Behavioural Competency Dictionary

Organizational Readiness Office

(ORO)
February 2007
What are Competencies?
Competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviours needed for successful job
performance. Competencies are not new. What is new is their integrated use across human resource functions.

How Are the Competencies Structured?

For all competencies in the dictionary, a definition is provided. Each competency also includes a proficiency scale that indicates the full range of
expression of the competency. Most proficiency scales have five levels. Each proficiency level is described in terms of behavioural indicators.
The behaviours at each level of the scale are illustrative rather than definitive; that is other examples of behaviour are possible. Each competency
scale is cumulative which means that, although behaviours from lower levels are not repeated at higher level, they nonetheless apply.

How to Use this Dictionary?

The contents of this dictionary represent the behavioural or non-technical competencies that apply to jobs in the federal Public Service. The
dictionary can be used for a variety of purposes including recruitment and staffing, learning and career development and performance
management. For each job, choose the competencies and proficiency learning that are most critical to performance excellence.

ORO Behavioural Competency Dictionary

 Table of Contents

Adaptability ...........................................................................................................................................................................................1
Analytical Thinking................................................................................................................................................................................2
Change Leadership ..............................................................................................................................................................................3
Client Focus..........................................................................................................................................................................................4
Communication.....................................................................................................................................................................................5
Conflict Management............................................................................................................................................................................6
Continuous Learning.............................................................................................................................................................................7
Creative Thinking..................................................................................................................................................................................8
Decision Making ...................................................................................................................................................................................9
Developing Others ..............................................................................................................................................................................11
Impact and Influence ..........................................................................................................................................................................12
Initiative...............................................................................................................................................................................................13
Networking / Relationship Building .....................................................................................................................................................14
Organizational and Environmental Awareness...................................................................................................................................15
Partnering ...........................................................................................................................................................................................15
Planning and Organizing ....................................................................................................................................................................17
Results Orientation .............................................................................................................................................................................17
Risk Management...............................................................................................................................................................................19
Stewardship of Resources..................................................................................................................................................................20
Stress Management............................................................................................................................................................................21
Teamwork ...........................................................................................................................................................................................21
Team Leadership................................................................................................................................................................................23
Values and Ethics ...............................................................................................................................................................................24
Visioning and Strategic Thinking ........................................................................................................................................................25
 Adaptability

Adjusting own behaviours to work efficiently and effectively in light of new information, changing situations and/or different environments

Level 1 Level 2 Level 3 Level 4 Level 5

Recognizes how Adapts one’s work to a Adapts to a variety of Adapts to large, complex Adapts organizational
change will affect work situation changes and/or frequent changes strategies

Accepts that things will Adapts personal Adapts to new ideas and Publicly supports and Anticipates change and
change. approach to meet the initiatives across a wide adapts to makes large or long-term
needs of different or new variety of issues or major/fundamental adaptations in organization
Seeks clarification when situations. situations. changes that show in response to the needs of
faced with ambiguity or promise of improving the situation.
uncertainty. Seeks guidance in Shifts priorities, changes established ways of
adapting behaviour to the style and responds with operating. Performs effectively amidst
Demonstrates needs of a new or new approaches as continuous change,
willingness to try new different situation. needed to deal with new Seeks opportunities for ambiguity and, at times,
approaches. or changing demands. change in order to achieve apparent chaos.
improvement in work
Suspends judgment; processes, systems, etc. Shifts readily between
thinks before acting. dealing with macro-
Maintains composure and strategic issues and critical
Acknowledges the value shows self control in the details.
of others’ contributions face of challenges and
regardless of how they change.
are presented.

Note: “Adaptability” links to the competency “Management Excellence – Action Management,” identified as relevant for federal Public Service
leaders.

ORO Behavioural Competency Dictionary 1


Interpreting, linking, and analyzing information in order to understand issues
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.
Note: “Analytical Thinking” links to the competency “Strategic Thinking” identified as relevant for federal Public Service leaders.
ORO Behavioural Competency Dictionary
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.
Analytical Thinking
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.
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.
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).
2
 Change Leadership

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

Level 1 Level 2 Level 3 Level 4 Level 5

Makes others aware of Underscores the Manages the process Aligns change initiatives Champions change
change positive nature of for change with organizational
change objectives

Identifies and accepts the Promotes the advantages Identifies important / Links projects/objectives to Creates an environment
need and processes for of change. effective practices that department’s/public that promotes and
change. should continue after service’s change initiatives encourages change or
Clarifies the potential change is implemented. and describes the impact innovation.
Explains the process, opportunities and on operational goals.
implications and rationale consequences of Anticipates specific Shares and promotes
for change to those proposed changes. reasons underlying Presents realities of successful change efforts
affected by it. resistance to change and change and, together with throughout the
Explains how change implements approaches staff, develops strategies organization.
Invites discussion of affects current practices. that address resistance. for managing it.
views on the change. Personally communicates a
Identifies future needs for clear vision of the broad
change that will promote impact of change.
progress toward identified
objectives.

ORO Behavioural Competency Dictionary 3


Identifying and responding to current and future client needs; providing service excellence to internal and external clients
Level 1
Responds to client
requests
Identifies client needs and
expectations.
Responds to requests
efficiently and effectively.
Takes action beyond
explicit request within
established service
standards.
Refers complex questions
to a higher decision-
making level.
Meets client needs in a
respectful, helpful and
responsive manner.
. strategies to ensure staff
Seeks feedback to
develop a clear
understanding of client
needs and outcomes.
Uses client satisfaction
monitoring methodologies
to ensure client
satisfaction.
Adjusts service based on
client feedback.
ORO Behavioural Competency Dictionary
Level 2
Builds positive client
Relations
Contacts clients to follow
up on services, solutions
or products to ensure that
their needs have been
correctly and effectively
met.
Understands issues from
the client’s perspective.
Keeps clients up-to-date
with information and
decisions that affect them.
Monitors services
provided to clients and
makes timely adjustments
as required.
Client Focus
Level 3
Anticipates and adapts Fosters a client-focused
to client needs
Maintains ongoing
communication with
clients.
Regularly and
systematically contacts
clients or prospective
clients to determine their
needs.
Uses understanding of
client’s perspective to
identify constraints and
advocate on their behalf.
Works with clients to
adapt services, products
or solutions to meet their
needs.
Encourages co-workers
and teams to achieve a
high standard of service
excellence.
Anticipates areas where
support or influence will
be required and discusses
situation/concerns with
appropriate individuals.
Proposes new, creative
and sound alternatives to
improve client service.
Level 4
culture
Tracks trends and
developments that will affect
own organization’s ability to
meet current and future
client needs.
Identifies benefits for
clients; looks for ways to
add value.
Seeks out and involves
clients or prospective clients
in assessing services,
solutions or products to
identify ways to improve.
Establishes service
standards and develops
meet them.
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.
4
 Communication

Listening to others and communicating in an effective manner that fosters open communication

Level 1 Level 2 Level 3 Level 4 Level 5

Listens & clearly Fosters two-way Adapts communication to Communicates complex Communicates
presents information communication others messages strategically
Elicits comments or
Makes self available feedback on what has Adapts content, style, Handles complex on-the- Communicates
and clearly encourages been said. tone and medium of spot questions (e.g., from strategically to achieve
others to initiate communication to suit senior public officials, specific objectives (e.g.,
communication. Maintains continuous the target audience’s special interest groups or considering such aspects
open and consistent language, cultural the media). as the optimal message to
Listens actively and communication with background and level of present, timing and forum
objectively without others. understanding. Communicates complex of communication).
interrupting. issues clearly and
Openly and Takes others’ credibly with widely
Checks own constructively discusses perspectives into varied audiences. Identifies and interprets
understanding of others’ diverse perspectives account when departmental policies and
communication (e.g., that could lead to communicating, Uses varied procedures for superiors,
repeats or paraphrases, misunderstandings. negotiating or communication systems, subordinates and peers.
asks additional presenting arguments methodologies and
questions). Communicates (e.g., presents benefits strategies to promote Acknowledges success
decisions or from all perspectives). dialogue and shared and the need for
Presents appropriate recommendations that understanding. improvement.
information in a clear could be perceived Responds to and
and concise manner, negatively, with discusses Delivers difficult or
both orally and in sensitivity and tact. issues/questions in an unpopular messages with
writing. understandable manner clarity, tact and
Supports messages without being defensive diplomacy.
with relevant data, and while maintaining
information, examples the dignity of others.
and demonstrations.
Anticipates reactions to
messages and adapts
communications
accordingly.

ORO Behavioural Competency Dictionary 5


Preventing, managing and/or resolving conflicts
Level 1 Level 2
Identifies conflict Addresses existing
conflict
Recognizes that there is a Listens to differing points
conflict between two or of view and emphasizes
more parties. points of agreement as a
starting point to resolving
Brings conflict to the differences.
attention of the
appropriate individual(s). Openly identifies shared
areas of interest in a
respectful and timely
manner.
ORO Behavioural Competency Dictionary
Conflict Management
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.
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).
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.
6
 Continuous Learning

Identifying and addressing individual strengths and weaknesses, developmental needs and changing circumstances to enhance personal and
organizational performance

Level 1 Level 2 Level 3 Level 4 Level 5

Assesses and monitors Seeks to improve Seeks learning Aligns personal Aligns personal learning
oneself personal effectiveness opportunities beyond development with with anticipated change
to maintain personal in current situation current requirements objectives of in organizational strategy
effectiveness organization

Continually self-assesses Tries new approaches to Sets challenging goals Designs personal learning Identifies future
and seeks feedback from maximize learning in and standards of objectives based on competencies and
others to identify current situation. excellence for self in view evolving needs of the expertise required by the
strengths and of growth beyond current portfolio or business unit. organization and develops
weaknesses and ways of Takes advantage of job. and pursues learning plans
improving. learning opportunities Uses organizational accordingly.
(e.g., courses, Actively pursues self- change as an opportunity
Pursues learning observation of others, development on an to develop new skills and Continuously scans the
opportunities and ongoing assignments, etc.). ongoing basis (technically knowledge. environment to keep
development. and personally). abreast of emerging
Integrates new learning developments in the
into work methods. Pursues assignments broader work context.
designed to challenge
abilities.

Note: “Continuous Learning” links to the competency “Management Excellence – Action Management” identified as relevant for federal Public
Service leaders.

ORO Behavioural Competency Dictionary 7


Questioning conventional approaches, exploring alternatives and responding to challenges with innovative solutions or services, using
intuition, experimentation and fresh perspectives.
Level 1 Level 2
Acknowledges the need Modifies current
for new approaches approaches
Is open to new ideas. Analyzes strengths and
weaknesses of current
Questions the approaches.
conventional approach
and seeks alternatives. Modifies and adapts
current methods and
Recognizes when a new approaches to better
approach is needed; meet needs.
integrates new
information quickly while Identifies alternate
considering different solutions based on
options. precedent.
Identifies an optimal
solution after weighing
the advantages and
disadvantages of
alternative approaches.
Note: “Creative Thinking” links to the competency “Strategic Thinking,” identified as relevant for federal Public Service leaders.
ORO Behavioural Competency Dictionary
Creative Thinking
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.
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.
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.
8
 Decision- Making

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

Level 1 Level 2 Level 3 Level 4 Level 5

Makes decisions based Makes decisions by Makes decisions in Makes complex decisions Makes high-risk decisions in
solely on rules interpreting rules situations where there is in the absence of rules complex and ambiguous
scope for interpretation situations
of rules
• Makes • Applies guidelines • Applies guidelines and • Simplifies complex • Makes high-risk strategic
straightforward and procedures that procedures that leave information from decisions that have significant
decisions based on require some considerable room for multiple sources to consequences.
pre-defined options interpretation when discretion and resolve issues.
• Balances a commitment to
using clear dealing with interpretation.
criteria/procedures. exceptions. • Makes complex excellence with the best
• Makes decisions by decisions for which interests of clients and the
• Consults with others • Makes straight - weighing several there are no set organization when making
or refers an forward decisions factors, some of which procedures. decisions.
issue/situation for based on information are partially defined
resolution when that is generally clear and entail missing • Considers a multiplicity • Uses principles, values and
of interrelated factors sound business sense to make
criteria are not clear. and adequate. pieces of critical decisions.
information. for which there is
• Deals with • Considers the risks incomplete and • Makes decisions in a volatile
exceptions within and consequences of • As needed, involves the contradictory environment in which weight
established action and/or right people in the information. given to any factor can change
parameters using decisions. decision-making
clearly specified process. • Balances competing rapidly.
rules and • Makes decisions priorities in reaching • Reaches decisions assuredly
procedures. involving minor • Balances the risks and decisions. in an environment of public
consequence of implications of scrutiny.
• Makes decisions error. decisions across • Develops solutions to
involving little or no multiple issues. problems, balancing the • Assesses external and internal
consequence of • Seeks guidance as risks and implications environments in order to make
error. needed when the • Develops solutions that across multiple a well-informed decision.
situation is unclear. address the root cause projects.
• Verifies that the of the problem and • Identifies the problem based
decision/resolution is prevent recurrence. • Recommends solutions on many factors, often
correct. in an environment of complex and sweeping,
• Recognizes, analyzes risk and ambiguity. difficult to define and
and solves problems contradictory (e.g., fiscal
ORO Behavioural Competency Dictionary 9
 across projects and in responsibility, the public good).
complex situations.

ORO Behavioural Competency Dictionary 10

 Developing Others

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

Level 1 Level 2 Level 3 Level 4 Level 5

Shares expertise Supports individual Promotes ongoing Provides opportunities Creates a continuous
with others development and learning and for development learning and
improvement development development
environment

Regularly shares Provides performance Helps team members Ensures that resources Provides long-term
expertise with team feedback and support, develop their skills and and time are available for direction regarding
members to support reinforcing strengths abilities. development activities. learning needs for staff
continuous learning and identifying areas and how to pursue the
and improvement. for improvement. Engages in Ensures that all attainment of this
development and employees have learning.
Advises, guides and Encourages staff to career planning equitable access to
coaches others by develop and apply their dialogues with development Institutes organization-
sharing experiences skills. employees. opportunities. wide mechanisms and
and discussing how to Provides opportunities processes to promote
handle current or Suggests to individuals Works with employees for development through and support continuous
anticipated concerns. ways of improving and teams to define tools, assignments, learning and
performance and realistic yet challenging mentoring and coaching improvement.
competence. work goals. relationships etc.
Manages the learning
Encourages team process to ensure it
members to develop occurs by design rather
learning and career than by chance.
plans and follows-up to
guide development and
measure progress.

Advocates and
commits to ongoing
training and
development to foster a
learning culture.

Note: “Developing Others” links to the competency “Management Excellence – People Management” identified as relevant for federal Public
Service leaders.

ORO Behavioural Competency Dictionary 11

 Influence

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

Level 1 Level 2 Level 3 Level 4 Level 5

Uses facts and available Adapts rationale to Demonstrates the Builds coalitions, Designs complex
information to persuade influence others benefit of ideas strategic relationships influence strategies
and networks

Uses appeals to reason, Anticipates the effect of Builds on successful Assembles coalitions, Designs strategies that
data, facts and figures. one’s approach or initiatives and best builds behind-the-scenes position and promote
chosen rationale on the practices internal and support for ideas and ideas and concepts to
Uses concrete emotions and external to the initiatives. stakeholders.
examples, visual aids sensitivities of others. organization to gain
and demonstrations to acceptance for ideas. Develops an extensive Uses indirect strategies to
make a point. Adapts discussions and network of contacts. persuade, such as
presentations to appeal Presents pros and cons establishing alliances,
Describes the potential to the needs or interests and detailed analyses to Uses group process skills using experts or third
impact of own actions of others. emphasize the value of to lead or direct a group. parties.
on others and how it will an idea.
affect their perception of Uses the process of Gains support by
self. give-and-take to gain Persuades others by capitalizing on
support. drawing from experience understanding of political
and presenting multiple forces affecting the
Builds relationships arguments in order to organization.
through fair, honest and support a position.
consistent behaviour.

ORO Behavioural Competency Dictionary 12

 Initiative

Identifying and dealing with issues proactively and persistently; seizing opportunities that arise

Level 1 Level 2 Level 3 Level 4 Level 5

Addresses current issues Addresses imminent Acts promptly in a crisis Looks to the future Encourages initiative in
issues situation others

Recognizes and acts on Takes action to avoid Acts quickly to address a Takes action to avoid or Fosters an environment
present issues. imminent problem or to crisis situation drawing on minimize potential that anticipates and acts
capitalize on imminent appropriate resources problems or maximize upon potential threats
Offers ideas to address opportunity. and experience with potential opportunities in and/or opportunities.
current situations or similar situations. the future by drawing on
issues. Looks for ways to achieve extensive personal Coaches others to
greater results or add Implements contingency experience. spontaneously recognize
Works independently. value. plans when crises arise. and appropriately act on
Completes assignments Defines and addresses upcoming opportunities.
without constant Works persistently as Exceeds requirements of high-level challenges that
supervision. needed and when not job; takes on extra tasks. have the potential to Gets others involved in
required to do so. advance the state-of-the art supporting efforts and
in an area. initiatives.

Starts and carries through

on new projects.

ORO Behavioural Competency Dictionary 13

 Networking / Relationship Building

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

Level 1 Level 2 Level 3 Level 4 Level 5

Accesses sources of Builds key contacts Seeks new networking Strategically expands Creates networking
information opportunities for self and networks opportunities
others.

Seeks information from Seeks out the expertise of
others (e.g., colleagues, others and develops links
customers). with experts and
information sources.
Maintains personal
contacts in other parts of Develops and nurtures
the organization with key contacts as a source
those who can provide of information.
work-related information.
Participates in networking
and social events internal
and external to the
organization.
Seeks opportunities to
partner and transfer
knowledge (e.g., by
actively participating in
trade shows,
conferences, meetings,
committees, multi-
stakeholder groups
and/or seminars).
Cultivates personal
networks in different parts
of the organization and
effectively uses contacts
to achieve results.
Initiates and develops
diverse relationships.
• 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.
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.

ORO Behavioural Competency Dictionary 14

 Organizational and Environmental Awareness

Understanding the workings, structure and culture of the organization as well as the political, social and economic issues, to achieve results

Level 1 Level 2 Level 3 Level 4 Level 5

Understands formal Understands informal Effectively operates in Understands Operates effectively in a

structure structure and culture external environments organizational politics, broad spectrum of
issues and external political, cultural and
influences social milieu

Monitors work to ensure Uses informal structures; Achieves solutions Anticipates issues, Demonstrates broad
it aligns with formal can identify key decision- acceptable to varied challenges and outcomes understanding of social
procedures and the makers and influencers. parties based on and effectively operates and economic context
organization’s understanding of to best position the within which the
accountabilities. issues, climates and organization. organization operates.
Effectively uses both cultures in own and
Recognizes and uses formal and informal other organizations. Supports the changing Understands and
formal structure, rules, channels or networks for culture and methods of anticipates the potential
processes, methods or acquiring information, Accurately describes operating, if necessary, trends of the political
operations to assistance and the issues and culture for the success of the environment and the
accomplish work. accomplishing work of external organization. impact these might have
goals. stakeholders. Uses this on the organization.
Actively supports the information to negotiate Ensures due diligence by
public service mission goals and initiatives. keeping informed of Operates successfully in
and goals. business and operational a variety of social,
plans and practices. political and cultural
environments.

Uses organizational
culture as a means to
influence and lead the
organization.

Note: “Organizational and Environmental Awareness” links to the competency “Action Management – Design and Execution” identified as
relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 15

 Partnering

Seeking and building strategic alliances and collaborative arrangements through partnerships to advance the objectives of the organization

Level 1 Level 2 Level 3 Level 4 Level 5

Operates effectively Manages existing Seeks out partnership Facilitates partnerships Sets strategic direction
within partnerships partnerships opportunities for partnering

Provides strategic direction

Understands the roles
played by partners.
Identifies and refers to
areas of mutual interest
as a means of
establishing a business
relationship.
Communicates openly,
builds trust and treats
partners fairly, ethically
and as valued allies.
Meets partner needs by
responding to requests
efficiently and
effectively.
Recognizes the
contributions of
partners.
Works with existing
partners, honouring
established
agreements/ contracts.
Monitors partnership
arrangements to ensure
that the objectives of
the partnership remain
on target.
Seeks input from
partners to ensure that
objectives are achieved.
Seeks mutually
beneficial solutions with
partners.
Initiates partnership Provides advice and
arrangements that direction on the types of
promote organizational partner relationships to
objectives. pursue, as well as ground
rules for effective partner
Assesses the value of relationships.
entering into partner
relationships in terms of Supports staff in taking
both short- and long- calculated risks in partner
term return on relationships.
investment.
Negotiates, as necessary,
Develops new and to assist others to address
mutually beneficial issues or resolve problems
partnerships that also surrounding partner
serve the interests of relationships.
the broader community.
Identifies when
Identifies benefits of a modifications and
partnership and looks terminations of
for ways to add value partnerships are needed
for the partner. and takes appropriate
measures.
on partnerships that the
organization should be
pursuing.
Sets up an infrastructure
that supports effective
partner arrangements (e.g.,
principles and frameworks
for assessing the value of
partnerships; expert
assistance in aspects of
partnering).
Takes advantage of
opportunities to showcase
excellent examples of
partner arrangements
throughout the
organization.
Creates and acts on
opportunities for
interactions that lead to
strong partnerships within
and external to the
organization.

Note: “Partnering” links to the competency “Engagement – Mobilizing People, Organizations, Partners”, identified as relevant for federal Public
Service leaders.

ORO Behavioural Competency Dictionary 16

 Planning and Organizing
Defining tasks and milestones to achieve objectives, while ensuring the optimal use of resources to meet those objectives
Level 1 Level 2
Plans tasks and Applies planning
organizes own work principles to achieve
work goals
Identifies requirements Establishes goals and
and uses available organizes work by
resources to meet own bringing together the
work objectives in necessary resources.
optimal fashion.
Organizes work
Completes tasks in according to project and
accordance with plans. time management
principles and
Monitors the attainment processes.
of own work objectives
and/or quality of the Practices and plans for
work completed. contingencies to deal
with unexpected events
Sets priorities for tasks or setbacks.
in order of importance.
Makes needed
adjustments to timelines,
steps and resource
allocation.
Directs issues to
appropriate bodies when
unable to resolve them
within own area of
responsibility.
Note: “Planning and Organizing” links to the competency “Action Management” identified as relevant for federal Public Service leaders.
ORO Behavioural Competency Dictionary
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.
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.
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.
17
 Results Orientation

Focusing personal efforts on achieving results consistent with the organization’s objectives

Level 1 Level 2 Level 3 Level 4 Level 5

Consistently meets
Strives to meet work Surpasses established Seeks out significant Pursues excellence on an
established
expectations expectations challenges organizational level
expectations

Sets goals and works to Consistently achieves Exceeds current Seeks significant Models excellence and
meet established established expectations expectations and pushes challenges outside of motivates fellow
expectations; maintains through personal for improved results in current job scope. organizational members to
performance levels. commitment. own performance. follow his/her example.
Works on new projects or
Pursues organizational Makes adjustments to Takes on new roles and assignments that add value Encourages constructive
objectives with energy activities/processes responsibilities when without compromising questioning of policies and
and persistence. Sets based on feedback. faced with unexpected current accountabilities. practices; sponsors
high personal standards changes. experimentation and
for performance. Guides staff to achieve innovation.
tasks, goals, processes
Adapts working methods and performance Holds staff accountable for
in order to achieve standards. achieving standards of
objectives. excellence and results for
the organization.
Accepts ownership of and
responsibility for own
work.

ORO Behavioural Competency Dictionary 18

 Risk Management

Identifying, assessing and managing risk while striving to attain objectives

Level 1 Level 2 Level 3 Level 4 Level 5

Identifies possible risks Takes calculated risks Personally takes Designs strategies for Provides organizational
significant risks dealing with high-risk guidance on risk
initiatives

Describes risk factors Takes calculated risks Personally takes Implements initiatives Provides a supportive
related to a with minor, but non- calculated risks with with high potential for environment for
situation/activity. trivial, consequences of significant pay-off to the responsible risk taking
error (e.g., risks consequences (e.g., organization, where (e.g., by supporting
Uses past experience involving potential loss significant loss of time errors cannot be rectified, decisions of others).
and best practices to of some time or money or money) but which or only rectified at
identify underlying but which can be can be rectified. significant cost. Oversees the
issues, potential rectified). development of
problems and risks. Anticipates the risks Conducts risk guidelines, principles and
Makes decisions based involved in taking assessment when approaches to assist
Plans for contingencies. on risk analysis. action. identifying or decision-making when
recommending strategic risk is a factor.
Identifies possible Makes decisions in the Identifies possible and tactical options.
cause-effect absence of complete scenarios regarding Provides guidance on the
relationships. information. outcomes of various Encourages responsible organizational tolerance
options for action. risk taking, recognizing for risk.
that every risk will not pay
Conducts ongoing risk off. Develops broad
analysis, looking ahead strategies that reflect in-
for contingent liabilities depth understanding and
and opportunities and assessment of
astutely identifying the operational,
risks involved. organizational, and
political realities and
risks.

ORO Behavioural Competency Dictionary 19

 Stewardship of Resources

Ensures the effective, efficient and sustainable use of Public Service resources and assets: human and financial resources, real property and
business information.

Level 1 Level 2 Level 3 Level 4 Level 5

Uses resources Ensures effective use of Controls resource use Implements systems to Ensures strategic
effectively resources ensure stewardship of stewardship of resources
resources

Protects and uses
resources and assets in
a conscientious and
effective manner.
Identifies wasteful
practices and
opportunities for
optimizing resource
use.
Monitors and ensures
the efficient and
appropriate use of
resources and assets.
Explores ways of
leveraging funds to
expand program
effectiveness.
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.
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.
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.

Acts on audit, evaluation

and other objective
project team
performance information.

Note: “Stewardship of Resources” links to the competency “Management Excellence,” identified as relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 20

 Stress Management

Maintaining effectiveness in the face of stress

Level 1 Level 2 Level 3 Level 4 Level 5

Works in low level Adjusts to temporary Adapts to prolonged Employs stress Deals with stress
stress situations peaks in stress levels stress management strategies affecting the organization

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.
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.).
Effectively withstands Develops and applies
the effects of prolonged stress reduction strategies
exposure to one or few to cope with long
stressors by modifying exposure to numerous
work methods. stressors or stressful
situations.
Maintains sound
judgment and decision Recognizes personal
making despite on-going limits for workload and
stressful situations. negotiates adjustments to
minimize the effects of
Controls strong emotions stress, while still ensuring
or other stressful appropriate levels of
responses and takes productivity.
action to respond
constructively to the Controls own emotions
source of the problem. and calms others in
stressful situations.
Demonstrates behaviours
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.

Note: “Stress Management” is included in the competency “Management Excellence – People Management”, a competency identified as relevant
for federal Public Service leaders.

ORO Behavioural Competency Dictionary 21


Working collaboratively with others to achieve common goals and positive results
Level 1
Participates as a team
member
Assumes personal
responsibility and follows
up to meet commitments to
others.
Understands the goals of
the team and each team
member’s role within it.
Deals honestly and fairly
with others, showing
consideration and respect.
Willingly gives support to
co-workers and works
collaboratively rather than
competitively.
Shares experiences,
knowledge and best
practices with team
members.
Note: “Teamwork” links to the competency “Engagement”, which is identified as a competency relevant for federal Public Service leaders.
ORO Behavioural Competency Dictionary
Teamwork
Level 2 Level 3
Fosters teamwork Demonstrates
leadership in teams
Assumes responsibility for Builds relationships with
work activities and team members and with
coordinating efforts. other work units.
Promotes team goals. Fosters team spirit and
collaboration within teams
Seeks others’ input and
involvement and listens to Discusses problems/
their viewpoints. issues with team members
that could affect results.
Shifts priorities, changes
style and responds with Communicates
new approaches as expectations for teamwork
needed to meet team and collaboration.
goals.
Facilitates the expression
Suggests or develops of diverse points of view to
methods and means for enhance teamwork.
maximizing the input and
involvement of team Capitalizes on the
members. strengths of all members.
Acknowledges the work of Gives credit for success
others. and acknowledges
contributions and efforts of
individuals to team
effectiveness.
Level 4
Capitalizes on teamwork
opportunities
Initiates collaboration with
other groups/ organizations
on projects or methods of
operating.
Capitalizes on opportunities
and addresses challenges
presented by the diversity of
team talents.
Supports and encourages
other team members to
achieve objectives.
Encourages others to share
experience, knowledge and
best practices with the team.
Encourages the team to
openly discuss what can be
done to create a solution or
alternative.
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.
22
 Team Leadership

Leading and supporting a team to achieve results

Level 1 Level 2 Level 3 Level 4 Level 5

Keeps the team informed Ensures the needs of the Ensures team member Empowers the team Inspires team members
team and of members are input
met

Ensures that team
members have the
necessary information to
operate effectively.
Establishes the
direction/goal(s) for the
team.
Lets 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).
Makes sure the practical Values and encourages Communicates team Builds the commitment of
needs of the team and others’ input and successes and the team to the
team members are met. suggestions. organization-wide organization’s mission,
contribution to other goals and values.
Makes decisions by Stimulates constructive organizational members.
taking into account the discussion of different Aligns team objectives
differences among team points of view, focusing Encourages the team to and priorities with the
members, and overall on the organization’s promote their work broader objectives of the
team requirements and strategic objectives, throughout the organization.
objectives. vision or values. organization.
Ensures that appropriate
Ensures that the team’s Builds cooperation, Establishes the team’s linkages/partnerships
tasks are completed. loyalty and helps credibility with internal between teams are
achieve consensus. and external maintained.
Accepts responsibility stakeholders.
for the team’s actions Provides constructive Creates an environment
and results. feedback and where team members
recognizes all consistently push to
contributions. improve team
performance and
Ensures the respective productivity.
strengths of team
members are used in
order to achieve the
team’s overall
objectives.

ORO Behavioural Competency Dictionary 23

 Values and Ethics

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

Level 1 Level 2 Level 3 Level 4 Level 5

Demonstrates Exemplifies and

Identifies ethical Aligns team with Promotes the
behaviours consistent demonstrates the
implications organization’s values organization’s values
with the organization’s organization’s values
and ethics and ethics
values and ethics

Treats others fairly and Identifies and considers Fosters a climate of Advises others in Defines, communicates
with respect. different ethical aspects trust within the work maintaining fair and and consistently
of a situation when team. consistent dealings with exemplifies the
Takes responsibility for making decisions. others and in dealing organization’s values
own work, including Implements processes with ethical dilemmas. and ethics.
problems and issues. Identifies and balances and structures to deal
competing values when with difficulties in Deals directly and Ensures that standards
Uses applicable selecting approaches or confidentiality and/or constructively with and safeguards are in
professional standards recommendations for security. lapses of integrity (e.g., place to protect the
and established dealing with a situation. intervenes in a timely organization’s integrity
procedures, policies Ensures that decisions fashion to remind (e.g., professional
and/or legislation when take into account ethics others of the need to standards for financial
taking action and and values of the respect the dignity of reporting, integrity/
making decisions. organization and Public others). security of information
Service as a whole. systems).
Identifies ethical
dilemmas and conflict Interacts with others Identifies underlying
of interest situations fairly and objectively. issues that impact
and takes action to negatively on people
avoid and prevent and takes appropriate
them. action to rectify the
issues (e.g., systemic
Anticipates and discrimination).
prevents breaches in
confidentiality and/or
security.

Note: “Ethics and Values” was identified as a competency relevant for federal Public Service leaders.

ORO Behavioural Competency Dictionary 24


Developing and inspiring commitment to a vision of success; supporting, promoting and ensuring alignment with the organization’s vision
and values
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.
Note: “Visioning” was identified as a competency relevant for federal Public Service leaders.
ORO Behavioural Competency Dictionary
Visioning and Strategic Direction
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.
Level 3 Level 4 Level 5
Aligns Influences strategic Develops vision
program/operational goals direction
and plans
Works with teams to set Foresees obstacles and Leads the development of
program/operational opportunities for the the vision for the
goals and plans in organization and acts organization.
keeping with the accordingly.
Defines and continuously
strategic direction.
Defines issues, generates articulates the vision and
options and selects strategy in the context of
Regularly promotes the solutions, which are wider government
organization, its vision consistent with the priorities.
and values to clients, strategy and vision.
stakeholders and Describes the vision and
partners. Scans, seeks out and values in compelling terms
assesses information on to develop understanding
potential future directions. and promote acceptance/
Works with staff to set
commitment among staff
strategic goals for own
Provides direction and and stakeholders.
sector of the
communicates the vision
organization.
to encourage alignment Identifies, conceptualizes
within the organization. and synthesizes new
Assesses the gap trends or connections
between the current Energetically and between organizational
state and desired future persistently promotes issues and translates them
direction and establishes strategic objectives with into priorities for the
effective ways for colleagues in other organization.
closing the gap in own business lines.
sector.
25