Competency Profile - Parliament of...

CompetencyProfile

Office of theLaw Clerk andParliamentaryCounsel

Human Resources, Corporate Planning andCommunications Services House of Commons

Employee Competency_Profile_CoversEF_122948_135173_PPS_Competency_profile_cover 2010/06/01 1:30 PM Page 1

DEFINITIONS

A few concepts to make the Profile easier to use.

Competency Profile:A detailed list of competencies required to perform ideally in a particular job or jobcategory.

Competency: Includes knowledge, skills, qualities and attitudes.

Behavioural Indicators:Descriptions of behaviours that indicate, in an observable way, that one has acquiredand is able to apply a specific skill, knowledge or attitude.

ORIGIN

The Office of the Law Clerk and Parliamentary Counsel Competency Profile wasdeveloped with the highest respect for the competencies and associated behavioursthat were reported to us as being essential to the ideal performance of employeesin their given roles.

PURPOSE

Competency profiles are human resource management tools that are developed andused according to the premise that growth in an organization occurs in large partthrough the growth of its employees. Since the profile shows the competencies thatare essential for optimum performance in a given role, it includes all the informationyou need to effectively prepare for a staffing-related process, plan your career, iden-tify your learning and development needs, reflect on your performance, and so forth.

ELEMENTS

For each competency, you will find the following elements:

- A definition that reflects the Office of the Law Clerk and Parliamentary Counselculture; and

- A list of behavioural indicators that, taken together, describe the competency inaction (the order of these behaviours is not an indication of their relative importance).

I N T R O D U C T I O N

Employee Competency_Profile_CoversEF_122948_135173_PPS_Competency_profile_cover 2010/06/01 1:30 PM Page 2

Office of the

Parliamentary Counsel

Law Clerk and

Dev

elop

ing

Effe

ctive

V

ision and Knowledge of Specialized Client Focus & Analytical

Teams Management and Networking Communication A

daptab

ility

S

kills

Em

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ees

M

anag

emen

t

Strategy the Institution Knowledge Consultation Skills

Leading Self- Teamwork

Org

aniza

tiona

l

Skills

C O M P E T E N C I E S

Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 1

THE OFFICE OF THE LAW CLERK AND PARLIAMENTARY COUNSEL EMPLOYEE

COMPETENCY PROFILE WAS DEVELOPED THROUGH CONSULTATIONS WITH

THE OFFICE OF THE LAW CLERK AND PARLIAMENTARY COUNSEL EMPLOYEES

AND MANAGERS.

Many of the competencies and behavioural indicators identified and required for

different positions in this profile are common. Other competencies or behavioural

indicators are specific to certain positions without regard for hierarchical level.

A R E F L E C T I O N O F T H E C U L T U R E


COMPETENCY MATRIX

This grid identifies the competencies and behaviours for the various job groups.Behaviours are indicated for each job group based on the level of responsibility andthe area of activity or expertise required for the position.

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Legend

- Competency not required for this group.

Administrative supportofficers

Specialized Group


Principal ParliamentaryCounsel

Supervisors and Coordinators

Managers

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COMPETENCY MATRIXKNOWLEDGE OF THE INSTITUTION

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KNOWLEDGE OF THE INSTITUTION

To understand the organizational cultureand environment, and behave with consideration for its specificities andstructures.

1. To demonstrate through behaviour anunderstanding of the special constitutionalstatus of the House of Commons and itspriorities, functions and activities.

2. To stay abreast of current affairs and remain attentive to political issueshaving an impact on the activities ofthe House of Commons.

3. To know key persons in theorganization in the environmentwhere they work.

4. To know the various services of the House of

Commons Administration, and which one to refer to in the performance of theirduties.

5. To behave with respect for the hierarchy and protocol of the parliamentary environment.

6. To know the structures, policies and procedures relating to their duties and howto use them to optimize performance.

7. To be aware of organizational trends that affect the group for which they areresponsible.

8. To recognize the impact of internal and external trends on the Office, the Houseof Commons and its partners.

Kno

wledge ofth

e Insti

tution


COMPETENCY MATRIXSPECIALIZED KNOWLEDGE

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Managers

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SPECIALIZED KNOWLEDGE

To apply the knowledge and techniquesrelated to his or her position and field of activity.

1. To demonstrate a thorough knowledge ofthe routine operations of the position andthe relevant policies, rules, procedures andlanguage.

2. To effectively use the technical toolsand products required in the perform-ance of their work.

3. To demonstrate a general knowl-edge of the Office and how itrelates to their area of activity.

4. To apply knowledge to resolveproblems or recommend solu-tions or improvements in theirarea of activity.

5. To continually explore new methods, technologies and trends relating to theirarea of activity in order to develop skills.

6. To respect and apply standards and best practices relating to their field.

7. To demonstrate a thorough knowledge of a specific field or area of expertise byserving as a resource person for their group.

8. To advise senior managers, superiors and fellow managers on matters relating totheir area of activity.

Sp

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Knowledge


COMPETENCY MATRIXCLIENT FOCUS AND CONSULTATION SKILLS

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To know clients’ needs and meet them in aneffective and satisfactory manner by providing

advice and delivering products and services.1. To show a positive attitude toward clients and treatthem in a welcoming and respectful manner.

2. To know clients’ characteristics well in order toanticipate their needs.

3. To act professionally and show tact, neutralityand diplomacy in dealings with clients.

4. To identify the scope of a client’s requestand clarify any ambiguities in order torespond effectively.

5. To set optimal and realistic deadlineswith clients, and provide the requiredanswer or assistance effectively andwithin the established timelines.

6.To direct clients to the appropriateservice when requests are outside their area of responsibility.7. To ensure consistency in service delivery by referring to established policies and standards, andset their limits judiciously. 8. To improve the service provided on the basis of feedback.9. When appropriate, to inform clients of potential difficulties regarding their request and suggest solutions, bearing in mind changing needs as well as the limitations of the client and theorganization.10. To recognize sensitive situations and know when to involve their supervisor in order to prevent possible repercussions.11. To provide strategic recommendations and advice on complex problems to a range of clients.12. To skillfully negotiate agreements with clients based on common interests, while developinggood relations for the future.13. To suggest acceptable alternative solutions based on their requirements and those of theiremployees or team members.14. To assist employees and colleagues in resolving service delivery problems.15. To establish quality standards for the products and services delivered and ensures that theyare met.

Client

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CLIENT FOCUS AND CONSULTATION SKILLS


COMPETENCY MATRIXANALYTICAL SKILLS

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ANALYTICAL SKILLS

To identify and process information inorder to draw logical conclusions thatare conducive to effective decisionmaking.

1. To conduct research using a variety ofreliable information sources and identifyinformation that is relevant and necessaryto their work.

2. When faced with incomplete or contradictory information, to draw conclusions to support action, relyingon personal experience or theexperience of others gained in similar situations.

3. To ask relevant questions that can draw forth the issuesunderlying the problems to be resolved.

4. To compile information and document their actions in a structured manner inorder to establish best practices to which they can refer to in the performance of duties.

5. To correctly evaluate the risks and impacts of the solutions they propose, in a timely manner, in order to secure a judicious decision.

6. To identify the causes of problems and develop comprehensive and lasting solutions.

7. To think and act strategically by anticipating the needs and considering the objectives and requirements of the Office, the organization and its partners.

Analytic

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COMPETENCY MATRIXORGANIZATIONAL SKILLS

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ORGANIZATIONAL SKILLS

To coordinate, manage and carry outtasks effectively.

1. To identify and set priorities relating toassigned requests or roles.

2. To perform work with accuracy andattention to detail.

3. To correctly evaluate the timerequired to complete work and settimelines accordingly.

4. To organize their time in order toprocess a number of files simultane-ously, when necessary.

5. To document and know theexact status of their files.

6. To maintain effective andcomprehensible systems to

facilitate access to the information they manage.

7. To demonstrate initiative by ensuring their work progresses effectively whenworking autonomously and with little or no guidance.

8. To effectively and realistically plan the schedules of others when required to do so.

9. To effectively plan and coordinate the logistics for tasks/files under their responsibility.

10. To anticipate long-term needs and establish work plans to meet them.

11. To effectively manage the resources for which they are responsible for, in order to complete assigned projects.

Org

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COMPETENCY MATRIXADAPTABILITY

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ADAPTABILITY

To demonstrate a positive attitude tochange that is anticipated or to beimplemented or initiated, while helping others accept change.

1. To demonstrate a positive attitude tochange through words and actions.

2. To maintain effectiveness by adaptingquickly to new work teams and tochanging priorities and objectives.

3. To adjust schedule to workload inorder to maximize productivity andensure availability.

4. To identify the positive aspectsof change and contributes totheir implementation.

5. To support their clients, supervisor and co-workers when change occurs bysharing information, knowledge and experience.

6. To recognize and utilize opportunities to suggest new practices or procedures inorder to increase effectiveness.

7. To demonstrate versatility by adapting solutions and methods to suit tasks andindividuals, even if their work habits and approach are different.

8. To help employees, or team members, deal with change by pointing out its positive aspects, while respecting the pace at which they can adapt.

9. To initiate change when it is essential to the unit’s operations.

10. To encourage dialogue with employees to support them in bringing aboutchanges.

11. To create and maintain a work environment that is conducive to change andsupports adaptability.

Adaptab

ility


COMPETENCY MATRIXCOMMUNICATION

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To provide for the effective transfer ofinformation, ideas and opinions in orderto promote good relations and attain-ment of the desired results.

1. To listen to people actively and take thenecessary steps to understand messagesproperly.

2. To use language suited to the person being addressed.

3. To listen empathetically and consider different opinions duringconversations.

4. To show discretion with confidential, private or sensitive information.

5. To convey information clearly and accurately, and ensure that the meaning andunderlying intent are understood.

6. To ensure that the information conveyed is both relevant and provided in a timelymanner.

7. To communicate with neutrality and impartiality, and refrain from expressingpolitical opinions.

8. To ensure the quality of the presentation and content of the documents andtools they produce.

9. To follow grammar and syntax rules when drafting and checking documents.

10. To correctly assess the level of information to be shared in order to convey a message suited to the audience’s requirements.

11. To demonstrate the ability to facilitate sensitive discussions in order to reachagreement.

12. To answer sensitive questions appropriately without compromising themselves,or the organization.

13. To take the necessary steps to facilitate communication between individualsand groups.

14. To understand and translate the Office’s vision in concrete terms for employees.

COMMUNICATION

Com

munica

tion


COMPETENCY MATRIXTEAMWORK AND NETWORKING

AD

APT

ABI

LIT

Y

OR

GA

NIZ

ATIO

NA

L SK

ILLS

AN

ALY

TIC

AL

SKIL

LS

CLI

ENT

FO

CU

S A

ND

CO

NSU

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ION

SK

ILLS

SPEC

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ZED

KN

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OF

TH

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Specialized Group




Managers

CO

MM

UN

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ION

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MW

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ND

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S

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CT

IVE

MA

NA

GEM

ENT

VIS

ION

AN

D S

TR

ATEG

Y

1-6

1-7

1-7

1-8

1-6

1-6

1-7

1-7

1-7

1-8

1-7

1-6

1-10

1-14

1-14

1-15

1-11

1-10

1-5

1-6

1-7

1-7

1-6

1-5

1-9

1-11

1-11

1-11

1-9

1-9

1-7

1-8

1-8

1-11

1-7

1-7

1-10

1-13

1-13

1-14

1-12

1-9

1-8

1-8

1-8

1-10

1-7

1-6

1-5

1-5

1-5

1-5

1-5

1-5

-

1-11

1-11

1-11

-

-

-

-

1-6

1-7

-

-

-

-

-

1-8

-

-

-

-

-

1-6

-

-


TEAMWORK AND NETWORKING

To establish and cultivate relationshipsbased on professional interests andcooperate with others to achieve common goals.

1. To recognize co-workers’ expertise andcall upon their specific knowledge whenappropriate.

2. To help to promote a healthy workenvironment through words andactions.

3. To foster cohesion within theteam through words and actionsand by making compromises asrequired.

4. To recognize and utilizeopportunities to assist co-workers in their duties.

5. To share knowledge and expertise with co-workers when appropriate.

6. To establish and maintain good relations with colleagues and internal partners inorder to obtain and provide the information and assistance necessary to achieveobjectives.

7. To maintain and use a network of internal and external contacts to obtain orshare information or services relating to the performance of their duties.

8. To create, recognize and utilize opportunities to increase the visibility of theiractivities or projects through strategic alliances.

9. To encourage their employees to develop partnerships and support them byproviding them with opportunities to establish contacts.

10. To establish service agreements and contracts that benefit the organization.

Team

workand

Net

working


COMPETENCY MATRIXSELF-MANAGEMENT

AD

APT

ABI

LIT

Y

OR

GA

NIZ

ATIO

NA

L SK

ILLS

AN

ALY

TIC

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Specialized Group




Managers

CO

MM

UN

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ION

TEA

MW

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K A

ND

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SELF

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S

EFFE

CT

IVE

MA

NA

GEM

ENT

VIS

ION

AN

D S

TR

ATEG

Y

1-6

1-7

1-7

1-8

1-6

1-6

1-7

1-7

1-7

1-8

1-7

1-6

1-10

1-14

1-14

1-15

1-11

1-10

1-5

1-6

1-7

1-7

1-6

1-5

1-9

1-11

1-11

1-11

1-9

1-9

1-7

1-8

1-8

1-11

1-7

1-7

1-10

1-13

1-13

1-14

1-12

1-9

1-8

1-8

1-8

1-10

1-7

1-6

1-5

1-5

1-5

1-5

1-5

1-5

-

1-11

1-11

1-11

-

-

-

-

1-6

1-7

-

-

-

-

-

1-8

-

-

-

-

-

1-6

-

-


SELF-MANAGEMENT

To possess adequate self-knowledge inorder to control attitudes and emotionsand behave appropriately according tothe situation.

1. To know and to openly recognize theirabilities and limitations, and to take chargeof personal development through appro-priate measures, such as seeking feed-back.

2. To be aware of what causes themto react and to control emotions inorder to maintain a healthy workenvironment.

3. To be aware of the reactionsthey may elicit in others andchoose an appropriate way to

minimize negative reactions when required, in order to maintain and enhance credibility.

4. To take ownership of their decisions and the consequences of their actions withconfidence and honesty, and learn from mistakes so as not to repeat them.

5. To show judgment and transparency in their decisions and actions in order to beable to justify them in a satisfactory manner.

Self-M

anag

ement


COMPETENCY MATRIXLEADING TEAMS

AD

APT

ABI

LIT

Y

OR

GA

NIZ

ATIO

NA

L SK

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VIS

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AN

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TR

ATEG

Y

1-6

1-7

1-7

1-8

1-6

1-6

1-7

1-7

1-7

1-8

1-7

1-6

1-10

1-14

1-14

1-15

1-11

1-10

1-5

1-6

1-7

1-7

1-6

1-5

1-9

1-11

1-11

1-11

1-9

1-9

1-7

1-8

1-8

1-11

1-7

1-7

1-10

1-13

1-13

1-14

1-12

1-9

1-8

1-8

1-8

1-10

1-7

1-6

1-5

1-5

1-5

1-5

1-5

1-5

-

1-11

1-11

1-11

-

-

-

-

1-6

1-7

-

-

-

-

-

1-8

-

-

-

-

-

1-6

-

-


To provide the necessary direction andsupport for the creation and mainte-nance of a healthy work environment.

1. To assign responsibilities to team membersfairly and according to their abilities andavailability, bearing in mind operationalneeds.

2. To clearly convey expectationsregarding employees’ or team members’roles and responsibilities.

3. To provide direction to employeesor team members according totheir needs while giving them thenecessary independence to dotheir work.

4. To act as a mentor to team members by sharing their expertise and experiencein order to develop their competencies.

5. To support employees or team members who are going through difficult timesand refer them to appropriate help as required.

6. To listen to employees’ or team members’ ideas, to value their contribution andto openly recognize their merit.

7. To encourage teamwork and cooperation.

8. To distinguish between circumstances that require immediate action and thosethat require stepping back, and to intervene tactfully to ensure that conflicts do notescalate with time or for lack of intervention.

9. To recognize or create suitable opportunities to promote team spirit and ahealthy, respectful and stimulating workplace.

10. To ensure and communicate accessibility to their employees or team members.

11. To recognize the importance of employees’ or team members’ work–life balance.

LEADING TEAMS

Leading

Team

s


COMPETENCY MATRIXDEVELOPING EMPLOYEES

AD

APT

ABI

LIT

Y

OR

GA

NIZ

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NA

L SK

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Managers

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VIS

ION

AN

D S

TR

ATEG

Y

1-6

1-7

1-7

1-8

1-6

1-6

1-7

1-7

1-7

1-8

1-7

1-6

1-10

1-14

1-14

1-15

1-11

1-10

1-5

1-6

1-7

1-7

1-6

1-5

1-9

1-11

1-11

1-11

1-9

1-9

1-7

1-8

1-8

1-11

1-7

1-7

1-10

1-13

1-13

1-14

1-12

1-9

1-8

1-8

1-8

1-10

1-7

1-6

1-5

1-5

1-5

1-5

1-5

1-5

-

1-11

1-11

1-11

-

-

-

-

1-6

1-7

-

-

-

-

-

1-8

-

-

-

-

-

1-6

-

-


To provide the necessary means andresources for the development of compe-tencies and create a working climateconducive to learning.

1. To know their employees’ strengths and areas needing development.

2. To regularly provide specific behaviour-based feedback to informemployees of behaviours that areessential for success and those thatshould be corrected.

3. To establish a continuous learningculture by turning challenges intodevelopment opportunities inorder to foster employeeautonomy.

4. To share expertise and knowledge in order to develop employees’ competencies.

5. To offer employees opportunities to increase their visibility.

6. To support employees in their career planning and their undertakings.

7. To allocate financial resources to training and allocate them according to individual and collective needs.

DEVELOPING EMPLOYEES

Develo

pingEm

ployees


COMPETENCY MATRIXEFFECTIVE MANAGEMENT

AD

APT

ABI

LIT

Y

OR

GA

NIZ

ATIO

NA

L SK

ILLS

AN

ALY

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AL

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Managers

CO

MM

UN

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MW

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VIS

ION

AN

D S

TR

ATEG

Y

1-6

1-7

1-7

1-8

1-6

1-6

1-7

1-7

1-7

1-8

1-7

1-6

1-10

1-14

1-14

1-15

1-11

1-10

1-5

1-6

1-7

1-7

1-6

1-5

1-9

1-11

1-11

1-11

1-9

1-9

1-7

1-8

1-8

1-11

1-7

1-7

1-10

1-13

1-13

1-14

1-12

1-9

1-8

1-8

1-8

1-10

1-7

1-6

1-5

1-5

1-5

1-5

1-5

1-5

-

1-11

1-11

1-11

-

-

-

-

1-6

1-7

-

-

-

-

-

1-8

-

-

-

-

-

1-6

-

-


To plan, organize and evaluate material,financial and human resources so as toachieve optimal results.

1. To develop action plans and objectives thatare aligned with the vision, mandate and priorities of the organization.

2. To provide for alternative action plansin order to mitigate risks.

3. To select and organize humanresources by assigning them to operations in an optimal manner.

4. To plan, organize and assignavailable resources so as to promote workplace efficiencyand effectiveness.

5. To continually evaluate processes and outcomes in order to make or recommendthe necessary adjustments to improve future performance.

6. To manage the resources for which he or she they are responsible, bearing inmind the constraints and limitations of the organization.

7. To anticipate future resource needs and take the necessary steps to meet themin a timely fashion.

8. To take initiatives designed to enhance operational efficiency.

EFFECTIVE MANAGEMENT

Effecti

veM

anag

ement


COMPETENCY MATRIXVISION AND STRATEGY

AD

APT

ABI

LIT

Y

OR

GA

NIZ

ATIO

NA

L SK

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AN

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AL

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SK

ILLS

SPEC

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KN

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Managers

CO

MM

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GEM

ENT

VIS

ION

AN

D S

TR

ATEG

Y

1-6

1-7

1-7

1-8

1-6

1-6

1-7

1-7

1-7

1-8

1-7

1-6

1-10

1-14

1-14

1-15

1-11

1-10

1-5

1-6

1-7

1-7

1-6

1-5

1-9

1-11

1-11

1-11

1-9

1-9

1-7

1-8

1-8

1-11

1-7

1-7

1-10

1-13

1-13

1-14

1-12

1-9

1-8

1-8

1-8

1-10

1-7

1-6

1-5

1-5

1-5

1-5

1-5

1-5

-

1-11

1-11

1-11

-

-

-

-

1-6

1-7

-

-

-

-

-

1-8

-

-

-

-

-

1-6

-

-


To keep abreast of opportunities and provide the necessary direction so thatplanning and activities support the priorities and mission of the House ofCommons and its partners.

1. To help to develop the vision and strategyby sharing ideas on future directions forthe Office.

2. To introduce and explain the Office’svision and strategy to unit employeesand to partners.

3. To establish a dialogue withemployees and colleagues on thevision and strategy to ensureconsistency in their activitiesand among the various units.

4. To demonstrate ability to influence directions taken by internal and externalpartners.

5. To anticipate major issues that will have a direct or indirect impact on the Officein order to adjust the guidance provided to employees.

6. To act as an ambassador for the House of Commons projects they manage indealings with partners and the procedural community.

VISION AND STRATEGY

Vision and

Strategy


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