My HR COMPETENCIES 101.

My HR COMPETENCIES 101

Welcome! COMPETENCIES 101 Trainer: Tanya Tourangeau Welcome to Competencies 101. My name is Tanya Tourangeau and I will be your trainer today. If you have any questions about Competencies, the GNWT Competency Model, Competency-based Performance Development, ePerformance, or completing your ePerformance document in PeopleSoft, please for assistance.

Competency-Based Performance
Competencies 101 ePerformance Competency-Based Performance Development Employee Development & Workforce Planning Training Today’s Competencies 101 training, along with the Competency-based Performance Development 101 and ePerformance training is collection of training courses designed to prepare employees and supervisors for this transition from paper to automation for all performance documents. If you haven’t already done so, you are encouraged to take all three training sessions that are aimed at preparing you to get the most of the annual process of performance development. The training is being designed and offered through a collaboration between Department of Human Resources' Employee Development and Workforce Planning Unit and Department of Finance’s Human Resource Information System Unit. At all three training sessions, you will be introduced to the business and the system processes. HRIS System Training

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

ePerformance & Competencies
Let’s start with why Competency training is being offered to all GNWT employees. Starting with the 2016/17 fiscal year, all employees (except NWTTA teachers and casuals) will complete their Performance Document (formerly known as the Performance Appraisal Form) using ePerformance within PeopleSoft. The application of GNWT’s 6 Core Competencies become mandatory along with the use of automated performance document. Where ever ePerformance applies, I will be indicating it through out the Competency training.

How does this apply to current cycle?
15/16 EEs Paper form Managers ePerformance 16/17 EEs* To clarify how this change will effect employees and supervisors, here is a diagram outlining how you are to complete your performance document. For the 2015/ 2016 fiscal year, Employees will complete their performance document using the same paper form that the department has used previously. Supervisor and managers are expected to complete their performance document using the ePerformance tool in PeopleSoft. For the 2016/2017 fiscal year, all employees (except casuals & teachers covered under the NWTTA) will be completing their performance document using the ePerformance tool in PeopleSoft. Except Casuals & Teachers under the NWTTA

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. Let’s start with understanding what a competency is. Within the GNWT Competency Model, there is an official definition. GNWT identifies competencies as the set of Knowledge, Skills, Abilities required by individuals to be effective in providing service to the public defined by behaviours. The behaviours required to be effective in public service. A higher level of a knowledge, skill, and ability, also known as a ksa.

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. If we Googled Competencies, we may see that Competency is a behaviour which enables people to deliver superior performance in a given job, role, or situation. That competencies are a description of the patterns of behaviours that are required for success. And Competencies are a tool to help employees and organizations focus on the behaviours that consistently enable people to achieve high standards of performance.

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) Although those definitions are great, it’s difficult to get a clear understanding of what a competency is without seeing how a competency is different from a basic KSA – knowledge, skill, and ability. Using Business Acumen, a General Competency within the Competency Model, as an example. A statement about business acumen as a KSA may be stated as a requirement within a job descriptions as ‘should have a high degree of business acumen’. The problem with KSA statements, it is difficult to gage to degree of a KSA is required between different position levels. Where as, in terms of competencies, which are defined behaviours of top performers, may more clearly state the requirement as…’be able to analyze and comprehend work-unit goals and strategies’. How is high business acumen demonstrated? by analyzing and comprehending work-unit goals and strategies. All competencies within GNWT’s Competency Model are defined in this manner. The title of the competency along with the defined behaviours that demonstrate that competency based on position level.

Competencies and Results
BEHAVIOURS (actions) Performance Competencies have proved to be one of the most powerful tools for an organization to meet its business results, through its most valuable resource – its people. Competencies are very effective for communicating about performance because they help people frame expectations and goals in clear behavioural terms – competencies assist organizations in ‘raising the bar’ of performance expectations. When competencies are defined, employees understand the necessary behaviours to be effective and successful, which leads to increased performance, which ultimately positively affects the entire organizations results. ORGANIZATION RESULTS

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 There were many drivers for the introduction of competencies within GNWT: One of the most important drivers was empowering the employee with clear direction on how they can contribute successfully within their roles. 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 Improves consistency in recruiting and selection, training, performance development and workforce/succession planning

Competency-based Performance Development
Succession Planning Training Performance Development Qualified Employee Engagement Behaviour Based Interview Performance Effective Recruitment Job Description Competency-based Performance Development provides a framework for increasing performance, engagement and retention. Currently, we introducing Competencies at the Performance Development level, soon – all job descriptions will be written using competencies instead of KSAs. By incorporating competencies within the job description, hiring managers and potential applicants will benefit from having a clear understanding of what the position entails. Competencies can also be used during the selection process with behaviours based interview questions that provide applicants the opportunity to speak about how they have demonstrated behaviours previously. Behaviour based questions assist in determining the more qualified applicant. Behaviour based questions are developed directly from the behaviours within the GNWT Competency Model. If the job description included the business acumen competency for an employee position a question may be ‘tell me about when you analyzed and comprehended work unit goals and strategies?’ Once employment begins, competencies continue to influence success within the annual performance development cycle. Annual evaluations based on competencies lead to more effective training needs analysis that is supported by data that indicates the need for competency based training to improve performance levels and to groom top performers to succeed within GNWT through effective succession planning. This all leading towards increased employee engagement, which leads to improved performance.

Benefits of Competency based Performance Development
For GNWT For Employees Contributes to employee retention Knowing 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 selection Increases Employee Engagement Competencies are a key component of the CBPD program. There are numerous benefits for the GNWT and the GNWT employees: For GNWT: Contributes to employee retention Develops employees for Succession Plans Identifies relevant training for job levels; supports training needs analysis Provides measures of performance required to meet corporate goals Ensures effective employee selection For Employees: Knowing clearly what the job requires Provides a path for career advancement Assists employees in understanding the need for additional training to fill the knowledge gaps During the hiring process, employees will know what the job truly entails

20/20 Strategic Plan Employer of Choice
The Competency-based Performance Development Program is directly aligned to GNWT’s Strategic Plan: a Brilliant North, which is to become an Employer of Choice in NWT. The Department of Human Resources supports the Strategic Plan by putting in place a firm foundation of excellent human resource management practices and services, The Competency-based Performance Development Program is apart of that foundation to ensure all of the other strategic goals have the support necessary to be successful. You are encouraged to visit My HR website to learn more information about how GNWT’s 20/20 Strategic Plan.

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) Competencies were defined, developed and established within a Competency Model of 6 core competencies and 39 general competencies by a committee of Deputy Heads, CEOs, and key personnel from every department. Competencies aren’t new, they have been around for many decades. There are thousands of competencies, the 6 core competencies and 39 general competencies were chosen based on their reflection of GNWZT’s vision, culture and goals.

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. Core competencies are those that organizations identify as contributing the most towards achieving strategic results. Modeling after successful Governments, GNWT’s core competencies are intended to unify the government across departments and business units and to improve the transfer of knowledge, skills, and bevahiours among them. GNWT’s core competencies reflect the values, attitudes, behaviours that GNWT stands for and all GNWT employees must own and demonstrate everyday.

GNWT Core Competencies
Leadership Excellence Authentic Leadership Systems Thinking Engaging Others Management Excellence Action Management People Management Sustainable Management There are 6 GNWT core competencies and they are organized into two clusters: Leadership Excellence and Management Excellence. Under Leadership Excellence, we have: Authentic Leadership; Systems Thinking; and Engaging Others. Under Management Excellence, we have: Action Management, People Management, and Sustainable Management. Although these appear to be high level behaviours that only senior management would display, the committee established the behavior scale so that no matter what position title you are in, the behaviours for your position level would apply.

ePerformance Competency Ratings
Definition Does not meet Employee hasn’t demonstrated behaviours defined in competency. Developing Employee partially demonstrates behaviours defined in competency. Meets Employee demonstrates all behaviours defined in competency. Exceeds Employee demonstrates all behaviours defined in competency and frequently exceeds expectations. Within your Performance Document in Peoplesoft, employees will be evaluated on GNWT’s 6 core competencies. Managers may include other competencies, within the Performance Document, to be evaluated on, these additional competencies would be based on the technical and operational requirements of the position. The competency ratings are: does not meet which is defined by-the employee hasn’t demonstrated behaviour defined in competency. Developing – which means employee partially demonstrates behaviour define in competency. Meets – which means employee demonstrates all behaviours defined in competency. Exceeds – employee demonstrates all behaviours defined in competency and frequently exceeds expectations These rating apply to all employees with Performance Documents created for the 2016/2017 reporting cycle. Upon completion of the fiscal year, March 31st 2017, employees and managers will evaluate performance based on the competencies and the ratings. Let’s take a deeper look into each of the 6 core competencies.

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 Each competency in the guide is defined in this format. The title of the core competency, the definition, why the competency is important to GNWT, and what behaviours need to be demonstrated by position level. I encourage you to take time to review the GNWT Competency Model in it’s entirety, for now we are going to review the 6 core competencies so that you understand how they are structured and how they will apply to you.

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. Following along in the GNWT Competency Model, let’s look at Core Competency #1, Authentic Leadership. You will note that there are two long paragraphs explain the definition and why it’s important, please review these at a later date. The high level definition of Authentic Leadership is that it is a driver of personal and interpersonal conduct. It important because: The GNWT Public Service serves citizens of NWT who have a right to an ethical public service.

Behaves consistently with GNWT values and organizational practices.
Core Competency #1 Behaves consistently with GNWT values and organizational practices. Code of Conduct Courteous & Respectful Service Respectful Workplace Behavior Here we have two employee positions, the highway patrol officers and the student case officer, they can successfully demonstrate core competency 1 by behaving consistently with GNWT values and organizational practices. This would be supported by understanding the code of conduct, providing courteous and respectful client service, and by being respectful in the workplace. Baseline behaviours that all employees can demonstrate in their positions, whether they are an administrative officer, a janitor, or a corrections officer. Authentic Leadership

Authentic Leadership Employee Takes Responsibility for Own Behavior
Position Level Job Competencies Employee Takes Responsibility for Own Behavior Contributes to a positive work environment Supervisor/ Manager Creates a positive team environment Director Builds effective and productive teams ADM Promotes a positive and productive environment within department Builds a positive and productive workplace environment across GNWT DM / DH Authentic Leadership Job Competencies are different for each position level, with overlapping job competencies from Employee to the Director level. The employee level, which has no direct reports, is expected to demonstrate work behaviours pertaining to: Takes responsibility for their own behaviour with the growth job level competency being Contributes to a positive work environment. Contributes to a positive work environment is the foundation job level competency for the manager level and Creates a positive team environment is the growth job level competency. If you look at the behaviour scale within the GNWT competency model for Authentic leadership you see level 1 and 2 are employee levels, level 2 and 3 are manager levels. The employee is only responsible for their own behavior, but the manager has the foundation of contributing to a positive work environment. The overlap between the two positions is to grow employees performance and identify when employees become top performers. The identification of top performers enable departments to do effective successionplanning. Looking at the scale,tThe director level is expected to demonstrate behaviours pertaining to: Creates a positive team environment and Builds effective and productive teams. Those are levels 3 and 4. The ADM level position jumps to levels 5 and 6, the ADM is expected to demonstrate behaviours pertaining to: Promotes a positive and productive environment within department and Builds a positive and productive workplace environment across GNWT. Which is the baseline for the DH position.

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. Core Competency #2 is Systems Thinking. The condensed definition is: is a driver of how thinking about problems and strategies should be approached within GNWT. It important because: 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. If you reference the Competency Guide you will see the full definition and why it is important.

Asks questions to understand broader goals
Core Competency #2 Understands how their work contributes to the achievement of department goals. Consults with others Open to new ideas Asks questions to understand broader goals Here are our employees, they can successfully demonstrate core competency 2, Systems Thinking, by understanding how their work contributes to the achievement of the departments’ goals. The sfa officer understands that the approval of student funding applications leads to the greater goal of improving education opportunities for NWT Youth. The highway patrol officer understand their daily patrolling of our highway is linked to the departmental goal of providing safe highways to transport food and supplies. Within all our positions, we have work objectives linked to our program, unit, division, department goals. Systems Thinking

Understands impacts on vision and connections
Systems Thinking Position Level Job Competencies Employee Links operational activities to larger goals Sees patterns when problem solving and decision making Supervisor/ Manager Analyzes potential solutions using diverse information Director Analyzes potential solutions using diverse information. Applies a long-term and broad perspective ADM Incorporates trends and inter-connections Understands impacts on vision and connections DM / DH Understands impacts on vision and connections Again, same as Authentic Leadership, Systems Thinking Job Competencies are different for each position level, with overlapping job competencies in the Employee to Director level. The employee ‘s foundation competency is Links operational activities to larger goals (level 1) with Sees patterns when problem solving and decision making (level 2) being the growth competency. The manager, or supervisor, level has the foundation competency of the growth of the employee, Sees patterns when problem solving and decision making and growth competency being Analyzes potential solutions using diverse information, which is level 3. The director level is expected to demonstrate behaviours in levels 3 and 4, Analyzes potential solutions using diverse information being the foundation competency and Applies a long-term and broad perspective being the growth. The ADM level is expected to demonstrate behaviours in level 5 and 6, Incorporates trends and inter-connections and Understands impacts on vision and connections, which is the foundation for the Deputy Head. Notice how the behavior gets more complex with each position level. The employee links, the supervisor/manager see patterns, the director analyzes, the adm incorporates, and the deputy head understand impacts on vision and connections.

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. Core Competency #3 is Engaging Others. The condensed definition is: is a driver of how we work as part of the GNWT. It important because: Developing appropriate networks is essential, as expectations are changing and one of the best ways to solve complex problems is through collaboration and consultation.

Works cooperatively and collaboratively with others.
Core Competency #3 Works cooperatively and collaboratively with others. Pleasant & Courteous Shares information Open to working together Our employees can successfully demonstrate core competency 3, Engaging Others, by working cooperatively and collaboratively with others. The highway patrol officer may see a fire in the bush while patrolling, they would notify ENR and work collaboratively to take action if required. The student case officer may call Aurora college to inquire about the next application date for Trades program. Engaging Others

Engaging Others Employee Builds Rapport Connects with others
Position Level Job Competencies Employee Builds Rapport Connects with others Supervisor/Manager Makes key contacts and shares information Director Develops effective relationships ADM Maintains and uses a wide circle of contacts Builds networks and partnerships DM / DH Same as the previous scales, The employee level is expected to demonstrate behaviours of the foundation competency level 1 Builds Rapport and of the growth competency level 2 Connects with others. The manager, or supervisor, level is expected to demonstrate behaviours levels 2 and 3, Connects with others and Makes key contacts and shares information which is the foundation for the director level. The growth competency for the director is Develops effective relationships, which are levels 3 and 4 in the Competency Model. The ADM jumps to level 5 and 6 which are Maintains and uses a wide circle of contacts and Builds networks and partnerships, which is the foundation for the Deputy Head. Notice how the complexity of the behaviours increase with position level. From building rapport, to connecting, to sharing, to maintaining, to building networks and partnerships.

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

Prioritizes own tasks and understands what needs to be done.
Core Competency #4 Prioritizes own tasks and understands what needs to be done. Takes ownership and pride in own work Makes appropriate decisions Our employees can successfully demonstrate core competency 4, Engaging Others, by prioritizing own tasks and understands what needs to be done. Important core behaviours, that when all employees embrace will improve the effectiveness of our programs, units, divisions, and departments. Action Management

Action Management Employee Gets the work done and accepts change
Position Level Job Competencies Employee Gets the work done and accepts change Monitors work towards goals and prepares for change Supervisor/ Manager Improves performance and adapts readily Director Sets challenging objectives and helps others adapt ADM Improves performance more broadly and gains commitment for change Long-term view to goals and implements change DM / DH The employee is responsible for Getting the work done and accepts change, the growth for the employee is Monitors work towards goals and prepares for change. The manager, or supervisor, level is expected to demonstrate behaviours pertaining to levels 2 and 3, Monitors work towards goals and prepares for change and Improves performance and adapts readily. The director level is expected to demonstrate behaviours of levels 3 and 4: Improves performance and adapts readily and Sets challenging objectives and helps others adapt. The ADM level jumps to levels 5 and 6 which are Improves performance more broadly and gains commitment for change and Long-term view to goals and implements change and that being the foundation for the Deputy Head. The DMs had the long term vision to implement ePerformance and Competencies, The ADM gained commitment for change through the Directors. The Directors set challenging objectives with their managers to support the change. The employee accepts the change and gets the work done.

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. Core Competency #5 is People Management is about creating the conditions and environment that allow people to work collaboratively and productively to achieve results. It important because: 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.

Core Competency #5 Shares knowledge Seeks feedback Seeks information
Actively shares information, and listens and accepts others’ points of view in an open and honest way. Shares knowledge Seeks feedback Seeks information Our employees can successfully demonstrate core competency 5,People Management, by actively sharing information, seeking feedback, and accepting others’ points of view in an open and honest way. People Management

People Management Employee Manages self and works well with others
Position Level Job Competencies Employee Manages self and works well with others Acts as a key team player and supports learning in others Supervisor/ Manager Improves self and gives direction to others Director Stays current and gives constructive feedback ADM Motivates the team and acts as a coach/mentor Plans for future human resource needs and learning DM / DH The employee is expected to demonstrate behaviours level 1 and 2: Manages self and works well with others, the foundation competency, and Acts as a key team player and supports learning in others, the growth competency. The growth for the employee then becomes the foundation for the supervisor/manager level and level 3 is the growth which is Improves self and gives direction to others. The director level is expected to demonstrate behaviours in levels 3 and 4: Improves self and gives direction to others and Stays current and gives constructive feedback. The ADM level jumps to level 5 and 6 which are Motivates the team and acts as a coach/mentor and Plans for future human resource needs and learning, which is the baseline for the Deputy Head position.

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. The final Core Competency is #6 Sustainable Management. The high level definition is that it is about delivering results by maximizing organizational effectiveness and sustainability of our human, financial, and environmental resources. It important because: It’s increasingly important that we manage our resources responsibly and sustainably.

Respects how workplace resources are to be used.
Core Competency #6 Respects how workplace resources are to be used. Manages time effectively Cost effective practices Identifies possible improvements in resource management Our employees can successfully demonstrate core competency 6, Sustainable Management, by respecting how workplace resources are to be used. The patrol officer can manage their time effectively and use resources responsibly. The sfa officer may print in black and white instead of color. Small cost effective practices that can go a long way. Sustainable Management

Sustainable Management
Position Level Job Competencies Employee Uses resources responsibly Identifies and advocates for resource effectiveness Supervisor / Manager Makes links between sustainability and success of the GNWT Director Improves sustainability practices ADM Develops, implements, and monitors systems Plans for the future sustainability of the GNWT DM / DH The employee position is expected to demonstrate behaviours levels 1 and 2: Uses resources responsibly and Identifies and advocates for resource effectiveness. The manager position is expected to demonstrate behaviours in levels 2 and 3: Identifies and advocates for resource effectiveness and Makes links between sustainability and success of the GNWT. The director position is expected to demonstrate behaviours in levels 3 and 4: Makes links between sustainability and success of the GNWT and Improves sustainability practices. The ADM position jumps to levels 5 and 6: Develops, implements, and monitors systems and Plans for the future sustainability of the GNWT, which is the baseline for the Deputy Head position. Notice, just like the previous 5, the complexity increases with position levels. The employee uses resources responsibly, the manager identifies and advocates, the director links and improve sustainability practices, and the Deputy Head plans for future sustainability of the GNWT.

Core Competencies GNWT Core Competency Wheel
Here is a wheel of GNWT’s Core Competencies. The outer blue ring is how the Six Competencies are divided into the two clusters or groups: Leadership Excellence and Management Excellence. By understanding the behaviour scale, you can see how we can demonstrate management and leadership excellence with our own behaviours. The six core competencies are the ones in green: Authentic Leadership, Systems Thinking, Engaging Others, Action Management, People Management and Sustainable Management and they surround the white inner circle that speaks to some of the behaviours outlined within the competency. If you look under Authentic Leadership, the behaviour relates to integrity, accountability, and interpersonal sensitivity. What’s important about this wheel, is that the Core Competencies are centered around GNWT’s Vision and Goals. By embracing these core competencies and demonstrating the behaviours outlined for our positions, all of our program, divisions, and departments work objectives and goals will be aligned to the main goals of GNWT.

ePerformance There are 5 templates in ePerformance: 1 for all position levels Employee -> Deputy Head There are 5 templates in ePerformance: 1 for all position levels employee, supervisor/manager, director, ADM and Deputy Head. ePerformance is a Peoplesoft tool, your position will already be in your Peoplesoft profile.

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 Others Builds Rapport Connects 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 responsibly Identifies and advocates for resource effectiveness The employee template will be front loaded with the 6 core competencies and the two level job competencies for each. The employee will see all levels 1 and 2 within their Performance Document. The first time the employee with be rated on these competencies is March 31st when the 16/17 fiscal year ends. We present them at the beginning of the year so that all employees will understand what behaviours they will be expected to demonstrate throughout the year, as they will be rated on them at then end of the evaluation period. When evaluation time comes, the employee will do a self evaluation and the supervisor will do a manager evaluation based on these job competencies. Both will select a rating 12 times. The ratings form the employee’s overall performance rating.

Supervisor/Manager Job Competencies
Core Competency Job Competencies Authentic Leadership Contributes to a positive work environment Creates a positive team environment Systems Thinking Sees patterns when problem solving and decision making Analyzes potential solutions using diverse information Engaging Others Connects with others Makes 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 The supervisor/manager template will be front loaded with the 6 core competencies and the two level job competencies for each. The supervisor/manager will see all levels 2 and 3 within their Performance Document.

Director Job Competencies
Core Competency Job Competencies Authentic Leadership Creates a positive team environment Builds effective and productive teams Systems Thinking Analyzes potential solutions using diverse information Applies a long-term and broad perspective Engaging Others Makes 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 The Director template will be front loaded with the 6 core competencies and the two level job competencies for each. The Director will see all levels 3 and 4 within their Performance Document.

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 Thinking Incorporates trends and inter-connections Understands impacts on vision and connections Engaging Others Maintains 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 The ADM template will be front loaded with the 6 core competencies and the two level job competencies for each. ADMs will see all levels 5 and 6 within their Performance Document.

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 Others Builds 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 The deputy head template will be front loaded with the 6 core competencies and the two level job competencies for each. The deputy heads will see levels 6.

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 I mentioned earlier in the training that there were other competencies apart from the six core competencies. The use of the additional general competencies are optional and should be used based on need. Not every position requires additional competencies to be successful. It is the manager’s decision to make whether or not to apply additional competencies within their employee’s Performance Document in ePerformance. Let’s refer to the Competency Model and review the list of the 39 competencies, please turn to page 1, which is the table of contents. You see at the bottom of page 1 the list begins with

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 There are a variety of ways you can develop or improve your competencies. The GNWT’s competency model defines the behaviours required for your position level and the next levels of positions, it is intended that you use the behaviours outlined for the positions as a development guide. By developing your competencies, you are working towards being more successful within your position and or towards your career advancement. On going Work experience will assist you in developing your position competencies. Not everyone will be at meets or exceeding within their position. As you grow in your position and learn about your role, you will develop competencies naturally with experience. In addition you can take training through the Learning and Development Calendar. New courses are being added every month, including eLearning modules. Coaching and/or Mentoring is always encouraged. Especially for those employees are content in their positions. There are Admins who never want to be officers, nurses who don’t wish to be a nurse in charge, coaching and mentoring employees around them is a great way to build competencies and grow corporate knowledge. On-the-job-training Acting responsibilities and of course Life Experience and Formal Education.

Employee Development & Workforce Planning
Leadership Development Program Management Series Aboriginal Management Development Program Graduate Internship Program Education Leave Tuition Reimbursement Employee Recognition & Awards The Department of Human Resources’ Employee Development and Workforce Planning division offers a variety of programs for developing competencies, they include: Leadership Development Program Management Series Aboriginal Management Development Program Graduate Internship Program Education Leave Tuition Reimbursement Employee Recognition & Awards Please visit the My HR page for more information on programs offered, deadlines, and criteria.

Succession Planning Competencies assist in identifying and grooming emerging top performers, managers, and leaders for career advancement in the GNWT. There are many workforce planning issues that make succession planning critical to organizational success, including impending retirements. In order to succession plan, identifying and grooming emerging managers and leaders early is key to successfully filling those expected vacancies. Competency-based Performance Development provides the tools to succession plan effectively. That is why it is important as a manager and leader to apply the 6 core competencies to each employee and provide meaningful feedback and evaluation, and if needed, to apply the applicable general competencies as well.

Competencies Competencies are coachable, observable, measurable, and critical to successful Individual Performance, Program Performance, Department Performance, & overall GNWT Performance. Competencies are coachable,-learnable, teachable, readable  observable, measurable, and critical to successful Individual Performance, Program Performance, Department Performance, & overall GNWT Performance.

ePerformance & Competencies
April mandatory for 16/17 My HR- website for GNWT EEs UPK (HRIS User Manuals) training guides Training- eLearning & Regions

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

My HR COMPETENCIES 101.

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My HR COMPETENCIES 101.

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