What are competencies?

Competencies are concepts such as skills, abilities and characteristics that an employee applies in performing his/her work and that are observable as behaviours or actions.
What's the difference between knowledge and competencies?

Knowledge is content, while competencies are behaviours or applications of that content. Both are important; for example, to demonstrate the competency of Values and Ethics, as it relates to the Values and Ethics Code for the Public Service, one has to know the Code.
Why a "revised" key leadership competency profile?

The previous Profile of Public Service Leadership Competencies was developed in the context of La Relève, approximately eight years ago. This profile needed to be updated to reflect the fast-paced changes occurring in the Public Service.
What was wrong with the previous profile?

The previous profile served its purpose very well. However, it was thought to contain too many competencies that, in some cases, were too complex and abstract. In addition, because it was developed in the late 1990s, it did not reflect certain more recent key initiatives such as the Management Accountability Framework and the modernization of human resource management.
How was the previous profile used?

The previous profile was used for EX appointments. It was also the foundation for many departmental and functional community profiles. And finally, the profile was an integral part of the corporate development programs (e.g. Management Trainee Program, Career Assignment Program and Accelerated Executive Development Program).
How was the revised profile developed?

The revised profile was a joint project undertaken by the Public Service Human Resources Management Agency of Canada and the Public Service Commission. Following research and consultation, a competency model was developed. A second wave of extensive consultations (carried out at various levels across the Public Service) led to the identification of effective and ineffective behaviours related to each of the competencies in the model.
What is different in the revised profile?

The profile establishes Values and Ethics as the foundation of leadership and links directly to the Management Accountability Framework. It now extends from the supervisor to the Deputy Minister levels, thereby covering the full leadership continuum. The behaviours related to the competencies are more concrete and observable, and the profile also includes ineffective behaviours.
What does the profile contain?

The Profile contains: a model with four competencies and accompanying definitions that are common through the leadership continuum; specific effective behaviours for each competency for each of the six levels of the leadership continuum; generic ineffective behaviours for each competency for all levels in the leadership continuum; as well as background and guidance regarding utilization.
Why were ineffective behaviours included?

During the consultations, it became quickly evident that the behaviours that were considered to be ineffective could be useful indicators and were consistent at all the levels of the leadership continuum. It was therefore decided to include a generic set of ineffective behaviours for all levels. These should be very helpful in the performance management dialogue.
How will the revised profile be used?

The profile will help build coherence in human resources and career planning, as well as performance management. It will be used to develop training, learning and development programs under the new Learning, Training and Development Policy and the related Employer Knowledge Standards. The profile will permit the development of criteria for executive recruitment, staffing and promotion. Finally, it will be integrated into the selection, promotion and graduation processes of the corporate leadership development programs.
Do all departments/agencies need to implement this profile?

Do all departments/agencies need to implement this profile?
Departments and agencies are strongly encouraged to use the profile in their HR management activities. They can implement the profile as is, or adapt it and supplement the leadership competencies to reflect the particular requirements of their organizations.

As a result of the new Qualification Standard for the EX Group, which represents the minimum requirements for staffing an EX position, departments must apply all of the Key Leadership Competencies from the profile to the EX position they wish to staff.
How can the revised profile benefit: managers; employees; functional communities; departments/agencies?

The profile will help managers, departments and functional communities in their human resources and succession planning by providing the possibility of incorporating qualitative data into their workforce analysis and resulting human resources plans. Managers will be able to use the profile to staff positions, and to set and assess performance expectations for employees. All employees can use the profile to self-assess against the requirements of their present job and to start planning for future positions. In this way, employees will be able to develop more targeted learning and development plans that will assist them in their career progression.
How are central agencies integrating the profile?

Central agencies have already begun to modify their programs and services to reflect the revised profile. For example, one of the changes proposed for the leadership development programs will be the integration of the profile. The Personnel Psychology Centre of the Public Service Commission is presently reviewing its assessment tools to ensure they align with the revised competencies.