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Effective Behaviours
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DEPUTY MINISTER - Effective Behaviours
VALUES AND ETHICS — Serving
through integrity and respect
- Demonstrates Values and Ethics, including the Code, in personal behaviour
- Integrates Values and Ethics, including the Code, into departmental practices
- Makes transparent decisions without favouritism or bias
- Models and instils commitment to citizen-focussed service and the public good
- Provides fearless advice and acts with the courage of his or her convictions
- Recognizes and reconciles competing values
- Creates a bilingual, inclusive, and diverse culture built on Official Languages (OL) and Employment Equity (EE) policies
- Models and builds a culture of respect for people and PS principles
STRATEGIC THINKING — Innovating
through Analysis and Ideas
Analysis
- Frames issues with a thorough understanding of legislation and the role of the DM
- Identifies links between global, societal, and economic trends, stakeholder concerns, the policy
agenda, public service values, and departmental, regional and horizontal issues
- Extracts the key issues from complex, ambiguous, rapidly changing contexts
- Analyzes problems thoroughly before developing solutions
Ideas
- Provides quality judgment and policy advice to the Minister
- Develops vision and policy, based on broader PS vision and policy and the national context
- Projects beyond the status quo to the department’s potential contribution to society
- Sets necessary transformational goals with broad perspective and long-term timelines
- Encourages debate and ideas from across hierarchy, skills sets, and stakeholders
- Anticipates emerging issues / changing context and develops strategies quickly to solve problems or seize opportunities
- Teaches and learns from others
ENGAGEMENT — Mobilizing people, organizations, partners
- Develops effective working relationships and trust with the Minister and Minister’s Office
- Acts as interface and builds relations between the Minister, partners, stakeholders, and Central Agencies
- Mobilizes and motivates teams to achieve objectives
- Builds a commitment to excellence and common purpose by promoting the vision internally and externally
- Collaborates with strategic alliances to achieve departmental and shared objectives
- Develops and implements effective communication and engagement strategies with partners, including unions
- Builds support through influence, negotiation, and balancing national and regional interests
- Removes barriers to collaboration
- Works with other DMs as a corporate collective to strengthen PS results for Canadians
MANAGEMENT EXCELLENCE — Delivering through Action Management, People Management, Financial Management
Action Management — Design and Execution
- Leads organizational change that maximizes results, departmentally and PS-wide
- Builds an effective, sustainable organization through stewardship and governance
- Creates, aligns, and integrates structures, systems, and teams to better achieve objectives
- Integrates the business plan into a transparent management framework
- Integrates Comptrollership, MAF, federal legislation, regulations, and policies into organizational practices
- Fulfils obligations of management accountabilities
- Applies and encourages strategic risk management practices
- Integrates HR, Finance, IT, IM, and Communications issues into planning and actions
- Revises goals and plans to reflect changing priorities or conditions
- Commits to a course of action despite incomplete information, if required
- Makes decisions, initiates urgent actions, and remains calm in crisis situations
- Recognizes and acknowledges errors and makes corrections
People Management — Individuals and Workforce
- Invests time in managing and developing people, individually and collectively
- Looks after people and builds staff morale
- Provides clear direction on priorities
- Encourages reasonable and strategic risk taking
- Recognizes and rewards results and deals constructively with setbacks
- Gives clear, honest feedback and manages non-performance
- Builds accountability and value for people management within the executive community
- Provides people with the ongoing learning, support, and tools they need
- Ensures the workforce has the capacity and diversity to meet current and future needs
- Builds rigorous HR systems and fulfils obligations of HRM accountabilities
- Collaborates within the DM collective on PS-wide HR initiatives and issues
Financial Management — Budgets and Assets
- Implements strategies to achieve operational efficiencies and value for money
- Builds, operates, and monitors rigorous systems for Financial Information Management, internal audit, and evaluation
- Fulfils obligations of accountabilities for departmental finance and assets management
- Delegates authority, responsibility, and accountability to appropriate levels
- Acts on audit, evaluation, and other objective performance information
- Links financial and performance information
- Manages stewardship issues actively, e.g. chairs audit and evaluation committees, seeks strategic re-allocation
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ASSISTANT DEPUTY MINISTER - Effective Behaviours
VALUES AND ETHICS — Serving
through integrity and respect
- Demonstrates Values and Ethics, including the Code, in personal behaviour
- Integrates Values and Ethics, including the Code, into branch practices
- Reflects a commitment to citizens and clients in own and branch activities
- Provides fearless advice and acts with the courage of his or her convictions
- Builds departmental values into branch policies and programs
- Builds and promotes a bilingual, diverse, inclusive branch, based on OL and EE policies
- Builds and promotes a safe and healthy, respectful branch, free of harassment and discrimination
- Models transparency and fairness
STRATEGIC THINKING — Innovating
through Analysis and Ideas
Analysis
- Frames questions and analyses with a thorough understanding of legislation and the ADM role
- Seeks DM, government, national, regional, global, and technical perspectives on sector issues
- Recognizes critical or sensitive issues and makes links to priorities
- Distinguishes between critical and trivial factors in making judgments
- Analyzes setbacks and seeks honest feedback to learn from mistakes
Ideas
- Provides quality judgment and policy advice to the DM
- Contributes to the elaboration of the collective/DM vision
- Articulates the vision in terms of own mandate
- Develops innovative solutions to non-traditional problems
- Develops strategies to manage the scope and pace of change
- Develops strategies that are effective in the short and longer term
- Encourages constructive questioning of policies
- Envisions possibilities without detailed information
- Exercises sound professional judgment based on analysis and consultation, as needed
- Teaches and learns from others
ENGAGEMENT — Mobilizing people, organizations, partners
- Cultivates effective relationships and networks with Central Agencies, other departments, clients, citizens, unions, central and regional employees, and other
levels of government
- Provides communication links up, down, and throughout the organization and networks
- Communicates with and encourages candour and clarity
- Communicates and interprets external contexts to position branch, team, and individual
contributions
- Demonstrates and
elicits trust by seeking and providing honest and constructive feedback
- Actively listens to and understands impact on others
- Influences outcomes by negotiating win-win solutions and compromise, and resolving conflict
- Tailors approach to context, e.g., collaborative for consensus building, directive in crisis
- Inspires a commitment to excellence by demonstrating passionate personal commitment
- Works with the departmental and PS-wide ADM community to deliver on shared objectives
- Creates an open, positive environment to stimulate open discussion
MANAGEMENT EXCELLENCE — Delivering through Action Management, People Management, Financial Management
Action Management — Design and Execution
- Leads change that maximizes results, in the branch, departmentally, and in the sector
- Acts as a steward for the entire department, not just his or her own branch
- Identifies and communicates priorities, milestones, timelines, performance measures, clear accountabilities, and performance agreements for DGs
- Designs and manages a strategic risk management framework
- Coordinates national and regional priorities, planning, and performance
- Aligns priorities and resources
- Follows through on the branch business plan from planning, implementing, monitoring, and evaluating to reporting
- Integrates Comptrollership, MAF, federal legislation, regulations, and policies into branch
practices
- Fulfils obligations of branch management accountabilities
- Integrates HR, Finance, IT, IM, and Communications issues into planning and actions
- Revises goals and plans to reflect changing priorities or conditions
- Commits to a course of action despite incomplete information, if required
- Makes decisions, initiates urgent actions, and remains calm in crisis situations
- Recognizes and acknowledges errors and makes corrections
People Management — Individuals and Workforce
- Develops HR strategy for succession planning
- Creates expert teams to address specific or crisis issues
- Sets clear expectations, monitors, evaluates, rewards, and develops performance
- Recognizes people’s accomplishments and best efforts
- Gives honest feedback, encourages learning, and manages non-performance
- Deals with HR problems decisively and effectively
- Recognizes the importance of and supports the DG community
- Balances complementary strengths in teams
- Builds leadership throughout the branch
- Guides and develops people through appraisals, career planning, and development
- Consults with support services prior to changing HR protocols
- Implements rigorous HR systems and fulfils obligations of HRM accountabilities
Financial Management — Budgets and Assets
- Allocates resources transparently and establishes a culture of ongoing re-allocation
- Aligns business drivers with financial management regime
- Promotes innovative approaches to deal with fiscal restraint
- Integrates comptrollership processes and promotes due diligence
- Reviews and reacts to the results of audits and evaluations
- Monitors performance and seeks efficiencies continuously
- Fulfils obligations of accountabilities for branch financial management
- Provides objective, credible, and timely reporting to the DM
- Consults with support services prior to changing financial protocols
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DIRECTOR GENERAL - Effective Behaviours
VALUES AND ETHICS — Serving
through integrity and respect
- Demonstrates Values and Ethics, including the Code, in personal behaviour
- Integrates Values and Ethics, including the Code, into directorate practices
- Builds departmental values into directorate policies and programs
- Reflects a commitment to citizens and clients in own and directorate activities
- Builds and promotes a safe and healthy, respectful directorate, free of harassment and discrimination
- Promotes transparency and fairness
- Creates opportunities for and encourages bilingualism and diversity in the directorate, based on OL and EE policies
STRATEGIC THINKING — Innovating
through Analysis and Ideas
Analysis
- Frames questions and analyses with a thorough understanding of sectoral and policy issues
- Seeks clarification and direction from the ADM
- Conducts strategic analysis of trends within the directorate, organization, and external environment
- Integrates multiple domains of information and identifies the links
- Seeks broad perspectives and expertise
- Tracks changing organizational dynamics
- Analyzes setbacks and seeks honest feedback to learn from mistakes
Ideas
- Identifies key elements of the vision and implications for the directorate
- Translates vision and policy into concrete direction and plans
- Links directorate programs and services to department and branch policies
- Makes effective recommendations to the ADM
- Seeks input of staff to create plans and solutions
- Encourages constructive questioning of practices
- Encourages experimentation to maximize potential for innovation
- Identifies solutions, alternatives, and consequences
- Teaches and learns from others
ENGAGEMENT — Mobilizing people, organizations, partners
- Implements inclusive, cooperative approaches with peers, staff, and superiors
- Fosters an inclusive and sensitive interpersonal climate
- Promotes consensus across diverse groups, interests, and opinions
- Solicits and listens to ideas and concerns of staff, unions, and other stakeholders
- Mobilizes the team to achieve directorate and departmental goals
- Communicates and supports corporate decisions
- Fosters enthusiasm and common purpose
- Shares information with staff regularly and as it becomes available
- Follows through on commitments
- Communicates vision and information with clarity and commitment
- Manages relationships between stakeholders
MANAGEMENT EXCELLENCE — Delivering through Action Management, People Management, Financial Management
Action Management — Design and Execution
- Identifies and communicates priorities, milestones, timelines, performance measures, clear accountabilities, and performance agreements for Directors
- Coordinates and manages across multiple directorate programs and projects
- Ensures necessary resources, processes, and systems are in place
- Develops process with management team to set priorities, make decisions
- Performs risk analysis to assess viability of opportunities
- Coordinates activities within directorate to assign accountability and avoid duplication
- Seeks and heeds early warning signs, adapting plans and strategies as required
- Follows through on the directorate’s business plan from planning, implementing, monitoring, and evaluating to reporting
- Integrates Comptrollership, MAF, federal legislation, regulations, and policies into
directorate practices
- Manages own and others’ work-life balance
- Responds decisively and quickly to emerging opportunities or risks
- Maintains sound judgment and decision making in demanding or stressful situations
People Management — Individuals and Workforce
- Implements HR strategy to ensure workforce capacity and diversity to meet current and future directorate needs
- Coaches, challenges, and provides opportunities for growth
- Sets clear expectations and provides clear direction
- Manages staff workload
- Builds complementary teams
- Provides honest, straightforward feedback and manages non-performance
- Recognizes and acknowledges good work
- Acts as a role model for Directors
- Develops strategies to reduce stress within the directorate
- Secures funding for OL and other training
- Implements rigorous HR practices and fulfils obligations of HRM accountabilities
Financial Management — Budgets and Assets
- Allocates and manages directorate resources transparently
- Implements strategies to achieve operational efficiencies and value for money
- Operates and monitors rigorous systems for Financial Information Management, internal audit, and evaluation
- Fulfils obligations of accountabilities for directorate finance and assets management
- Acts on audit, evaluation, and other objective directorate performance information
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DIRECTOR - Effective Behaviours
VALUES AND ETHICS — Serving
through integrity and respect
- Demonstrates Values and Ethics, including the Code, in personal behaviour
- Integrates Values and Ethics, including the Code, into division practices
- Reflects a commitment to citizens and clients in own and division activities
- Fosters a climate of transparency, trust, and respect within the division and in partnerships
- Incorporates equitable practices into HR planning
- Creates opportunities for and encourages bilingualism and diversity in the division, based on OL and EE policies
- Builds and promotes a safe and healthy, respectful division, free of harassment and discrimination
- Practices transparency and fairness in all transactions, including staffing, contracting,
and day-to-day activities
STRATEGIC THINKING — Innovating
through Analysis and Ideas
Analysis
- Frames division direction with a thorough understanding of the directorate’s priorities
- Seeks clarification and direction from the DG, as required
- Integrates information from multiple sources to form a comprehensive perspective
- Identifies interdependencies in cross-functional projects
- Analyzes setbacks and seeks honest feedback to learn from mistakes
Ideas
- Translates vision and policy into concrete work activities
- Develops division strategies, based on the departmental vision and the DG’s direction
- Designs initiatives to enhance operational efficiency
- Encourages and incorporates diverse initiatives and perspectives
- Redesigns the division’s work activities to meet changing departmental needs
- Makes effective recommendations to the DG
- Teaches and learns from others
ENGAGEMENT — Mobilizing people, organizations, partners
- Shares information vertically and horizontally
- Promotes collaboration among managers
- Uses persuasion to gain support for initiatives
- Negotiates compromises
- Adapts communications to suit audience and forum
- Communicates regularly and openly with unions and other stakeholders
- Demonstrates understanding of and respect for stakeholders’ views
- Follows through on commitments
- Solicits input from and listens to staff, partners, and stakeholders
- Communicates vision and division plans with clarity and commitment
- Establishes regular and comprehensive exchanges of ideas
- Promotes and funds team building
MANAGEMENT EXCELLENCE — Delivering through Action Management, People Management, Financial Management
Action Management — Design and Execution
- Designs division work plans based on the big picture
- Guides division projects and resources to avoid obstacles
- Delegates appropriately to managers
- Manages resources to maximize output
- Sets realistic timelines and clear accountabilities for managers
- Provides structure and momentum for division work activities
- Sets challenging but realistic goals
- Identifies division limits and resource requirements for workload
- Manages the division’s workload through prudent resource planning and prioritizing
- Shifts priorities and adapts division work plans, as required
- Heeds early warning signals and advises the DG and others, as needed
- Follows through on the division’s business plan from planning, implementing, monitoring, and evaluating to reporting
- Integrates Comptrollership, MAF, federal legislation, regulations, and policies into division practices
- Manages own and others’ work-life balance
- Responds decisively and quickly to emerging opportunities or risks
- Maintains composure in adverse situations to alleviate pressure and maintain momentum
People Management — Individuals and Workforce
- Works one-on-one with managers
- Deals with ineffective performance
- Provides regular feedback, acknowledges success and the need for improvement
- Coaches, challenges, and provides opportunities for growth
- Resolves labour relations problems
- Secures mediation, if required
- Balances the needs of employees and the organization
- Monitors and addresses workplace well-being
- Develops and supports career plans and learning opportunities
- Develops an HR strategy for division succession planning
- Secures funding for OL and other training
- Manages workload
- Implements rigorous HR practices and fulfils obligations of HRM accountabilities
Financial Management — Budgets and Assets
- Allocates and manages division resources transparently
- Implements strategies to achieve operational efficiencies and value for money
- Applies and monitors rigorous systems for Financial Information Management, internal audit, and evaluation
- Fulfils obligations of accountabilities for division finance and assets management
- Acts on audit, evaluation, and other objective division performance information
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MANAGER - Effective Behaviours
VALUES AND ETHICS — Serving
through integrity and respect
- Demonstrates Values and Ethics, including the Code, in personal behaviour
- Integrates Values and Ethics, including the Code, into unit practices
- Reflects a commitment to citizens and clients in own and unit activities
- Fosters a climate of transparency, trust, and respect within the unit and in partnerships
- Incorporates equitable practices into HR planning
- Supports opportunities for and encourages bilingualism and diversity in the unit,
based on OL and EE policies
- Builds and promotes a safe and healthy, respectful unit, free of harassment and discrimination
- Acts with transparency and fairness in all transactions, including staffing, contracting,
and day-to-day activities
STRATEGIC THINKING — Innovating
through Analysis and Ideas
Analysis
- Develops unit direction, based on a thorough understanding of the functional area
- Tracks changing division priorities and analyzes impact on unit work plans
- Seeks clarification and direction from the Director, as required
- Coordinates information from multiple projects to form a comprehensive perspective
- Identifies interdependencies across unit projects
- Analyzes setbacks and seeks honest feedback to learn from mistakes
Ideas
- Translates the division’s direction into concrete unit work activities
- Designs solutions to operational problems
- Encourages and incorporates diverse and creative initiatives and perspectives
- Redesigns the unit’s work activities to meet changing needs
- Makes effective recommendations to the Director
- Considers the people components of issues and decisions
- Teaches and learns from others
ENGAGEMENT — Mobilizing people, organizations, partners
- Shares information vertically and horizontally
- Promotes collaboration among supervisors on related projects
- Encourages open constructive discussion of diverse perspectives
- Recognizes opportunities to enhance outcomes through partnerships
- Manages group dynamics in a diverse workforce within the unit and across projects
- Gives credit for the contributions of partners
- Accurately represents the concerns, ideas, and views of staff to upper management
- Mediates and facilitates relationships between supervisors
- Follows through on commitments
- Solicits input from and listens to staff, partners, and stakeholders
- Communicates with clarity and commitment
- Establishes regular and comprehensive exchanges of ideas
MANAGEMENT EXCELLENCE — Delivering through Action Management, People Management, Financial Management
Action Management — Design and Execution
- Establishes unit targets for quality and productivity
- Identifies financial and human resources requirements
- Assigns and reallocates resources, as required, and to capitalize on diversity
- Delegates appropriately to supervisors
- Sets realistic timelines and clear accountabilities for supervisors
- Provides structure and momentum for unit projects
- Sets challenging but realistic goals
- Identifies unit limits and resource requirements for workload
- Manages unit workload through negotiating timelines, prudent resource planning and prioritizing
- Maintains composure in demanding or stressful situations
- Shifts priorities and adapts unit work plans, as required
- Manages activities on an ongoing basis
- Heeds early warning signals and advises the Director and others, as needed
- Follows through on the unit’s business plan from planning, implementing, monitoring,
and evaluating to reporting
- Integrates Comptrollership, MAF, federal legislation, regulations, and policies into unit practices
- Manages own and others’ work-life balance
- Responds decisively and quickly to emerging opportunities or risks
- Maintains composure in adverse situations to alleviate pressure and maintain momentum
People Management — Individuals and Workforce
- Works one-on-one with supervisors
- Optimizes diversity among team members to build strong teams with complementary strengths
- Supports and defends the interests of staff, as necessary and appropriate
- Deals with ineffective performance
- Provides regular feedback, acknowledges success and the need for improvement
- Coaches, challenges, and provides opportunities for growth
- Resolves labour relations problems
- Secures mediation, if required
- Balances the needs of employees and the organization
- Monitors and addresses workplace well-being
- Develops and supports career plans and learning opportunities
- Develops HR strategy for unit succession planning
- Secures funding for OL and other training
- Implements rigorous HR practices and fulfils obligations of HRM accountabilities
Financial Management — Budgets and Assets
- Allocates and manages unit resources transparently
- Implements strategies to achieve operational efficiencies and value for money
- Applies and monitors rigorous systems for Financial Information Management, internal audit,
and evaluation
- Fulfils obligations of accountabilities for unit finance and assets management
- Acts on audit, evaluation, and other objective unit performance information
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SUPERVISOR - Effective Behaviours
VALUES AND ETHICS — Serving
through integrity and respect
- Demonstrates Values and Ethics, including the Code, in personal behaviour
- Integrates Values and Ethics, including the Code, into staff work practices
- Reflects a commitment to citizens and clients in own and staff activities
- Fosters a climate of transparency, trust, and respect among staff and in partnerships
- Incorporates equitable practices into HR management
- Encourages bilingualism and diversity, based on OL and EE policies
- Builds and promotes a safe and healthy, respectful workplace
- Is alert to and deals quickly with harassment and discrimination
- Manages work activities and transactions with transparency and fairness
STRATEGIC THINKING — Innovating
through Analysis and Ideas
Analysis
- Develops project work plans with a thorough understanding of the functional area
- Seeks clarification and direction from the manager, as required
- Links information across individual work to form a comprehensive perspective
- Tracks changing unit priorities and analyzes impact on staff activities
- Analyzes setbacks and seeks honest feedback to learn from mistakes
Ideas
- Translates unit direction into concrete project activities
- Develops solutions to recurring problems
- Encourages and incorporates creativity and learning
- Redesigns staff work activities to meet changing project needs
- Makes effective recommendations to the Manager
- Teaches and learns from others
ENGAGEMENT — Mobilizing people, organizations, partners
- Shares information broadly with staff and peers
- Promotes collaboration among staff
- Encourages open, constructive discussion of diverse perspectives
- Manages interpersonal relationships among staff
- Relates effectively to people with disabilities or with different values, personalities,
or cultural backgrounds
- Provides effective forums for staff to express ideas, views, and concerns
- Uses meetings as an opportunity to generate collegiality and unity
- Listens to and acts on staff concerns
- Solicits input from and listens to staff, partners, and stakeholders
- Communicates work plans with clarity and commitment
- Establishes regular and comprehensive exchanges of ideas with individuals and the team
- Models and elicits trust
MANAGEMENT EXCELLENCE — Delivering through Action Management, People Management, Financial Management
Action Management — Design and Execution
- Coordinates people’s work activities
- Delegates tasks to staff appropriately
- Instructs staff on tasks, goals, processes, and performance standards
- Monitors activities to ensure they are carried out effectively and efficiently
- Ensures work is congruent with formal procedures and regulations
- Adapts regular procedures flexibly to best meet objectives
- Maintains a positive outlook in the face of setbacks
- Shifts priorities and adapts work plans to reflect changes
- Manages activities on a daily basis
- Heeds early warning signals and advises the Manager and others, as needed
- Follows through on project plans from planning, implementing, monitoring, and evaluating to reporting
- Integrates Comptrollership, MAF, federal legislation, regulations, and policies into work practices
- Manages own and others’ work-life balance
- Models successful coping with stressful situations
People Management — Individuals and Workforce
- Evaluates individual performance fairly, taking account of diversity
- Identifies opportunities that challenge and encourage the development of people
- Resolves interpersonal or personal problems that are affecting performance
- Reduces stress factors in the workplace as much as possible
- Addresses harassment or discrimination quickly
- Works one-on-one with staff
- Deals with ineffective performance
- Provides regular feedback, acknowledges success and the need for improvement
- Manages labour relations problems
- Secures mediation, if required
- Balances the needs of employees and the organization
- Monitors and addresses workplace well-being
- Develops and supports career plans and learning opportunities
- Manages workload
- Implements rigorous HR practices
Financial Management — Budgets and Assets
- Allocates and manages project resources transparently
- Implements strategies to achieve operational efficiencies and value for money
- Applies and monitors rigorous systems for Financial Information Management, internal audit, and
evaluation
- Fulfils obligations for project finance and assets management
- Acts on audit, evaluation, and other objective project team performance information
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