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INNOVATION
Please
note: This competency profile will be revised to be consistent
with the Alberta
public service competency model.
COMPETENCY
DESCRIPTION
Below
is a description of the competency as well as behaviours
typically demonstrated by high performers in each classification.
Innovation: Taking
risks, adapting quickly to change, leading the
change process.
Behaviours:
|
Professional
|
Managers
|
Executive
Managers
|
| Enhances
processes or products. |
Develops
new approaches. |
Fosters
Innovation in others. |
Creates
a culture of innovation. |
| Initiates
continuous improvements to enhance processes or products. Adapts
quickly to change. |
Develops
new approaches and solutions to problems that have
not been previously done. anticipates change
and suggests implementation strategies. |
Coaches
and guides others in developing and implementing
innovative approaches. Facilities change and
influences senior decision-makers to implement change
strategies. |
Creates
a climate that encourages innovation and receptivity
to change. Leads change and implements effective
change strategies. |
DEVELOPING
COMPETENCE IN INNOVATION
- TIPS FOR STAFF
| Behaviour |
Ideas
for On-the-Job Competency Development
|
| Enhances
processes or products. |
- Ask
yourself - if I had unlimited resources, what
would I do differently? Look at the ideas
you generated and evaluate if you can incorporate
some in your daily business.
|
| Develops
new approaches. |
- Identify
at least one incident this week where you were
holding onto a solution or procedure simply because
that was the way it has always been done. Try
a novel approach to the problem.
- When
you are solving a problem, do not immediately
go with your first reaction.
- Force
yourself to come up with at least three other
possible solutions.
- Look
at the differences in the ideas.
- Before
picking a solution, look at your initial reaction
and identify why you immediately thought of it. Is
it the best, the easiest, or the way you have
always done things?
- Set
a goal for the week to never be satisfied with
your first idea. In every problem-solving
situation, force yourself to come up with other
ideas and write down the benefits of each idea.
- Try
to come up with as many possible solutions as
you can in 15 minutes - quantity, not quality
is important in this exercise.
- Share
an idea you have with a friend and work on a
possible implementation strategy together.
|
| Fosters
innovation in others. |
- Help
a colleague or employee use some of the idea
generating ideas mentioned above.
- Be
supportive of a co-workers or subordinate's new
idea. Volunteer to help them present it
to senior management.
|
| Creates
a culture of innovation. |
- Gather
feedback from subordinates, co-workers and supervisors
on how receptive you are to change. Discuss
with them how you might improve.
- Publicly
recognize your employees or colleagues for their
innovative ideas and approaches.
- Support
your employees or colleagues when their ideas
don't work. Help them identify what they
will do differently next time.
|
DEVELOPING
COMPETENCE IN INNOVATION
- TIPS FOR SUPERVISORS
| Type
of Support |
Ideas
for
Developing Staff
|
| Coaching |
- Encourage
brainstorming to come up with new ideas.
- Encourage
discussions about how things could be done differently.
- When
ideas don't work, encourage discussion on what
could be done differently next time.
- Challenge
employees to come up with at least one innovation
on a particular process or product.
|
| Development |
- Invite
a client or service provider to assist in generating
ideas for innovations.
|
PREPARING
FOR AN INTERVIEW
- POSSIBLE QUESTIONS
-
Describe
something you have done that was new and different
for your organization, that improved performance and/or
productivity.
-
Describe
something you have done that would be considered leading
edge. Why did you do it? How did you do
it?
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