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
ploy
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
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 2
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.
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
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Legend
- Competency not required for this group.
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
ETW
OR
KIN
G
SELF
-MA
NA
GEM
ENT
DEV
ELO
PIN
G E
MPL
OY
EES
LEA
DIN
G T
EAM
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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 3
COMPETENCY MATRIXKNOWLEDGE OF THE INSTITUTION
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
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
ETW
OR
KIN
G
SELF
-MA
NA
GEM
ENT
DEV
ELO
PIN
G E
MPL
OY
EES
LEA
DIN
G T
EAM
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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 4
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
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 5
COMPETENCY MATRIXSPECIALIZED KNOWLEDGE
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
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
ETW
OR
KIN
G
SELF
-MA
NA
GEM
ENT
DEV
ELO
PIN
G E
MPL
OY
EES
LEA
DIN
G T
EAM
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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 6
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
ecial
ized
Knowledge
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 7
COMPETENCY MATRIXCLIENT FOCUS AND CONSULTATION SKILLS
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
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
ETW
OR
KIN
G
SELF
-MA
NA
GEM
ENT
DEV
ELO
PIN
G E
MPL
OY
EES
LEA
DIN
G T
EAM
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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 8
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
Fo
cus and
Consu
ltatio
n
Skills
CLIENT FOCUS AND CONSULTATION SKILLS
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COMPETENCY MATRIXANALYTICAL SKILLS
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
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
ETW
OR
KIN
G
SELF
-MA
NA
GEM
ENT
DEV
ELO
PIN
G E
MPL
OY
EES
LEA
DIN
G T
EAM
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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 10
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
al
Skills
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 11
COMPETENCY MATRIXORGANIZATIONAL SKILLS
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
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
ETW
OR
KIN
G
SELF
-MA
NA
GEM
ENT
DEV
ELO
PIN
G E
MPL
OY
EES
LEA
DIN
G T
EAM
S
EFFE
CT
IVE
MA
NA
GEM
ENT
VIS
ION
AN
D S
TR
ATEG
Y1-6
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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 12
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
aniza
tional
Skills
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 13
COMPETENCY MATRIXADAPTABILITY
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
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
ETW
OR
KIN
G
SELF
-MA
NA
GEM
ENT
DEV
ELO
PIN
G E
MPL
OY
EES
LEA
DIN
G T
EAM
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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 14
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
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 15
COMPETENCY MATRIXCOMMUNICATION
AD
APT
ABI
LIT
Y
OR
GA
NIZ
ATIO
NA
L SK
ILLS
AN
ALY
TIC
AL
SKIL
LS
CLI
ENT
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OF
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Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
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VIS
ION
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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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 16
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
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 17
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
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
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OR
KIN
G
SELF
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IVE
MA
NA
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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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 18
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
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 19
COMPETENCY MATRIXSELF-MANAGEMENT
AD
APT
ABI
LIT
Y
OR
GA
NIZ
ATIO
NA
L SK
ILLS
AN
ALY
TIC
AL
SKIL
LS
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ENT
FO
CU
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ND
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NSU
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
ETW
OR
KIN
G
SELF
-MA
NA
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DEV
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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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 20
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
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 21
COMPETENCY MATRIXLEADING TEAMS
AD
APT
ABI
LIT
Y
OR
GA
NIZ
ATIO
NA
L SK
ILLS
AN
ALY
TIC
AL
SKIL
LS
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ENT
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CU
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ND
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NSU
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ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
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ION
TEA
MW
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K A
ND
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G
SELF
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MA
NA
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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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 22
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
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 23
COMPETENCY MATRIXDEVELOPING EMPLOYEES
AD
APT
ABI
LIT
Y
OR
GA
NIZ
ATIO
NA
L SK
ILLS
AN
ALY
TIC
AL
SKIL
LS
CLI
ENT
FO
CU
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ND
CO
NSU
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
ETW
OR
KIN
G
SELF
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NA
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DEV
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DIN
G T
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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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 24
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
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 25
COMPETENCY MATRIXEFFECTIVE MANAGEMENT
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
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NSU
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
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KIN
G
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G T
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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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 26
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
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 27
COMPETENCY MATRIXVISION AND STRATEGY
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
LTAT
ION
SK
ILLS
SPEC
IALI
ZED
KN
OW
LED
GE
KN
OW
LED
GE
OF
TH
EIN
STIT
UT
ION
Administrative supportofficers
Specialized Group
Parliamentary Counsel
Principal ParliamentaryCounsel
Supervisors and Coordinators
Managers
CO
MM
UN
ICAT
ION
TEA
MW
OR
K A
ND
N
ETW
OR
KIN
G
SELF
-MA
NA
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DEV
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LEA
DIN
G T
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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
-
-
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 28
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
Employee Competency_Profile_ENG_122948_122948_LP_Competency_profile_ENG 2010/06/01 2:56 PM Page 29