1、BC Public Service Competencies Page 12004/2005B.C. Public Service Competency ModelThe B.C. Public Service has identified Public Service and Leadership Competencies that are important to success in the public service. Public Service Competencies: behaviours important to every public service employee,
2、 regardless of role or function.Service Orientation is understanding the service needs of a client/customer (internal or external) and actively focusing on anticipating, meeting and exceeding the needs in a timely and appropriate manner. Results Focus is taking action to achieve challenging goals or
3、 high standards. It is focusing on the desired outcomes, setting challenging goals, and taking action to meet or exceed them.Teamwork and Co-operation is working co-operatively with diverse teams, work groups and across the organization to achieve group and organizational goals. This includes commun
4、icating effectively and collaboratively with others.Leadership Competencies: behaviours important to leaders/managers/supervisors.Leading Others is inspiring people and teams to reach their fullest potential. Leadership is about positively influencing people and events and can be demonstrated at eve
5、ry level of an organization. Strategic Orientation is the ability to link long-range visions and concepts to daily work and thinking and acting upon the big picture. It is taking the broad-scale and long-term view and developing appropriate strategies or plans to meet goals.Innovation and Change is
6、supporting and encouraging new ideas and approaches to enhance performance and results. It is embracing change, taking intelligent risks, and helping others to engage in the change process. Empowerment is conveying confidence in employees ability to be successful and sharing responsibility to encour
7、age commitment and ownership.Developing Others is providing coaching, support and recognition to enhance employee performance, development and motivation. It is encouraging individuals to be accountable for their own development and should include a diverse range of learning activities.BC Public Ser
8、vice Competency DictionaryIn addition to the BC Public Service Competency Model, there is a dictionary of further competencies that may apply to employees depending on the nature of their roles. The dictionary list can be found on the last page of this document. Detailed information about each compe
9、tency in the dictionary can be found at the competency resource centre site at: http:/gww.bcpublicservice.gov.bc.ca/competencies/BC Public Service Competencies Page 2SERVICE ORIENTATIONService Orientation is understanding the service needs of a client/customer (internal or external) and actively foc
10、using on anticipating, meeting and exceeding the needs in a timely and appropriate manner. 1. Follows Up: Understands who the clients are in their area. Follows through on client inquiries, requests, and complaints in a timely manner. Advises clients about status of issue or progress of projects.2.
11、Maintains Clear Communication: Maintains clear communication with clients regarding mutual expectations and monitors client satisfaction. Distributes helpful information to clients. Ensures professional and courteous service.3. Takes Personal Responsibility: Takes personal responsibility for providi
12、ng excellent service quality Makes clients and their needs a primary focus of actions. Corrects problems promptly, without being defensive.4. Encourages Customer/Client Focus: Supports others to take personal responsibility to deliver excellent customer service. Effectively represents the needs and
13、interests of the client. Understands the clients issues and seeks information about their current and future requirements. Is accessible and models prompt, attentive service. 5. Expresses a Vision for Customer/Client Focus: Defines a client service vision and how it strategically fits within the org
14、anization. Sets the climate and creates a culture to attain client focused outcomes, (i.e. performance management, resource allocation etc.). Takes specific and sustained action to implement the client service vision. Implements client satisfaction feedback to ensure provision of quality service. 6.
15、 Inspires Others to Support Customer/Client Focus: Clearly articulates a ministry vision that supports a client focused workforce. Aligns the organizational structure and management processes to support the client vision. Demonstrates personal commitment to the client service vision through own acti
16、ons and attitudes. Recognizes individuals and areas that are demonstrating behaviours and outcomes consistent with the client service vision.BC Public Service Competencies Page 3RESULTS FOCUSResults Focus is taking action to achieve challenging goals or high standards. It is focusing on the desired
17、outcomes, setting challenging goals, and taking action to meet or exceed them.1. Takes Action to Meet Performance Standards: Takes initiative to do the job well. Accepts responsibility for the outcomes of own work. Follows through on assignments to ensure successful completion.2. Strives to Meet and
18、 Exceed Expectations: Strives to meet or exceed performance goals or standards set. Makes every effort to meet goals and deadlines. Takes action before being forced to by events.3. Improves Performance: Identifies new or better ways of meeting goals. Has a strong sense of urgency about solving probl
19、ems and getting work done. Maintains commitment to goals in the face of obstacles and frustrations.4. Delivers to Meet Challenging Goals: Develops challenging but achievable goals and delivers to meet them. Identifies ways to measure performance against goals. Shows persistence in overcoming obstacl
20、es.5. Focuses Resources to Achieve Results: Demonstrates effective decision-making and priority setting to achieve desired outcomes. Effectively deploys resources to achieve results, including mid-course changes when necessary. Monitors performance and demonstrates accountability for commitments. En
21、courages a culture of performance excellence within the team or group.6. Takes Calculated Risks to Achieve Challenging Goals: Leads organization in achieving challenging goals. Takes calculated risks to achieve results. Accepts responsibility for organization successes and failures. Sets and communi
22、cates key performance indicators to measure organizational results and success.BC Public Service Competencies Page 4TEAMWORK AND CO-OPERATIONTeamwork and Co-operation is working co-operatively with diverse teams, work groups and across the organization to achieve group and organizational goals. This
23、 includes communicating effectively and collaboratively with others.1. Acts as an Effective Team Member: Participates willingly and actively in the team. Listens and responds constructively to other team members ideas. Helps and encourages team members.2. Initiates Team Efforts: Works co-operatively
24、 and supportively with others. Openly shares information, knowledge and expertise with the team and co-workers. Expresses positive expectations of others and appropriately gives and receives feedback.3. Promotes Team Co-operation: Involves key people needed to achieve results. Values others input an
25、d expertise and solicits ideas and opinions to help form specific decisions or plans. Promotes a spirit of co-operation and teamwork.4. Facilitates Effective Team Outcomes: Facilitates and influences teams to achieve positive outcomes. Treats people with dignity and respect. Removes barriers to posi
26、tive team effectiveness/performance. Publicly recognizes others who have performed well.5. Fosters Teamwork: Builds and empowers teams to achieve organizational goals. Encourages input, teamwork and co-operation from others. Models effective teamwork and holds people accountable for being good team
27、players. Develops formal and informal relationships with a wide circle of people.6. Champions Organizational Teamwork: Manages difficult and complex team and organizational interactions. Collaborates across internal and external organizational boundaries to meet common objectives. Develops and maint
28、ains win/win relationships and partnerships. Develops networks and builds alliances.BC Public Service Competencies Page 5LEADING OTHERSLeading Others is inspiring people and teams to reach their fullest potential. Leadership is about positively influencing people and events and can be demonstrated a
29、t every level of an organization. 1. Manages Team Interactions Effectively Works positively and proactively with the team to meet team goals. Manages meetings and team interactions effectively. Expresses positive expectations of others.2. Promotes Team Communication: Communicates openly and honestly
30、. Shares useful and relevant information and explains the rationale behind decisions. Encourages individual and team input. Consults with others to support group processes.3. Builds Team Effectiveness: Works with the team to develop a shared purpose. Promotes team morale and spirit. Creates a co-ope
31、rative and productive environment. 4. Positions the Team for Success Encourages and empowers others to achieve the teams goals. Manages the group processes and keeps the team focussed. Champions groups position or decisions both internally and externally. Works to resolve obstacles outside of the te
32、ams direct influence.5. Inspires Team to Reach Fullest Potential Engages team in developing strategies to meet current and future challenges. Inspires people to support the team and organization direction. Acts with the highest integrity consistent with values and beliefs.6. Communicates a Compellin
33、g Organizational Vision: Communicates a compelling vision and clear direction. Generates organizational commitment to the vision and to action that is aligned with the governments strategic direction. Demonstrates personal commitment to the team, vision and goals. Faces difficult issues and makes to
34、ugh and timely decisions to achieve the vision.BC Public Service Competencies Page 6STRATEGIC ORIENTATIONStrategic Orientation is the ability to link long-range visions and concepts to daily work and thinking and acting upon the big picture. It is taking the broad-scale and long-term view and develo
35、ping appropriate strategies or plans to meet goals.1. Understands Strategic Goals: Understands organizational goals, objectives and strategies developed by others. Relates organizational goals to own work area.2. Aligns Current Actions with Strategic Goals: Prioritizes work in alignment with team go
36、als. Acts in accordance with organizational goals, objectives and strategies. Assesses how day-to-day tasks support the broader government goals.3. Contributes to Strategic Direction: Contributes to the development of the organizations vision, goals and strategies. Develops work plan for own area. L
37、inks short-term tasks to long-term goals.4. Develops Strategic (Future-Oriented) Plans: Develops clear goals, objectives and strategies for team. Determines issues, problems and opportunities in area and acts on them. Creates plans with clear linkages between current actions and long-term goals. Ide
38、ntifies appropriate courses of action in ambiguous situations.5. Formulates Strategic Plans in Relation to Internal and External Environment: Develops a long-term vision, goals and strategies to achieve governments goals. Assesses government directions and external trends (e.g., social, technologica
39、l, economic, etc.) to determine how changes might impact the organization. Continually reviews and revises plan to address long-term issues and opportunities that may affect the group. 6. Creates and Implements a Vision and Strategic Plan: Creates a compelling vision for the future state of the orga
40、nization. Establishes a comprehensive course of action to achieve the vision. Encourages and enables cross-ministry and stakeholder collaboration and issue resolution. Successfully identifies and manages highly complex and/or ambiguous situations.BC Public Service Competencies Page 7INNOVATION AND C
41、HANGEInnovation and Change is supporting and encouraging new ideas and approaches to enhance performance and results. It is embracing change, taking intelligent risks, and helping others to engage in the change process. 1. Challenges Status Quo: Is open to new and diverse ideas. Questions and challe
42、nges the way things have always been done. Suggests ways to improve the effectiveness of current practices.2. Strives for Continuous Improvement: Continuously seeks better ways to get the job done. Implements ideas for continuous improvement within own area. Adapts readily to change.3. Introduces Ne
43、w Ideas and Approaches: Identifies and implements new ideas and approaches. Proactively shares information and resources across areas. Assists others in adapting to change.4. Supports Innovation and Change: Develops new approaches and takes calculated risks in trying something new. Fosters a climate
44、 in which others feel safe to contribute their ideas. Encourages and values new ideas, perceptions and suggestions. Involves and motivates others in finding improved ways of working.5. Fosters Innovation in Others: Creates an environment that fosters creativity and innovation in others Initiates cha
45、nge to enhance organizational performance results. Involves employees to gain commitment for change. Actively looks for opportunity in uncharted territory.6. Leads/Champions Organizational Innovation and Change: Articulates a clear vision for innovation and change. Champions and sponsors innovation
46、and change activities. Addresses organizational barriers to change. Leads large scale organizational change.BC Public Service Competencies Page 8EMPOWERMENTEmpowerment is conveying confidence in employees ability to be successful and sharing responsibility to encourage commitment and ownership.1. Ex
47、presses Positive Expectations of Employees: Speaks positively with employees regarding their potential for development and ability to assume more responsibility. Shows respect for employees capabilities.2. Assigns Tasks: Assigns tasks to employees and is confident in their ability to accomplish task
48、s. Ensures employees have the instructions, rationale and/or resources to accomplish the task. Communicates expectations clearly and effectively.3. Demonstrates Trust: Supports employees in developing performance plans and setting own work goals. Encourages individuals to make choices as to how thei
49、r work might be accomplished. Demonstrates trust in others skills and abilities to achieve goals. 4. Lets Others Lead, Encourages Others: Encourages individual responsibility and accountability for performance goals. Delegates decision-making and work functions to maximize organizational effectiveness. Supports employees in taking informed risks to achieve outcomes. Accepts and supports othe
