clear message on the standards expected.
 Serves as a model for the standards expected.
 Recognizes employees, teams and groups who are examples of excellence for the
organization.
 Invests time and effort to ensure long-term success.

V. SV/CXO/PE LEVEL 5

 Pursues excellence on an organizational level

 Models excellence and motivates fellow organizational members to follow his/her
example.
  Encourages constructive questioning of policies and practices; sponsors experimentation
and innovation.
 Holds staff accountable for achieving standards of excellence and results for the
organization.

Values and Ethics

Fostering and supporting the principles and values of the organization and the Public Service as a
whole.

I. EXECUTIVE LEVEL 1

 Demonstrates behaviors consistent with the organization’s values

 Treats others fairly and with respect.
 Takes responsibility for own work, including problems and issues.
 Uses applicable professional standards and established procedures, policies and/or
legislation when taking action and making decisions.
 Identifies ethical dilemmas and conflict of interest situations and takes action to avoid and
prevent them.
 Anticipates and prevents breaches in confidentiality and/or security.

II. MID LEVEL MANAGEMENT LEVEL 2

 Identifies ethical implications

 Identifies and considers different ethical aspects of a situation when making decisions.
 Identifies and balances competing values when selecting approaches or recommendations
for dealing with a situation.

III. SENIOR MANAGER LEVEL 3

 Aligns team with organization’s values and ethics

 Fosters a climate of trust within the work team.
 Implements processes and structures to deal with difficulties in confidentiality and/or
security.
 Ensures that decisions take into account ethics and values of the organization and Public
Service as a whole.
 Interacts with others fairly and objectively.

IV. GM/VP/HOD LEVEL 4

 Promotes the organization’s values and ethics.

 Advises others in maintaining fair and consistent dealings with others and in dealing with
ethical dilemmas.
 Deals directly and constructively with lapses of integrity (e.g., intervenes in a timely
fashion to remind others of the need to respect the dignity of others).
 V. SV/CXO/PE LEVEL 5

 Exemplifies and demonstrates the organization’s values and ethics.

 Defines, communicates and consistently exemplifies the organization’s values and ethics.
 Ensures that standards and safeguards are in place to protect the organization’s integrity
(e.g., professional standards for financial reporting, integrity/ security of information
systems).
 Identifies underlying issues that impact negatively on people and takes appropriate action
to rectify the issues (e.g., systemic discrimination).

Teamwork
Demonstrating effective interpersonal skills and working cooperatively and effectively within and
across organizational units to achieve common goals.

I. EXECUTIVE LEVEL 1

 Actively participates to ensure a productive team.

 Shares information and expertise with other team members.
 Assumes personal responsibilities and follows up on commitments.
 Recognizes when a compromise is required for the greater good of the team.
 Seeks others' input and involvement and listens to their viewpoints with consideration and
respect.

II. MID LEVEL MANAGEMENT LEVEL 2

 Looks for opportunities to work with other groups or organizational areas.

 Initiates collaboration on projects or methods of operating.
 Discusses with team members those problems or issues that could affect results.
 Gives credit and acknowledges contributions and efforts of team members.
 Encourages members to contribute to team goals.
 Attempts to resolve conflicts within the team.

III. SENIOR MANAGER LEVEL 3

 Provides coaching, guidance and direction to other team members.

 Recommends team structure for maximum effectiveness, taking into account members'
skills, interests and concerns.
 Demonstrates flexibility in team leadership style and decision-making strategies to deal
effectively with different situations.
 Identifies and resolves issues affecting team in a timely manner.
 Recognizes work capacity limitations in others (i.e. team members or organizational units)
and takes or recommends steps to clarify or modify priorities, reassign work or introduce
timesaving efficiencies.
 Advises team members on how to resolve differences or deal with conflicts to achieve
mutually beneficial outcomes.
 IV. GM/VP/HOD LEVEL 4

 Creates and promotes a culture and environment that fosters highly effective teams.
 Establishes reward and recognition mechanisms and structures that promote effective
teamwork.
 Models behaviors that maximize group participation by consulting, listening and
communicating.
 Takes appropriate action to resolve persistent, broad-ranging and/or significant team
conflicts.

V. SV/CXO/PE LEVEL 5

 Builds bridges between teams.

 Facilitates collaboration 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.

Visioning and Strategic Direction

Developing and inspiring commitment to a vision of success; supporting, promoting and ensuring
alignment with the organization’s vision and values.

I. EXECUTIVE LEVEL 1

 Demonstrates personal work alignment

 Sets personal work goals in line with operational goals of work area.
 Continually evaluates personal progress and actions to ensure alignment with
organizational vision and operational goals.
 Liaises with others to ensure alignment with the business goals and vision of the
organization.

II. MID LEVEL MANAGEMENT LEVEL 2

 Promotes team alignment

 Effectively communicates and interprets the strategic vision to employees within area of
responsibility.
 Clearly articulates and promotes the significance and impact of employee contributions to
promoting and achieving organizational goals.
  Monitors work of team to ensure alignment with strategic direction, vision and values for
the organization.
 Identifies potential future directions for work area in line with vision.
 Proactively helps others to understand the importance of the strategy and vision.

III. SENIOR MANAGER LEVEL 3

 Aligns program/operational goals and plans

 Works with teams to set program/operational goals and plans in keeping with the strategic
direction.
 Regularly promotes the organization, its vision and values to clients, stakeholders and
partners.
 Works with staff to set strategic goals for own sector of the organization.
 Assesses the gap between the current state and desired future direction and establishes
effective ways for closing the gap in own sector.

IV. GM/VP/HOD LEVEL 4

 Influences strategic direction

 Foresees obstacles and opportunities for the organization and acts accordingly.
 Defines issues, generates options and selects solutions, which are consistent with the
strategy and vision.
 Scans, seeks out and assesses information on potential future directions.
 Provides direction and communicates the vision to encourage alignment within the
organization.
 Energetically and persistently promotes strategic objectives with colleagues in other
business lines.

V. SV/CXO/PE LEVEL 5

 Develops vision
 Leads the development of the vision for the organization.
 Defines and continuously articulates the vision and strategy in the context of wider
government priorities.
 Describes the vision and values in compelling terms to develop understanding and promote
acceptance/ commitment among staff and stakeholders.
 Identifies, conceptualizes and synthesizes new trends or connections between
organizational issues and translates them into priorities for the organization.