THE OPS LEADER-MANAGER COMPETENCY GUIDE 2010

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1 THE OPS LEADER-MANAGER COMPETENCY GUIDE 2010 Prepared by: Centre for Leadership and Learning HROntario Ministry of Government Services May 28, 2010

2 Table of Contents Context... 3 The OPS Leader-Manager Competency Model The Competency Continuum... 5 Focus Areas... 5 Leader-Manager Focus Areas Charts... 6 Leader-Manager Model Applications... 7 Leader-Manager Model Applications... 8 Talent Management (Talent Profile, Assessment, and Performance Management)... 8 Recruitment and Hiring... 8 Learning & Growth... 9 OPS Learning & Development... 9 Succession Planning... 9 OPS Leader-Manager Competency Model Dictionary Competencies by Roles 23 2

3 THE OPS LEADER-MANAGER COMPETENCY GUIDE 2010 Context The pace of change at all levels of the organization continues to be rapid as the OPS responds to changing demands on public service, the impact of new technologies, pressure for greater efficiency and effectiveness and higher customer expectations. In this context, having employees and managers with current and transferable knowledge, skills and attributes has been essential for the OPS since the late 90s. In 1997, the need to identify the essential attributes required for OPS managers resulted in the introduction of 15 core corporate competencies for employees in the Senior Management Group. Recognizing the evolving and changing business requirements, in 2005 the OPS identified four leader-manager competencies and two attributes that are distinct and critical for leadership mastery. In 2009, consistent with best public and private organization practices, we re-examined the OPS leader-manager competency model to ensure that the competency descriptions and supporting human resources applications are current, accurate and aligned with changing business requirements. 3

4 The OPS Leader-Manager Competency Model The OPS Leader-Manager Competency Model consists of four leader-manager competencies (delivers, transforms, inspires and connects) and the two personality attributes (integrity and self-awareness). These are observable personal qualities, capabilities and attributes that describe the results we want to achieve and how we achieve them. 4

5 The Competency Continuum The OPS Leader-Manager Competency Model is a continuum of leadership mastery that applies to both management and leadership activities. The increasing emphasis on strategic requirements as leader-managers progress to more senior or more complex roles is represented in the continuum from Contributing Team Member (Contributor) to Leads the Organization (Associate Deputy Minister/Deputy Minister). Whether employees are on a project team or supervising front-line services, or are in the most senior executive roles, the OPS Leader-Manager Competency Model applies to both their management and leadership activities. Focus Areas The competency model has three primary focus areas for each of the four competencies and the two personal attributes. There is a set of Primary Focus Areas for Contributing Team Members and a second set that apply to Managers and Executives at all levels. Focus areas allow for quick and easy understanding of the competencies and attributes. They support a meaningful discussion between managers and employees. 5

6 Leader-Manager Focus Areas Charts PRIMARY FOCUS AREAS FOR MANAGERS AND EXECUTIVES COMPETENCIES PERSONAL ATTRIBUTES CONNECTS DELIVERS INSPIRES TRANSFORMS INTEGRITY SELF-AWARENESS Promotes Understanding Adheres to/sets Ethical Standards Aware Impact of Emotions Sets Strategic Plans& Priorities Connects to/creates a Shared Vision Manages/Leads Change Opportunities Builds Effective Teams Fosters Collaboration & Partnerships Identifies & Utilizes Team Potential Achieves Results Communicates Clear Vision Models Leadership & Diversity Promotes Innovation and Creativity Cultivates Learning & Growth Models Integrity Challenges Discriminatory Behaviour Encourages Constructive Feedback Acts on Feedback PRIMARY FOCUS AREAS FOR CONTRIBUTORS COMPETENCIES PERSONAL ATTRIBUTES CONNECTS DELIVERS INSPIRES TRANSFORMS INTEGRITY SELF-AWARENESS Seeks to Understand Supports Plans & Priorities Supports a Shared Vision Supports Change Opportunities Adheres to Ethical Standards Aware Impact of Emotions Supports Team Members Builds Trust & Rapport Contributes to Team Efforts Achieves Results Communicates Information Clearly Models Diversity Demonstrates Creativity Strives to Learn & Grow Models Integrity Identifies Discriminatory Behaviour Encourages Constructive Feedback Acts on Feedback 6

7 Diversity Diversity, accessibility and inclusion are business priorities of the Ontario Public Service. The OPS Diversity Office has developed a three-year diversity strategic plan that sets out a road map to achieve a diverse, accessible and inclusive organization. The OPS Leader- Manager Competency Model can help prepare leadership at every level to build an inclusive workplace, free from harassment and discrimination and to help maximize the potential of every staff member within their respective teams, units, branches and divisions. As you work with the model, think about how we can create an organizational culture that accepts, utilizes, accommodates and appreciates the talents, skills, abilities and perspectives of all employees and clients. 7

8 Leader-Manager Model Applications Talent Management (Talent Profile, Assessment, and Performance Management) On an annual basis, all managers, executives and specialist staff (excluded) are assessed based on their leader-manager competencies and personal attributes. They also complete their performance and learning plans on-line. An assessment of their willingness and readiness to take on new and/or more complex responsibilities, together with an assessment of their performance, results in a Talent Map Placement. This forms the basis for learning and development strategies that are targeted to the employee s assessed needs to ensure ongoing success. The OPS Leader-Manager Competency Model has multiple applications within the OPS Talent Management Program, including: Forming the basis for an authentic conversation between a manager and employee about development needs and deployment interests Preparing successors for potential future roles Helping to balance performance management discussions to reflect how the results were achieved with what was achieved Recruitment and Hiring Competency- based questions are effective for gathering information about candidate competencies. They help ensure that the best fit between applicants and role requirements are achieved on a consistent basis. Leader-manager competencies and attributes are an integral part of the recruitment process. This model provides essential information to develop assessment tools for the selection and hiring of our future leaders and managers. It also helps employees to prepare for OPS interviews by understanding the competencies and attributes required for effective performance in the leadership position they seek to fill. 8

9 Learning & Growth The revised leader-manager competencies and personal attributes provide a current framework for discussion between employees and managers to help employees identify their developmental goals and build on their skills, attributes, talents and interests to maximize their potential. Throughout the development and coaching process, the leadermanager competency model can continue to provide the framework for managers to develop their leader-manager capabilities to meet current and future business challenges. OPS Learning & Development OPS Learning & Development offers a number of exceptional learning opportunities, programs, courses and special events that develop your leader-manager competencies. Each of the courses learning objectives are based on the four leader-manager competencies and the two attributes. All courses offered by OPS Learning & Development can be searched by one of the four leader-manager competencies. Succession Planning The leader-manager model provides the OPS with a competency-based framework for succession planning. By evaluating and matching employees competencies against requirements of possible future roles, they are able to identify strengths and gaps and develop action plans to prepare employees for future roles. We will continue to integrate and apply leader-manager competencies and attributes to the full range of human resources management activities. 9

10 OPS Leader-Manager Competency Model Dictionary 10

11 COMPETENCIES CONNECTS Builds and maintains respectful, ethical and trusting working relationships and network of contacts with diverse range of individuals, teams, partners, customers and other stakeholders. Contributor (Contributing Team Member) Seeks to Understand Understands and values colleagues opinions, abilities and experiences by expressing an interest and being receptive to diverse views and opinions. Supports Team Members Works effectively with people who have different perspectives, backgrounds and abilities by promoting friendly and mutually cooperative relationships. Builds Trust and Rapport Builds trust and establishes rapport with diverse colleagues and customers by listening, understanding their needs, and following through on commitments. Manager (Leads Employees/Supervisors) Promotes Understanding Understands and values employees /supervisors opinions, abilities, concerns and experiences by encouraging constructive dialogue and being sensitive and receptive to diverse views and opinions. Builds Effective Teams Builds effective and diverse team(s) by creating a positive and inclusive work environment, promoting understanding and treating employees equitably and respectfully. Fosters Collaboration and Partnerships Builds mutually beneficial working relationships, and engages with internal and external customers and stakeholders representing a variety of interests. Director (Leads Managers) Promotes Understanding Understands and values managers /employees opinions, abilities, concerns and experiences by encouraging constructive dialogue and being sensitive and receptive to diverse views and opinions. Builds Effective Teams Leads and directs managers in creating a positive and inclusive branch/regional work environment by promoting understanding; building effective and diverse management teams; and treating all employees equitably and respectfully. Fosters Collaboration and Partnerships Fosters collaboration to meet business objectives by broadening networks and building partnerships with internal/external customers and stakeholders representing a variety of needs and interests. 11

12 Assistant Deputy Minister (Leads Leadership Teams) Promotes Understanding Guides the division/ministry in sharing knowledge and promoting sensitivity and understanding of diverse views and opinions. Builds Effective Teams Provides executive leadership in creating a positive and inclusive divisional/ministerial culture by promoting understanding and cooperation, building high performing and diverse leadership teams, and treating all employees equitably and respectfully. Fosters Collaboration and Partnerships Fosters collaboration by pursuing and establishing successful senior executive relationships and partnerships within the division/ministry, across the OPS, with other levels of government, BPS, not-for-profit and private sectors. Associate Deputy Minister/Deputy Minister (Leads the Organization) Promotes Understanding Guides the organization in building a culture that shares knowledge and promotes sensitivity and understanding of diverse views and opinions. Builds Effective Teams Creates and leads a culturally competent and high-performing organization to achieve government priorities and OPS organizational goals, and by building an organizational culture that values teamwork, and advances inclusion and diversity by treating all employees equitably and respectfully. Fosters Collaboration and Partnerships Pursues and drives collaboration and partnerships with senior executives within the ministry, across the OPS, with other levels of government, BPS, not-for-profit and private sectors. 12

13 DELIVERS Takes accountability and delivers excellent results for the OPS by recognizing and using the diverse capabilities and talents of OPS employees. Contributor (Contributing Team Member) Supports Plans and Priorities Supports plans and priorities and strives to deliver against defined goals considering current and future business objectives. Contributes to Team Efforts Uses broad and diverse knowledge, skills, abilities and experience of team members to achieve objectives. Achieves Results Plans ahead for possibilities and contingencies, identifying opportunities and problems to ensure that best results are achieved. Manager (Leads Employees/Supervisors) Sets Strategic Plans and Priorities Sets strategic objectives and develops realistic and challenging plans considering current and future priorities for the team/work unit(s). Identifies and Utilizes Team Potential Recognizes and makes best use of the diverse skills, abilities, experiences and talents that each individual brings to the team/work unit(s) to achieve best results. Achieves Results Manages work unit(s)/branch workload and projects through employee engagement, prudent resource planning and prioritizing, ensuring that deliverables are met effectively and best outcomes are achieved. Director (Leads Managers) Sets Strategic Plans and Priorities Sets challenging and realistic strategic goals and provides strategic direction for the branch/region to deliver results consistent with expectations for quality and productivity. Identifies and Utilizes Team Potential Ensures branch/region effectiveness by recognizing and making the best use of the diverse skills, experiences, abilities and talents that each manager and employee brings to the team to achieve goals and priorities. Achieves Results Leads managers in the timely delivery of programs, projects and services through employee engagement, prudent resource planning and prioritizing, ensuring that objectives are carried out effectively and best outcomes are achieved. 13

14 Assistant Deputy Minister (Leads Leadership Teams) Sets Strategic Plans and Priorities Provides senior leadership by taking a broad and longer term view in identifying priorities and designing strategies considering tasks and priorities to achieve OPS vision and goals. Identifies and Utilizes Team Potential Provides senior leadership to the division/ministry in recognizing, engaging and making best use of the diverse skill sets, experiences and talents that managers and employees bring to the division/ministry and by empowering managers to make decisions. Achieves Results Guides the division/ministry in the quality and timely delivery of programs, projects and services, sometimes making tough decisions, ensuring the achievements of best outcomes for the OPS and public. Associate Deputy Minister/Deputy Minister (Leads the Organization) Sets Plans and Priorities Guides the ministry/ops in establishing organizational policies, programs and priorities in order to meet the goals of the ministry, OPS and public expectations. Identifies and Utilizes Team Potential Promotes an organizational culture that recognizes and maximizes the best use of the diverse skills, abilities, experiences and talents that managers and employees bring to the OPS and empowers managers to make decisions. Achieves Results Guides the ministry/ops in the implementation of leading-edge programs, services and policies ensuring achievement of best outcomes for the OPS and public. 14

15 INSPIRES Effectively communicates and demonstrates OPS vision and values leading by example, gaining consensus and motivating people to action. Contributor (Contributing Team Member) Supports a Shared Vision Aligns actions with priorities and demonstrates commitment to support the organization s vision. Communicates Information Clearly Uses broad range of communication styles and methods to communicate ideas clearly and promote open communication. Models Diversity Recognizes colleagues experiences and advocates to employees the value of diversity, accessibility and inclusion. Manager (Leads Employees/Supervisors) Connects to/creates a Shared Vision Creates a shared vision by soliciting and valuing diverse input obtained from each team member on the vision of their work and the team/work unit/branch. Communicates Clear Vision Communicates information and vision with clarity and enthusiasm resulting in a shared understanding and commitment. Models Leadership and Diversity Helps team/work unit(s) employees/supervisor(s) to embrace different perspectives, experiences and backgrounds by modeling positive managerial behaviour. Director (Leads Managers) Connects to/creates a Shared Vision Encourages the full participation of branch in connecting to/creating the branch/region vision and mission, in the context of the larger divisional/ministry vision. Communicates Clear Vision Uses a broad range of communication strategies and methods to communicate vision with enthusiasm and clarity, and to inspire confidence and generate commitment. Models Leadership and Diversity Affirms, promotes and demonstrates leadership attributes and diversity, accessibility and inclusiveness values in all communications and actions. 15

16 Assistant Deputy Minister (Leads Leadership Teams) Connects to/creates a Shared Vision Promotes a divisional/ministerial culture that encourages the full participation of leadership team members and divisional staff in creating/connecting to the vision, mission and goals of the division/ministry/ops. Communicates Clear Vision Provides executive direction in the delivery of communication to internal and external audiences about division/ministry/ops vision and strategic goals. Models Leadership and Diversity Provides senior level leadership and inspires the division/ministry by modeling extraordinary public service leadership and diversity values. Associate Deputy Minister/Deputy Minister (Leads the Organization) Creates a Shared Vision Directs the future of the ministry/ops through the development of a compelling vision that inspires support and commitment in the organization and the public. Communicates Clear Vision Provides ministerial/ops vision and direction in the delivery of communications to internal and external audiences, generating commitment and support. Models Leadership and Diversity Creates a culture that builds commitment to excellence in the ministry/ops by modeling extraordinary public service leadership and diversity values. 16

17 TRANSFORMS Leads change by identifying/acting on opportunities to transform the OPS business and culture to meet the changing needs of diverse clients, stakeholders and the public. Contributor (Contributing Team Member) Supports Change Opportunities Takes initiative and sustained action to ensure the successful implementation of change by shifting one s own approach and embracing new ideas. Demonstrates Creativity Demonstrates interest to engage in open and meaningful discussions with colleagues during times of change supporting an environment that promotes new and creative ideas. Strives to Learn and Grow Seeks performance feedback and opportunities to invest time and effort to learn and expand knowledge to improve performance. Manager (Leads Employees/Supervisors) Manages Change Opportunities Takes initiative and sustained action to ensure the successful implementation of change by shifting strategic focus of the team/work unit(s) and embracing new ideas and building on past knowledge and success. Promotes Innovation and Creativity Fosters work unit(s)/team environment where employees new and diverse ideas and approaches are heard, valued and considered for implementation. Cultivates Learning and Growth Raises the learning and development and performance level of team/unit(s) by ensuring employees develop performance and learning plans (with both formal and informal learning opportunities) and providing regular and meaningful performance feedback. Director (Leads Managers) Manages Change Opportunities Provides direction and shifts strategic focus and activities in response to changing priorities, by developing revised action plans and/or creating new structures and processes. Promotes Innovation and Creativity Fosters a branch/regional environment where employees are encouraged to think creatively and their new and diverse ideas and approaches are heard, valued and considered for implementation. Cultivates Learning and Growth Promotes a culture of high performance by ensuring employees develop performance and learning plans (with both formal and informal learning opportunities) and providing regular and meaningful performance feedback. 17

18 Assistant Deputy Minister (Leads Leadership Teams) Leads Change Opportunities Develops a culture of high performance in the division/ministry by leading divisional/ministerial strategies that capitalize on change and transformation opportunities recognizing the evolving needs of the OPS and the public. Promotes Innovation and Creativity Provides executive leadership in leading divisional/ministerial programs that encourage and promote diverse ideas, creativity and innovation and doing things that are leading edge to the division/ministry. Cultivates Learning and Growth Leads the implementation of a high performance culture by ensuring employees develop performance and learning plans (with both formal and informal learning opportunities) and providing regular and meaningful performance feedback. Associate Deputy Minister/Deputy Minister (Leads the Organization) Leads Change Opportunities Guides the ministry/ops during periods of transformation and change, capitalizing on organizational knowledge, embracing new ideas and building on past successes. Promotes Innovation and Creativity Champions change initiatives in the ministry/ops by creating and implementing leading edge innovative programs and services in the ministry/ops. Cultivates Learning and Growth Sets the vision and provides the direction for the ministry/ops in the promotion of an organizational learning and high performance culture. 18

19 PERSONAL ATTRIBUTES INTEGRITY Demonstrates high standards of integrity and ethical behaviour both privately and publicly, consistent with the OPS values, principles and professional standards. Contributor (Contributing Team Member) Adheres to Ethical Standards Incorporates OPS stated values, principles and standards into everyday practices. Models Integrity Holds to high ethical and professional standards and values even when others may not be adhering to them. Identifies Discriminatory Behaviour Elevates complaints about discrimination, harassment, and inappropriate behaviour(s) and/or remarks and refers them to the appropriate authority for action. Does not allow personal assumptions, biases and/or complaints to impact any work-related decisions. Manager (Leads Employees/Supervisors) Adheres to Ethical Standards Integrates OPS values, principles and standards into team/work unit(s) practices and business transactions. Models Integrity Walks the talk by being a model to employees/manager(s) and/or clients in conducting all affairs with personal and professional integrity. Challenges Discriminatory Behaviour Promptly addresses and resolves issues about discrimination, harassment, and unfair treatment in the team/work unit(s). Does not allow personal assumptions, biases and/or complaints to impact any work-related decisions in the team/work unit(s). Director (Leads Managers) Adheres to Ethical Standards Integrates OPS values, principles and standards into branch/regional practices and business transactions. Models Integrity Builds trust and respect in the branch/region by being open and candid, willing to stand up for others, and having the courage to speak up about his/her convictions even when it may be risky to do so. Challenges Discriminatory Behaviour Challenges, addresses, and resolves issues about discrimination, harassment, and unfair treatment. Does not allow personal assumptions, biases and/or complaints to impact any work-related decisions in the branch/region. 19

20 Assistant Deputy Minister (Leads Leadership Teams) Sets/Adheres to Ethical Standards Provides executive direction in the use of values and standards in divisional/ministerial practices. Models Integrity Provides senior leadership for the division/ministry by acting with courage of convictions and by showing a willingness to stand up for what he/she believes in even when significant risk is associated with doing so. Challenges Discriminatory Behaviour Launches divisional and ministerial programs that promote a diverse organization, challenges and resolves behaviours that are discriminatory and exclusionary, and empowers divisional/ministerial leadership team to do the same. Associate Deputy Minister/Deputy Minister (Leads the Organization) Sets Ethical Standards Sets the values, ethical standards and direction for internal and external relationships in the ministry/ops. Models Integrity Champions integrity in the ministry/ops through leading by example and ensuring that the highest standards of ethical behaviours are practiced throughout the ministry/ops. Challenges Discriminatory Behaviour Sets the climate and direction in the ministry/ops for building a strong, diverse and inclusive organization while addressing and resolving discriminatory and exclusionary practices in the ministry/ops. 20

21 SELF AWARENESS Understands and is aware of one s own emotions and the impact that these emotions have on others; knows one s own strengths and development areas and uses this knowledge for personal and professional growth. Contributor (Contributing Team Member) Aware Impact of Emotions Understands one s own positive and negative feelings and deals with emotions in a mature and positive way. Encourages Constructive Feedback Seeks feedback from managers and colleagues to build on strengths and learn about areas of development. Acts on Feedback Reflects on feedback and uses acquired knowledge in working with team members. Manager (Leads Employees/Supervisors) Aware Impact of Emotions Understands and is aware of ones emotions and the impact these feelings may have on employees. Encourages Constructive Feedback Seeks and listens to ongoing feedback to help understand one s own strengths and development areas to work more effectively with team/unit(s) members. Acts on Feedback Reflects on feedback obtained, and uses acquired knowledge in working with team/work unit(s) employees/managers to achieve personal and professional growth. Director (Leads Managers) Aware Impact of Emotions Understands and is aware of one s own emotions and the impact these feelings may have on branch/regional managers/employees. Encourages Constructive Feedback Proactively seeks and obtains ongoing feedback to help understand one s own strengths and development areas in order to work more effectively with branch/regional managers/employees. Acts on Feedback Reflects on feedback and lessons learned, and uses acquired knowledge in working with branch/regional members to achieve personal and professional growth. 21

22 Assistant Deputy Minister (Leads Leadership Teams) Aware Impact of Emotions Cultivates a divisional environment that promotes awareness of one s own emotions and the impact these emotions may have on others. Encourages Constructive Feedback Promotes a safe divisional/ministerial culture that encourages managers/employees to obtain ongoing feedback to help understand their strengths and development areas in order to work effectively with others. Acts on Feedback Provides executive leadership in recognizing the need to reflect on feedback and lessons learned, and uses acquired knowledge in working with managers/employees and the public to reach successful outcomes. Associate Deputy Minister/Deputy Minister (Leads the Organization) Aware Impact of Emotions Cultivates a ministerial/ops culture that promotes awareness of one s own emotions and the impact these emotions may have on others. Encourages Constructive Feedback Promotes a ministerial/ops culture that seeks to obtain ongoing feedback to help understand one s own strengths and development areas in order to work more effectively with managers/employees and the public. Acts on Feedback Promotes a ministerial/ops culture that seeks to obtain and reflect on feedback and lessons learned, and uses acquired knowledge in working with managers/employees and the public to reach successful outcomes. 22

23 COMPETENCIES BY ROLES Contributor (Contributing Team Member) Connects Seeks to Understand Understands and values colleagues opinions, abilities and experiences by expressing an interest and being receptive to diverse views and opinions. Supports Team Members Works effectively with people who have different perspectives, backgrounds and abilities by promoting friendly and mutually cooperative relationships. Builds Trust and Rapport Builds trust and establishes rapport with diverse colleagues and customers by listening, understanding their needs, and following through on commitments. Delivers Supports Plans and Priorities Supports plans and priorities and strives to deliver against defined goals considering current and future business objectives. Contributes to Team Efforts Uses broad and diverse knowledge, skills, abilities and experience of team members to achieve objectives. Achieves Results Plans ahead for possibilities and contingencies, identifying opportunities and problems to ensure that best results are achieved. Inspires Supports a Shared Vision Aligns actions with priorities and demonstrates commitment to support the organization s vision. Communicates Information Clearly Uses broad range of communication styles and methods to communicate ideas clearly and promote open communication. Models Diversity Recognizes colleagues experiences and advocates to employees the value of diversity, accessibility and inclusion. 23

24 Transforms Supports Change Opportunities Takes initiative and sustained action to ensure the successful implementation of change by shifting one s own approach and embracing new ideas. Demonstrates Creativity Demonstrates interest to engage in open and meaningful discussions with colleagues during times of change supporting an environment that promotes new and creative ideas. Strives to Learn and Grow Seeks performance feedback and opportunities to invest time and effort to learn and expand knowledge to improve performance. Integrity Adheres to Ethical Standards Incorporates OPS stated values, principles and standards into everyday practices. Models Integrity Holds to high ethical and professional standards and values even when others may not be adhering to them. Identifies Discriminatory Behaviour Elevates complaints about discrimination, harassment, and inappropriate behaviour(s) and/or remarks and refers them to the appropriate authority for action. Does not allow personal assumptions, biases and/or complaints to impact any work-related decisions. Self Awareness Aware Impact of Emotions Understands one s own positive and negative feelings and deals with emotions in a mature and positive way. Encourages Constructive Feedback Seeks feedback from managers and colleagues to build on strengths and learn about areas of development. Acts on Feedback Reflects on feedback and uses acquired knowledge in working with team members. 24

25 Manager (Leads Employees/Supervisor) Connects Promotes Understanding Understands and values employees /supervisors opinions, abilities, concerns and experiences by encouraging constructive dialogue and being sensitive and receptive to diverse views and opinions. Builds Effective Teams Builds effective and diverse team(s) by creating a positive and inclusive work environment, promoting understanding and treating employees equitably and respectfully. Fosters Collaboration and Partnerships Builds mutually beneficial working relationships, and engages with internal and external customers and stakeholders representing a variety of interests. Delivers Sets Strategic Plans and Priorities Sets strategic objectives and develops realistic and challenging plans considering current and future priorities for the team/work unit(s). Identifies and Utilizes Team Potential Recognizes and makes best use of the diverse skills, abilities, experiences and talents that each individual brings to the team/work unit(s) to achieve best results. Achieves Results Manages work unit(s)/branch workload and projects through employee engagement, prudent resource planning and prioritizing, ensuring that deliverables are met effectively and best outcomes are achieved. Inspires Connects to/creates a Shared Vision Creates a shared vision by soliciting and valuing diverse input obtained from each team member on the vision of their work and the team/work unit/branch. Communicates Clear Vision Communicates information and vision with clarity and enthusiasm resulting in a shared understanding and commitment. Models Leadership and Diversity Helps team/work unit(s) employees/supervisor(s) to embrace different perspectives, experiences and backgrounds by modeling positive managerial behaviour. 25

26 Transforms Manages Change Opportunities Takes initiative and sustained action to ensure the successful implementation of change by shifting strategic focus of the team/work unit(s) and embracing new ideas and building on past knowledge and success. Promotes Innovation and Creativity Fosters work unit(s)/team environment where employees new and diverse ideas and approaches are heard, valued and considered for implementation. Cultivates Learning and Growth Raises the learning and development and performance level of team/unit(s) by ensuring employees develop performance and learning plans (with both formal and informal learning opportunities) and providing regular and meaningful performance feedback. Integrity Adheres to Ethical Standards Integrates OPS values, principles and standards into team/work unit(s) practices and business transactions. Models Integrity Walks the talk by being a model to employees/manager(s) and/or clients in conducting all affairs with personal and professional integrity. Challenges Discriminatory Behaviour Promptly addresses and resolves issues about discrimination, harassment, and unfair treatment in the team/work unit(s). Does not allow personal assumptions, biases and/or complaints to impact any work-related decisions in the team/work unit(s). Self Awareness Aware Impact of Emotions Understands and is aware of ones emotions and the impact these feelings may have on employees. Encourages Constructive Feedback Seeks and listens to ongoing feedback to help understand one s own strengths and development areas to work more effectively with team/unit(s) members. Acts on Feedback Reflects on feedback obtained, and uses acquired knowledge in working with team/work unit(s) employees/managers to achieve personal and professional growth. 26

27 Director (Leads Managers) Connects Promotes Understanding Understands and values managers /employees opinions, abilities, concerns and experiences by encouraging constructive dialogue and being sensitive and receptive to diverse views and opinions. Builds Effective Teams Leads and directs managers in creating a positive and inclusive branch/regional work environment by promoting understanding; building effective and diverse management teams; and treating all employees equitably and respectfully. Fosters Collaboration and Partnerships Fosters collaboration to meet business objectives by broadening networks and building partnerships with internal/external customers and stakeholders representing a variety of needs and interests. Delivers Sets Strategic Plans and Priorities Sets challenging and realistic strategic goals and provides strategic direction for the branch/region to deliver results consistent with expectations for quality and productivity. Identifies and Utilizes Team Potential Ensures branch/region effectiveness by recognizing and making the best use of the diverse skills, experiences, abilities and talents that each manager and employee brings to the team to achieve goals and priorities. Achieves Results Leads managers in the timely delivery of programs, projects and services through employee engagement, prudent resource planning and prioritizing, ensuring that objectives are carried out effectively and best outcomes are achieved. Inspires Connects to/creates a Shared Vision Encourages the full participation of branch in connecting to/creating the branch/region vision and mission, in the context of the larger divisional/ministry vision. Communicates Clear Vision Uses a broad range of communication strategies and methods to communicate vision with enthusiasm and clarity, and to inspire confidence and generate commitment. Models Leadership and Diversity Affirms, promotes and demonstrates leadership attributes and diversity, accessibility and inclusiveness values in all communications and actions. 27

28 Transforms Manages Change Opportunities Provides direction and shifts strategic focus and activities in response to changing priorities, by developing revised action plans and/or creating new structures and processes. Promotes Innovation and Creativity Fosters a branch/regional environment where employees are encouraged to think creatively and their new and diverse ideas and approaches are heard, valued and considered for implementation. Cultivates Learning and Growth Promotes a culture of high performance by ensuring employees develop performance and learning plans (with both formal and informal learning opportunities) and providing regular and meaningful performance feedback. Integrity Adheres to Ethical Standards Integrates OPS values, principles and standards into branch/regional practices and business transactions. Models Integrity Builds trust and respect in the branch/region by being open and candid, willing to stand up for others, and having the courage to speak up about his/her convictions even when it may be risky to do so. Challenges Discriminatory Behaviour Challenges, addresses, and resolves issues about discrimination, harassment, and unfair treatment. Does not allow personal assumptions, biases and/or complaints to impact any work-related decisions in the branch/region. Self Awareness Aware Impact of Emotions Understands and is aware of one s own emotions and the impact these feelings may have on branch/regional managers/employees. Encourages Constructive Feedback Proactively seeks and obtains ongoing feedback to help understand one s own strengths and development areas in order to work more effectively with branch/regional managers/employees. Acts on Feedback Reflects on feedback and lessons learned, and uses acquired knowledge in working with branch/regional members to achieve personal and professional growth. 28

29 Assistant Deputy Minister (Leads Leadership Teams) Connects Promotes Understanding Guides the division/ministry in sharing knowledge and promoting sensitivity and understanding of diverse views and opinions. Builds Effective Teams Provides executive leadership in creating a positive and inclusive divisional/ministerial culture by promoting understanding and cooperation, building high performing and diverse leadership teams, and treating all employees equitably and respectfully. Fosters Collaboration and Partnerships Fosters collaboration by pursuing and establishing successful senior executive relationships and partnerships within the division/ministry, across the OPS, with other levels of government, BPS, not-for-profit and private sectors. Delivers Sets Strategic Plans and Priorities Provides senior leadership by taking a broad and longer term view in identifying priorities and designing strategies considering tasks and priorities to achieve OPS vision and goals. Identifies and Utilizes Team Potential Provides senior leadership to the division/ministry in recognizing, engaging and making best use of the diverse skill sets, experiences and talents that managers and employees bring to the division/ministry and by empowering managers to make decisions. Achieves Results Guides the division/ministry in the quality and timely delivery of programs, projects and services, sometimes making tough decisions, ensuring the achievements of best outcomes for the OPS and public. Inspires Connects to/creates a Shared Vision Promotes a divisional/ministerial culture that encourages the full participation of leadership team members and divisional staff in creating/connecting to the vision, mission and goals of the division/ministry/ops. Communicates Clear Vision Provides executive direction in the delivery of communication to internal and external audiences about division/ministry/ops vision and strategic goals. Models Leadership and Diversity Provides senior level leadership and inspires the division/ministry by modeling extraordinary public service leadership and diversity values. 29

30 Transforms Leads Change Opportunities Develops a culture of high performance in the division/ministry by leading divisional/ministerial strategies that capitalize on change and transformation opportunities recognizing the evolving needs of the OPS and the public. Promotes Innovation and Creativity Provides executive leadership in leading divisional/ministerial programs that encourage and promote diverse ideas, creativity and innovation and doing things that are leading edge to the division/ministry. Cultivates Learning and Growth Leads the implementation of a high performance culture by ensuring employees develop performance and learning plans (with both formal and informal learning opportunities) and providing regular and meaningful performance feedback. Integrity Sets/Adheres to Ethical Standards Provides executive direction in the use of values and standards in divisional/ministerial practices. Models Integrity Provides senior leadership for the division/ministry by acting with courage of convictions and by showing a willingness to stand up for what he/she believes in even when significant risk is associated with doing so. Challenges Discriminatory Behaviour Launches divisional and ministerial programs that promote a diverse organization, challenges and resolves behaviours that are discriminatory and exclusionary, and empowers divisional/ministerial leadership team to do the same. Self Awareness Aware Impact of Emotions Cultivates a divisional environment that promotes awareness of one s own emotions and the impact these emotions may have on others. Encourages Constructive Feedback Promotes a safe divisional/ministerial culture that encourages managers/employees to obtain ongoing feedback to help understand their strengths and development areas in order to work effectively with others. Acts on Feedback Provides executive leadership in recognizing the need to reflect on feedback and lessons learned, and uses acquired knowledge in working with managers/employees and the public to reach successful outcomes. 30

31 Associate Deputy Minister/ Deputy Minister (Leads the Organization) Connects Promotes Understanding Guides the organization in building a culture that shares knowledge and promotes sensitivity and understanding of diverse views and opinions. Builds Effective Teams Creates and leads a culturally competent and high-performing organization to achieve government priorities and OPS organizational goals, and by building an organizational culture that values teamwork, and advances inclusion and diversity by treating all employees equitably and respectfully. Fosters Collaboration and Partnerships Pursues and drives collaboration and partnerships with senior executives within the ministry, across the OPS, with other levels of government, BPS, not-for-profit and private sectors. Delivers Sets Plans and Priorities Guides the ministry/ops in establishing organizational policies, programs and priorities in order to meet the goals of the ministry, OPS and public expectations. Identifies and Utilizes Team Potential Promotes an organizational culture that recognizes and maximizes the best use of the diverse skills, abilities, experiences and talents that managers and employees bring to the OPS and empowers managers to make decisions. Achieves Results Guides the ministry/ops in the implementation of leading-edge programs, services and policies ensuring achievement of best outcomes for the OPS and public. Inspires Creates a Shared Vision Directs the future of the ministry/ops through the development of a compelling vision that inspires support and commitment in the organization and the public. Communicates Clear Vision Provides ministerial/ops vision and direction in the delivery of communications to internal and external audiences, generating commitment and support. Models Leadership and Diversity Creates a culture that builds commitment to excellence in the ministry/ops by modeling extraordinary public service leadership and diversity values. 31

32 Transforms Leads Change Opportunities Guides the ministry/ops during periods of transformation and change, capitalizing on organizational knowledge, embracing new ideas and building on past successes. Promotes Innovation and Creativity Champions change initiatives in the ministry/ops by creating and implementing leading edge innovative programs and services in the ministry/ops. Cultivates Learning and Growth Sets the vision and provides the direction for the ministry/ops in the promotion of an organizational learning and high performance culture. Integrity Sets Ethical Standards Sets the values, ethical standards and direction for internal and external relationships in the ministry/ops. Models Integrity Champions integrity in the ministry/ops through leading by example and ensuring that the highest standards of ethical behaviours are practiced throughout the ministry/ops. Challenges Discriminatory Behaviour Sets the climate and direction in the ministry/ops for building a strong, diverse and inclusive organization while addressing and resolving discriminatory and exclusionary practices in the ministry/ops. Self Awareness Aware Impact of Emotions Cultivates a ministerial/ops culture that promotes awareness of one s own emotions and the impact these emotions may have on others. Encourages Constructive Feedback Promotes a ministerial/ops culture that seeks to obtain ongoing feedback to help understand one s own strengths and development areas in order to work more effectively with managers/employees and the public. Acts on Feedback Promotes a ministerial/ops culture that seeks to obtain and reflect on feedback and lessons learned, and uses acquired knowledge in working with managers/employees and the public to reach successful outcomes. 32

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