1. My HR COMPETENCIES 101

2. Welcome! COMPETENCIES 101 Trainer: Tanya Tourangeau Performance_Development@gov.nt.ca

3. Competencies 101 ePerformance Competency-Based Performance Development 101 Employee Development & Workforce Planning Training HRIS System Training

4. Learning Outcomes At the completion of this training, you will be able to: 1.Understand what a competency is & its components. 2.Understand how competencies relate to position success and organizational results. 3.Understand GNWT’s 6 Core Competencies and how they apply to your position. 4.Understand how competencies are rated in your Performance Document. 5.Understand the applicability of the 39 General Competencies. 6.Understand how to develop competencies for job success and career advancement. 7.Understand how competencies tie to succession planning.

5. ePerformance & Competencies

6. How does this apply to current cycle? 15/16 EEs Paper form Managers ePerformance 16/17 EEs* ePerformance Managers ePerformance Except Casuals & Teachers under the NWTTA

7. What are Competencies? GNWT definition the combined set of knowledge, skills and abilities (KSAs) required by individuals to be effective in providing service to the public defined by behaviours.

8. What are Competencies? Business definitions A behaviour which enables people to deliver superior performance in a given job, role, or situation A description of the patterns of behaviours that are required for success A tool to help employees and organizations focus on the behaviours that consistently enable people to achieve high standards of performance.

9. GNWT Competency Example Business Acumen KSA: …should have a high degree of business acumen. (general knowledge) Vs. GNWT Competency Model: Analyzes and comprehends work-unit goals and strategies. (defined behaviour that demonstrates the KSA)

10. COMPETENCIES BEHAVIOURS (actions) Performance ORGANIZATION RESULTS Competencies and Results

11. Drivers for Introducing the Use of Competencies  Provides employees with clear direction on how they can contribute  Reinforces behaviours that are consistent with the GNWT’s mission, culture and priorities  Provides employees with a roadmap for building strengths and closing development gaps  Ties to career growth  Improves consistency in recruiting and selection, training, performance development and workforce/succession planning

12. Competency-based Performance Development Succession Planning Training Performance Development Qualified Employee Engagement Behaviour Based Interview Performance Effective Recruitment Job Description

13. Benefits of Competency based Performance Development For GNWTFor Employees Contributes to employee retentionKnowing clearly what the job requires Develops employees for Succession Plans Provides a path for career advancement Identifies relevant training for job levels; supports training needs analysis Assists employees in understanding the need for additional training to increase competencies Provides measures of performance required to meet corporate goals Brings fairness and consistency into the performance development process Ensures effective employee selectionIncreases Employee Engagement

14. 20/20 Strategic Plan Employer of Choice

15. How were GNWT’s competencies determined? Through analysis, feedback, and consultation with all stakeholders, a library was defined that reflects GNWT’s vision, culture, and goals. Established 6 core competencies. Defined additional 39 competencies that can be applied for position success. (based on need, use is optional)

16. Core Competencies Set of values, attitudes, behaviours that GNWT stands for and all GNWT employees must own and demonstrate everyday Reflect the behaviours needed to meet the long-term vision of GNWT.

17. GNWT Core Competencies Leadership Excellence Authentic Leadership Systems Thinking Engaging Others Management Excellence Action Management People Management Sustainable Management

18. ePerformance Competency Ratings RatingDefinition Does not meetEmployee hasn’t demonstrated behaviours defined in competency. DevelopingEmployee partially demonstrates behaviours defined in competency. MeetsEmployee demonstrates all behaviours defined in competency. ExceedsEmployee demonstrates all behaviours defined in competency and frequently exceeds expectations.

19. Understanding Competencies Title Overall name given to the competency Definition (The WHAT) Explains what the competency means and indicates the types of behaviours that will be described in the scale Why it’s important to GNWT Description of how and why a competency is important Behaviours (The How) Describes how this competency is demonstrated

20. Core Competency #1 Authentic Leadership Definition: is a driver of personal and interpersonal conduct. Why is it important? The GNWT Public Service serves citizens of NWT who have a right to an ethical public service.

21. Authentic Leadership Behaves consistently with GNWT values and organizational practices. Code of Conduct Courteous & Respectful Service Respectful Workplace Behavior Core Competency #1

22. Authentic Leadership Position LevelJob Competencies EmployeeTakes Responsibility for Own Behavior Contributes to a positive work environment Supervisor/ Manager Contributes to a positive work environment Creates a positive team environment DirectorCreates a positive team environment Builds effective and productive teams ADMPromotes a positive and productive environment within department Builds a positive and productive workplace environment across GNWT DM / DHBuilds a positive and productive workplace environment across GNWT

23. Core Competency #2 Systems Thinking Definition: is a driver of how thinking about problems and strategies should be approached within GNWT. Why is it important? A Systems Thinking approach is required in the GNWT because our work impacts a wide range of stakeholders in different ways and in different communities, and vice versa.

24. Systems Thinking Understands how their work contributes to the achievement of department goals. Core Competency #2 Consults with others Open to new ideas Asks questions to understand broader goals

25. Systems Thinking Position LevelJob Competencies EmployeeLinks operational activities to larger goals Sees patterns when problem solving and decision making Supervisor/ Manager Sees patterns when problem solving and decision making Analyzes potential solutions using diverse information DirectorAnalyzes potential solutions using diverse information. Applies a long-term and broad perspective ADMIncorporates trends and inter-connections Understands impacts on vision and connections DM / DHUnderstands impacts on vision and connections

26. Core Competency #3 Engaging Others Definition: is a driver of how we work as part of the GNWT. Why is it important? Developing appropriate networks is essential, as expectations are changing and one of the best ways to solve complex problems is through collaboration and consultation.

27. Engaging Others Works cooperatively and collaboratively with others. Pleasant & Courteous Shares information Open to working together Core Competency #3

28. Engaging Others Position LevelJob Competencies EmployeeBuilds RapportConnects with others Supervisor/ Manager Connects with othersMakes key contacts and shares information DirectorMakes key contacts and shares information Develops effective relationships ADMMaintains and uses a wide circle of contacts Builds networks and partnerships DM / DH Builds networks and partnerships

29. Core Competency #4 Action Management Definition: Action Management is about setting a plan in motion and getting it done. Why is it important? A strong focus on results will help us achieve organizational goals within the context of striving for excellence within Public Service.

30. Action Management Prioritizes own tasks and understands what needs to be done. Core Competency #4 Takes ownership and pride in own work Makes appropriate decisions

31. Action Management Position LevelJob Competencies EmployeeGets the work done and accepts change Monitors work towards goals and prepares for change Supervisor/ Manager Monitors work towards goals and prepares for change Improves performance and adapts readily DirectorImproves performance and adapts readily Sets challenging objectives and helps others adapt ADMImproves performance more broadly and gains commitment for change Long-term view to goals and implements change DM / DH Long-term view to goals and implements change

32. Core Competency #5 People Management Definition: is about creating the conditions and environment that allow people to work collaboratively and productively to achieve results. Why is it important? In order for the GNWT to succeed in its mandate, we must collaborate effectively not only with outside stakeholders, but internally within GNWT, our departments, and our teams.

33. People Management Actively shares information, and listens and accepts others’ points of view in an open and honest way. Shares knowledge Seeks feedback Seeks information Core Competency #5

34. People Management Position LevelJob Competencies EmployeeManages self and works well with others Acts as a key team player and supports learning in others Supervisor/ Manager Acts as a key team player and supports learning in others Improves self and gives direction to others DirectorImproves self and gives direction to others Stays current and gives constructive feedback ADMMotivates the team and acts as a coach/mentor Plans for future human resource needs and learning DM / DH Plans for future human resource needs and learning

35. Core Competency #6 Sustainable Management Definition: is about delivering results by maximizing organizational effectiveness and sustainability of our human, financial, and environmental resources. Why is it important? It’s increasingly important that we manage our resources responsibly and sustainably.

36. Sustainable Management Respects how workplace resources are to be used. Core Competency #6 Manages time effectively Cost effective practices Identifies possible improvements in resource management

37. Sustainable Management Position LevelJob Competencies EmployeeUses resources responsibly Identifies and advocates for resource effectiveness Supervisor / Manager Identifies and advocates for resource effectiveness Makes links between sustainability and success of the GNWT DirectorMakes links between sustainability and success of the GNWT Improves sustainability practices ADMDevelops, implements, and monitors systems Plans for the future sustainability of the GNWT DM / DH Plans for the future sustainability of the GNWT

38. Core Competencies 38 GNWT Core Competency Wheel

39. ePerformance There are 5 templates in ePerformance: 1 for all position levels Employee -> Deputy Head

40. Employee Job Competencies Core Competency Job Competencies Authentic Leadership Takes Responsibility for Own Behavior Contributes to a positive work environment Systems Thinking Links operational activities to larger goals Sees patterns when problem solving and decision making Engaging OthersBuilds RapportConnects with others Action Management Gets the work done and accepts change Monitors work towards goals and prepares for change People Management Manages self and works well with others Acts as a key team player and supports learning in others Sustainable Management Uses resources responsiblyIdentifies and advocates for resource effectiveness

41. Supervisor/Manager Job Competencies Core Competency Job Competencies Authentic Leadership Contributes to a positive work environment Creates a positive team environment Systems ThinkingSees patterns when problem solving and decision making Analyzes potential solutions using diverse information Engaging OthersConnects with othersMakes key contacts and shares information Action Management Monitors work towards goals and prepares for change Improves performance and adapts readily People Management Acts as a key team player and supports learning in others Improves self and gives direction to others Sustainable Management Identifies and advocates for resource effectiveness Makes links between sustainability and success of the GNWT

42. Director Job Competencies Core Competency Job Competencies Authentic Leadership Creates a positive team environment Builds effective and productive teams Systems ThinkingAnalyzes potential solutions using diverse information Applies a long-term and broad perspective Engaging OthersMakes key contacts and shares information Develops effective relationships Action Management Improves performance and adapts readily Sets challenging objectives and helps others adapt People Management Improves self and gives direction to others Stays current and gives constructive feedback Sustainable Management Makes links between sustainability and success of the GNWT Improves sustainability practices

43. ADM Job Competencies Core Competency Job Competencies Authentic Leadership Promotes a positive and productive environment within department Builds a positive and productive workplace environment across GNWT Systems ThinkingIncorporates trends and inter-connections Understands impacts on vision and connections Engaging OthersMaintains and uses a wide circle of contacts Builds networks and partnerships Action Management Improves performance more broadly and gains commitment for change Long-term view to goals and implements change People Management Motivates the team and acts as a coach/mentor Plans for future human resource needs and learning Sustainable Management Develops, implements, and monitors systems Plans for the future sustainability of the GNWT

44. DM Job Competencies Core Competency Job Competencies Authentic Leadership Builds a positive and productive workplace environment across GNWT Systems Thinking Understands impacts on vision and connections Engaging OthersBuilds networks and partnerships Action Management Long-term view to goals and implements change People Management Plans for future human resource needs and learning Sustainable Management Plans for the future sustainability of the GNWT

45. Additional 39 Competencies What are they? Broad range of competencies to cover all positions How can they be applied? at the discretion of Supervisor/ Manager

46. How to develop competencies? Work experience Training on the Learning & Development Calendar Coaching and/or Mentoring On-the-job-training Acting responsibilities Life Experience Formal Education

47. Employee Development & Workforce Planning 1.Leadership Development Program 2.Management Series 3.Aboriginal Management Development Program 4.Graduate Internship Program 5.Education Leave 6.Tuition Reimbursement 7.Employee Recognition & Awards

48. Succession Planning Competencies assist in identifying and grooming emerging top performers, managers, and leaders for career advancement in the GNWT.

49. Competencies Competencies are coachable, observable, measurable, and critical to successful Individual Performance, Program Performance, Department Performance, & overall GNWT Performance.

50. ePerformance April 2016- roll out to EEs My HR UPK training guides Training

51. Thank you! Please contact Performance_Development@gov.nt.ca For more information or assistance with your Performance Document.