Senior Management Service Handbook 2003

5CHAPTER 5

SMS Handbook Chapter 5 Competency Framework 1/12/2003

CHAPTER 5

COMPETENCY FRAMEWORK

1. INTRODUCTION

1.1 The introduction of the SMS Competency Framework is key in ensuring

that the Public Service achieves its objective of professionalising the

Public Service, especially at the Senior Management level. The SMS

Competency Framework will assist in ensuring a consistent approach to

human performance throughout the Public Service from National to

Provincial levels, and thus help to drive and support all human

performance initiatives.

1.2 In developing the SMS Competency Framework focus was placed on

critical generic competencies, which senior managers would be expected

to possess, rather than functional/technical competencies, which are

essential to a specific department or a specific job. The SMS Competency

Framework consists of a set of eleven (11) generic competencies that

communicate what is expected of Senior Managers. In addition, this

Framework seeks to establish a shared understanding of the critical

success factors for performance in the Senior Management Service. This

Framework does not describe the functions or responsibilities of particular

senior management levels for example manager, senior manager or

director, chief director, etc. However, they are based on the requirements

for the whole of the Senior Management Service in both its current and

emerging form.

2. SCOPE OF APPLICABILITY

2.1 The SMS Competency Framework applies to members of the SMS as

defined in the Public Service Regulations, 2001.


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3. ESTABLISHING THE NEED FOR COMPETENCY PROFILING

3.1 Developing the SMS Competency Framework

(1) There are various definitions that are used to define a

competency, even though the terminology and concepts in use do

vary somewhat, there is general consensus that competency

refers to the set of behaviour patterns an individual needs to

display in order to perform effectively and efficiently in his or her

position . The Public Service Regulations, 2001 defines

‘competence’ as “… the blend of knowledge, skills, behaviour and

aptitude that a person can apply in the work environment, which

indicates a person’s ability to meet the requirements of a specific

post.”

(2) The SMS Competency Framework has emerged from an

exhaustive process of interviews, desktop studies, surveys, focus

group sessions and analysis. The data gathering exercise

spanned across the Senior Management Service and culminated

in a wealth of raw data on behaviours. In the process a wide range

of stakeholders, subject matter experts and senior managers were

consulted. These competencies will have to be reviewed in the

future to ensure currency and ongoing relevance within the Public

Service.

3.2 Why Competency Modeling

(1) A Competency Framework defines the competencies that are

important for the Public Service to be successful, and ensures that

Senior Managers have the requisite competencies and associated

proficiency levels to succeed at the strategic level.


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(2) A Competency Framework is the foundation for, and a key driver

of effective Human Resource Management. It describes the

activities and behaviours of employees using a common set of

terms and scales, thus creating a common language across HR

processes. Having the knowledge, skills, behaviours and attitudes

described in one place in a competency model is a helpful tool that

allows both the individual and the organisation to know what

knowledge and skills are needed to be effective in a given role.

4. STRUCTURE OF THE COMPETENCY FRAMEWORK

4.1 How to use the SMS Competency Framework

(1) The components of the SMS Competency Framework are: -

COMPETENCY NAME Name used to identify the Senior Manager’s behaviour or

groupings of behaviours;

COMPETENCY

DEFINITION

General description of behaviours and activities that must be

demonstrated by Senior Managers to achieve the desired

competency; and

PROFICIENCY

LEVEL

Description of the degree to which a Senior Manager has

mastered the criteria of a competency. The competency scale

classifies observable and measurable behaviours (behavioural

indicators) sequentially. Individual progresses through the

hierarchy by mastering the knowledge, skills, behaviours, or

outcomes required at the level below.

Table 1: Components of the SMS Competency Framework

(2) The competencies that appear in the SMS Competency

Framework are in no order of importance to the role of senior

managers in the Public Service. All the following competencies

are viewed as being critical for high performance in the senior

manager’s role:


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(a) Strategic Capability and Leadership;

(b) Programme and Project Management;

(c) Financial Management;

(d) Change Management;

(e) Knowledge Management;

(f) Service Delivery Innovation (SDI);

(g) Problem Solving and Analysis;

(h) People Management and Empowerment;

(i) Client Orientation and Customer Focus;

(j) Communication; and

(k) Honesty and Integrity.

(3) The SMS Competency Framework has four proficiency levels that

consist of specific behavioural indicators that noticeably reflect

different expected levels of performance/expertise. The following

guide reflected in Table 2 should be used to interpret the different

proficiency levels as depicted in the SMS Competency

Framework. Note that these behaviours are only indicators and

are not intended to be a definitive set.

ProficiencyLevel

Description

BasicAPPLIES BASIC CONCEPTS AND METHODS BUT REQUIRES SUPERVISION AND

COACHING.

Competent

INDEPENDENTLY DEVELOPS AND APPLIES MORE ADVANCED CONCEPTS AND

METHODS.PLANS AND GUIDES THE WORK OF OTHERS.PERFORMS ANALYSIS.

AdvancedUNDERSTANDS AND APPLIES MORE COMPLEX CONCEPTS AND METHODS.LEADS AND DIRECTS PEOPLE OR GROUPS OF RECOGNISED SPECIALISTS.ABLE TO PERFORM IN-DEPTH ANALYSIS.

ExpertSOUGHT OUT FOR DEEP, SPECIALISED EXPERTISE.LEADS THE DIRECTION OF THE ORGANISATION.DEFINES MODEL/THEORY.

Table 2: SMS Competency Framework Proficiency Level Guide


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4.2 How to use the SMS Competency Dictionary

(1) There are several benefits of establishing a competency-basedapproach to human resources, among them:

4.3 Strategic Alignment

(1) A competency model will enable the Public Service to bringstrategic vision, values and capabilities “down to earth” so theycan be linked to daily operations, and have a motivating impacton all staff. A competency model can be a key tool used tocreate effective alignment between people and the organisation’sstrategic requirements as it strives to reform itself.

4.4 Common Performance Expectations

(1) The competency model provides the Public Service with adescription of the key skills, knowledge, behaviours and attitudesthat are expected of its Senior Management cadre. It helps toestablish a common set of performance expectations that can beconsistently applied throughout the Public Service.

4.5 Certainty and Clarity

(1) The development of competencies provides Senior Managerswith more certainty and clarity of expectations of theirperformance. Competencies involve a common language,revealing the “rules of the game”. This provides the opportunityto do an objective comparison and to identify and analyse acompetency gap.

(2) The competency model empowers senior managers toproactively manage their own careers. For example, employeesare able to view profiles of their individual competencies,compare them with current or desired job requirements, anddetermine where competencies match and where gaps exist.They then are able to work and train towards meeting their owncareer goals.

4.6 Human Resources

(1) Analysing individual competencies gives a profoundunderstanding of the available human resources. By payingattention to the organisation’s workforce in a structured wayusing competency management, the investments in theworkforce lead to the creation of human capital as a majorresource/asset aligned with the strategies of the Public Service.


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The Public Service will then be more flexible in using andadjusting its human resources, and will have a powerful tool toadjust their human resources to match the requirements oforganisational processes and activities.

(2) The competency methodology provides consistency across allhuman resource processes (e.g. recruitment, selection,performance management and training/development). This helpsto prepare a common base for all human resource systems.

5. APPLICATION OF THE COMPETENCY FRAMEWORK

5.1 As mentioned above, the competency framework should underpin allkey human resource management and development practices for theSMS. As an example, a competency assessment battery has beendeveloped based on these competencies. Similarly, a performancemanagement system that has been developed is based on thesecompetencies.

5.2 Details on the integration of the competency framework into key humanresource systems will therefore still be made available to departments.This includes issues such as measurement instruments to be utilised forselection and performance management purposes.


6. COMPETENCY FRAMEWORK

COMPETENCY

NAME

STRATEGIC CAPABILITY AND LEADERSHIP

COMPETENCY

DEFINITION

Must be able to provide a vision, set the direction for the organisation and inspire others in order to deliver on the

organisational mandate.

PROFICIENCY LEVELS

BASIC COMPETENT ADVANCED EXPERT

• Understands organisationaland departmental strategicinitiatives, but weak ininspiring others to achievethe set objectives;

• Describes how specifictasks link to organisation’sstrategies, but experiencesdifficulty in putting the linksinto practice;

• Aligns and prioritises owna c t i o n p l a n s t oorganisational strategies buthas limited influence indetermining the strategicdirection; and

• Demonstrates commitmentthrough actions.

• Gives direction to team inrealising the organisation’sstrategic objectives;

• Impacts positively on teammorale, sense of belonging andparticipation;

• Develops action plans toexecute strategic initiatives;

• Assists in defining performancemeasures to evaluate thesuccess of strategies;

• Identifies and communicatesobstacles to executing specificstrategies;

• Supports stakeholders inachieving their goals;

• Inspires staff with ownbehaviour - “walks, the talk”;

• Evaluates all activities to determinevalue added and alignment with theorganisation’s strategic goals.

• Displays and contributes in-depthknowledge to strategic planning at theorganisational level;

• Ensures alignment of strategies acrossvarious functional areas to theorganisation strategy;

• Defines performance measures toevaluate the success of organisation’sstrategy;

• Monitors and reviews strategic plansconsistently and takes corrective actionto keep plans on track in light of newchallenges in the environment;

• Promotes organisation’s mission andvision to all relevant stakeholders;

• Empowers others to deal with complexand ambiguous situations;

• Structures and positions theorganisation to Governmentpriorities;

• Develops and implementsstrategies for the organisationutilising in-depth knowledge ofcustomers and clients, theconventions, changing trends,processes and constitutionalframework of the Government;

• Holds self accountable forexecuting the strategy;

• Builds and maintains a widenetwork of internal and externalr e l a t i o n s h i p s t o g a i nconfidence, trust and respectfrom others;

• Sought out as a leader who canmotivate others to achieve acommon goal;


PROFICIENCY LEVELS


• Manages and takes calculatedrisks;

• Communicates strategic plan tothe organisation; and

• Utilises strategic planningmethods and tools.

• Achieves agreement or consensus inan adversarial environment;

• Guides the organisation throughcomplexity and uncertainty of vision;

• Leads and unites diverse workgroupsacross d iv is ions to achieveorganisational objectives; and

• Develops and implements riskmanagement.

• Creates loyalty, comradeshipand an organisation environ-ment that permits innovativethinking; and

• Develops strategic planningmethods and tools.


COMPETENCY

NAME

PROGRAMME AND PROJECT MANAGEMENT

COMPETENCY

DEFINITION

Must be able to plan, manage, monitor and evaluate specific activities in order to deliver the desired outputs.

PROFICIENCY LEVELS


• Commences project aftergo-ahead from higherauthority;

• Understands procedures ofproject management, itsimpl icat ions and theimportance of stakeholderinvolvement;

• Understands the outcomeof the project in relation toorganisation's goals.

• Displays basic projectmanagement skills;

• Documents and commu-nicates issues and risksassociated with own work;

• Uses results of othersuccessfully completedprojects as points ofreference; and

• Applies existing policies inown field of work.

• Establishes broad stakeholderinvolvement and communicatesthe project status and keymilestones;

• D e f i n e s r o l e s a n dresponsibilities for project teammembers and c l ea r l ycommunicates expectations;

• Balances quality of work withdeadlines and budget;

• Identifies and manages risks tothe project by assessingpotential risks and buildingcontingencies into project plan;

• Uses computer softwareprogrammes to help manageproject;

• Sets and manages service levelagreements with contractors;

• Provides advice and guidanceon policies; and

• Compl ies with statutoryrequirements and apply policiesconsistently.

• Manages multiple projects andbalances priorities and conflictsbetween projects based on broaderorganisational goals;

• Manages risks across multiple projectsby examining total resourcerequirements and assessing impact ofprojects on the day-to-day operations;

• Modifies project approach and budgetwithout compromising the quality ofoutcomes and the desired results;

• Involves top-level political authority andother relevant stakeholders in the buy-in process;

• Keeps abreast and appl iesinternational trends in projectmanagement;

• Motivates and coaches project teamsto achieve highest project results; and

• Monitors policy implementation andputs in place procedures to managerisks.

• Conceptualises the long termeffects of the desired outcomesof project;

• Initiates several projects afterconducting strategic analyses oforganisation on the micro andmacro levels;

• Persuades political heads toadop t and imp lemen tresults/outcomes of project;

• Initiates projects that lead to theachievement of the long-termstrategic objectives of theorganisation; and

• Sponsors multiple projects byallocating resources andsupports the goals of theseprojects; and

• Leads and coordinates thetranslation of policy into actionplans.


COMPETENCY

NAME

FINANCIAL MANAGEMENT

COMPETENCY

DEFINITION

Must be able to compile and manage budgets, control cash flow, institute risk management and administer tender

procurement processes in accordance with generally recognised financial practices in order to ensure the

achievement of strategic organisational objectives.

PROFICIENCY LEVELS


• Articulates basic financialconcepts and techniques ast h e y r e l a t e t oorganisational/departmentalprocesses and tasks (e.g.performance budgeting andvalue for money);

• Displays awareness of thedifferent sources of financialdata, reporting mechanismsand financial processes andsystems;

• Understands importance offinancial accountability;

• Understands the necessityfor asset control;

• Demonstrates knowledge ofgeneral concepts of financialplanning, budgeting andforecasting and how theyinterrelate;

• Assesses, manages andmonitors financial risks;

• Continuously looks for newopportunities to obtain and savefunds;

• Prepares financial reportsbased on prescribed format;

• Understands and weighs upf inancial impl icat ions ofpropositions;

• Controls assets according toprescr ibed pol ic ies andprocedures;

• Takes ownership of key planning,budgeting and forecasting processesand answers questions related totopics within own responsibility;

• Manages f inanc ia l p lann ing,forecasting and reporting processes;

• Prepares budgets that are aligned tothe strategic objectives of theorganisation\department;

• Addresses complex budgeting andfinancial management issues;

• Formulates long term financial plansand resource allocations;

• Develops and implements systems,procedures and processes in order toimprove financial management;

• Advises on policies and proceduresregarding asset control;

• Develops planning tools thatassist with evaluating andmonitoring future expendituretrends;

• Sets budgeting guidelines forthe department/organisation;

• Recognised internally andexternally as a financial expert;

• Sets strategic direction for theorganisation/department inrelation to expenditure andother financial processes;

• Identifies and implementspartnerships and explores otheravenues to achieve financialsavings and improved servicedelivery;

• Identifies and implement newtechniques to improve assetcontrol;


PROFICIENCY LEVELS


• Recognises key expen-d i ture and f inanc ia laccounting and reportingconcepts;

• Performs key financialmanagement processes(expenditure, accountingand repor t ing) w i thguidance/direction;

• Tracks and measuresactual expenditure againstbudget; and

• Understands the role of anaudit function.

• Understands, analyses andmonitors financial reports;

• A l locates resources toes tab l i shed goa ls andobjectives;

• Manages expenditure in relationto cash flow projections;

• Ensures effective utilisation offinancial resources;

• Develops corrective measures/actions to ensure alignment ofbudget to financial resources;

• Prepares and manages ownbudget in line with the strategicobjectives of the organisation;and

• Makes realistic projections inroutine reports.

• Dynamically allocates resourcesaccording to internal and externalobjectives (broader governmentobjectives);

• D e v e l o p s e x p e n d i t u r e K e yPerformance Indicators (KPI’s);

• Succeeds in achieving maximumresults with limited resources;

• Assists others with f inancialaccounting\reporting tasks;

• Coaches and teaches others on keyfinancial concepts; and

• Analyses projections in reports.

• Evaluates financial impact ofstrategic decisions across theorganisation;

• Develops long-term plans,performance measures andbudgets that are aligned withstrategic objectives; and

• Possesses in-depth financialacumen and understanding andruns the finances according tosound principles.


COMPETENCY

NAME

CHANGE MANAGEMENT

COMPETENCY

DEFINITION

Must be able to initiate and support organisational transformation and change in order to successfully implement

new initiatives and deliver on service delivery commitments.

PROFICIENCY LEVELS


• Communicates status,benefits and issues relatingto change;

• Identifies gaps between thecurrent and the desiredsituation and reasons forresistance to change;

• Accepts and successfullyperforms a supporting rolein the change effort;

• Identif ies the need forchange;

• Participates in changeprogrammes and piloting ofchange initiatives; and

• Understands the impact ofchange initiatives on theorganisation within thebroader political and socialcontext.

• Performs analysis to determinethe impact of changes in thesocial, political and economicenvironment;

• Keeps self and others calm andfocused during times of changeor ambiguity;

• In i t ia tes, suppor ts andencourages new ideas;

• Volunteers to lead changeefforts outside of own workteam;

• Consults and persuades all therelevant stakeholders of theneed for change;

• Proact ive ly seeks newopportunities for change;

• Identifies and assists inresolving resistance to changewith stakeholders; and

• Designs activities to enablechange that are aligned to theorganisational objectives.

• Monitors results of change;• Secures buy-in and sponsorship for

change efforts;• Designs, develops, evaluates and

continuously improves the overallchange strategy after wide consultationwith the relevant stakeholders;

• Customises and applies approaches tofacilitate change;

• Capitalises on relationships withvarious stakeholders in establishingstrategic alliances in facilitating changeefforts;

• Leads major change programmes;• Benchmarks change initiatives and

strategies against best practice;• Exhibits sensitivity to dynamics within

the organisation which affect howquickly change is accepted;

• Takes calculated risks and isconstantly seeking new ideas fromleading edge organisations andexternal sources;

• Sponsors “change agents”(responsible for implementingthe change) and creates anetwork of leaders who supportand own the change;

• Adapts current infrastructure tochange initiatives;

• Mentors others on theleadership of change;

• Viewed as a thought leader inchange management; and

• Inspires change that has impacteven w ider than theorganisation.


PROFICIENCY LEVELS


• Defines outcomes and measurementcriteria for change programmes; and

• Creates innovative ways of reinforcingchange, rewarding change acceptanceand discouraging change resistance.


COMPETENCY

NAME

KNOWLEDGE MANAGEMENT

COMPETENCY

DEFINITION

Must be able to promote the generation and sharing of knowledge and learning in order to enhance the collective

knowledge of the organisation.

PROFICIENCY LEVELS


• Collects, categorises andtracks relevant informationrequired for specific tasksand projects;

• Analyses and interpretsin format ion to drawconclusions;

• Seeks new sources ofinformation to increase ownknowledge base; and

• Shares information andknowledge with co-workers.

• Uses appropriate informations y s t e m s t o m a n a g eorganisational knowledge;

• Uses modern technology tostay abreast of world trends andinformation;

• Evaluates information frommultiple sources and usesinformation to inf luencedecisions;

• Creates mechanisms andstructures for sharing ofknowledge in the organisation;

• Uses libraries, researchers,knowledge specialists and otherknowledge bases appropriatelyto improve organisationalefficiency;

• Ant ic ipates future knowledgemanagement requirements andsystems;

• Develops standards and processes tomeet future knowledge managementrequirements;

• Shares and promotes best practicesacross the organisation;

• Coaches others on knowledgemanagement techniques;

• Monitors and measures knowledgemanagement capability in organisation;

• Creates a culture of a learningorganisation; and

• Holds motivational sessions withcolleagues to share information andnew ideas.

• Consulted by others for expertknowledge managementcapability;

• Creates and supports a visionand culture where staff feelempowered to seek and shareknowledge;

• Establishes partnerships acrossorganisational boundaries tofacilitate knowledge manage-ment;

• Recognises and exploitsknowledge nodes in interactionswith clients;

• Strives to ensure that there is acorrelat ion between theorganisat iona l and theknowledge strategies; and


PROFICIENCY LEVELS


• Promotes the importance ofknowledge sharing within ownarea;

• Adapts and in tegra tesinformation from multiplesources to create innovativeknowledge managementsolutions; and

• Nurtures a knowledge-enablingenvironment.

• Works across organisations toidentify and share criticalknowledge.


COMPETENCY

NAME

SERVICE DELIVERY INNOVATION (SDI)

COMPETENCY

DEFINITION

Must be able to explore and implement new ways of delivering services that contribute to the improvement of

organisational processes in order to achieve organisational goals.

PROFICIENCY LEVELS


• Recommends new ways ofperforming tasks within ownfunction;

• Ident i f ies and seekspotential sources of newideas and approaches toenhance service delivery;

• Proposes simple remedialsolutions to simple serviced e l i v e r y o r i e n t a t e dproblems; and

• Listens to the ideas andperspectives of others andexplores opportunities toenhance these ideas.

• C o n s u l t s c l i e n t s a n dstakeholders on ways toimprove the delivery ofservices;

• Communicates the benefits ofservice delivery improvementopportunities to stakeholders;

• Identifies internal processimprovement opportunities;

• Ident i f ies and analysesopportunities where innovativeideas can lead to improvedservice delivery;

• Formulates and implements new ideasthroughout the organisation;

• Ensures buy-in from key stakeholders;• Consults and utilises international best

practices on SDI;• Aligns the SDI initiatives with the latest

technology;• Researches needs of clients;• Coaches others on innovation

techniques; and• Inspires service providers to improve

delivery of services.

• Creates and supports a non-threatening environment whereindividuals feel empowered tocome forward with new andunconventional ideas;

• Plays an active role ininternational seminars/work-shops/conferences on SDI;

• Highly regarded by the private,the public and the internationalcommunity on SDI; and

• Integrates processes, policiesand structures across theorganisat ion to achieveimproved eff ic iency andeffectiveness on SDI.


PROFICIENCY LEVELS


• Creates mechanisms toencourage innovation andcreativity within functional areaand across the organisation;and

• Implements innovative servicedelivery options in owndepartment/organisation.

• •


COMPETENCY

NAME

PROBLEM SOLVING AND ANALYSIS

COMPETENCY

DEFINITION

Must be able to systematically identify, analyse and resolve existing and anticipated problems in order to reach

optimum solutions in a timely manner.

PROFICIENCY LEVELS


• Understands the basicsteps in problem solvingand analysis and solvesbasic problems usingorganisation guidelines;

• Identifies when to solveproblems independentlyand when to consult othersfor resolution beyond ownauthority;

• Participates actively andconstructively in problemsolving discussions; and

• Identifies and documentsissues associated withproblems.

• Explains potential impact ofproblems to own workingenvironment;

• Demonstrates logical problemsolving approach and providesrationale for proposed solutions;

• Determines root causes ofproblems and evaluateswhether solutions address rootcauses;

• Demonstrates objectivity,thoroughness, insightfulness,and probing behaviours whenapproaching problems; and

• Demonstrates the ability tobreak down complex problemsinto manageable parts andidentify solutions.

.

• Coaches others on the analyticaltechniques and problem solvingmethods;

• Anticipates organisational problemsand strategises to counteract potentialimpact;

• Involves the appropriate people, toresolve complex, inter-departmentalproblems;

• Generates various solutions/ optionsand contingency plans for problems;

• Identifies the impact of solutions onmultiple areas within the organisation;and

• Develops contingency measures andexplores various problem solvingoptions.

• Designs complex problemsolving tools and methods;

• Establishes and fosters anenvironment which encouragesanalytical and fact-basedproblem solving;

• Puts preventative measure inplace to ensure that problemsdo not recur in the future;

• Identifies, solves and monitorsunique issues or problems thathave total organisational impactin consultation with thestakeholders;

• Sought af ter by otherorganisations as a thoughtleader in problem solving; and

• Establishes completely newapproaches to solving complexinter-departmental problems.


COMPETENCY

NAME

PEOPLE MANAGEMENT AND EMPOWERMENT

COMPETENCY

DEFINITION

Must be able to manage and encourage people, optimise their outputs and effectively manage relationships in

order to achieve organisational goals.

PROFICIENCY LEVELS


• Participates in team goalsetting and problem solving;

• Interacts and collaborateswith diverse groups ofpeople;

• U n d e r s t a n d s t e a mstrengths, weaknesses andpreferences; and

• Is aware of the appropriatesteps and guidelines foremployee development andfeedback, but not yet fullyable to implement these.

• Seeks opportunities to increasepersonal contribution and levelof responsibility;

• Supports and respects theindividuality of others andrecognises the benefits ofdiversi ty of ideas andapproaches;

• Delegates and empowersothers to increase contributionand level of responsibility;

• Applies labour and employmentlegislation and regulationsconsistently;

• Facilitates team goal settingand problem solving;

• Analyses ineffective team and workprocesses and recommendsimprovement;

• Recognises and rewards desiredbehaviours and results;

• Mentors and counsels others;• Addresses balance between individual

career expectations and organisationalneeds;

• Considers developmental needs ofpersonnel when building teams andassigning tasks;

• Establishes an environment in whichpersonnel can maximise their potential;

• Guides others on managing people;• Inspires a culture of performance

excellence by giving positive andconstructive feedback to the team;

• Develops and incorporates bestpractice people managementprocesses, approaches andtools across the organisation;

• Creates processes to ensureaccountabil i ty for peoplemanagement and development;

• Exceeds set goals foremployment equi ty andaffirmative action;

• Has a reputation as a leader infostering professional growth;

• Sought after as a mentor;• Develops comprehensive,

integrated strategies andapproaches to managinghuman resources;


PROFICIENCY LEVELS


• Recogn ises d i f f e rencesbetween individuals, culturesand teams and providesdevelopmental feedback inaccordance with performancemanagement principles;

• Adheres to internal and nationalstandards with regards tohuman resource practices;

• Iden t i f i es competenc iesrequired and suitable resourcesfor specific tasks;

• Displays personal interest in thewell-being of colleagues;

• Able to manage own time aswell as time of colleagues andother stakeholders; and

• Manages conflict through aparticipatory approach.

• Creates l inks among variousindividuals, cultures and teams andinstils a common sense of identitytowards the achievement of goals byvar ious team members andstakeholders;

• Shares knowledge of the big picture tohelp others understand their role; and

• Creates a culture of continuouslearning and development.

• Develops systems andprocesses to recruit and retainhigh quality staff; and

• Adapts leadership style todifferent people, culturesand situations

.


COMPETENCY

NAME

CLIENT ORIENTATION AND CUSTOMER FOCUS

COMPETENCY

DEFINITION

Must be willing and able to deliver services effectively and efficiently in order to put the spirit of customer service

(Batho Pele) into practice.

PROFICIENCY LEVELS


• Acknowledges customersrights;

• A p p l i e s c u s t o m e rknowledge to improve ownorganisation or department;

• Maintains good relationshipwi th customers andunderstands their priorities;and

• Redirects queries to themost appropriate person/solution provider andfollows through to ensurecustomer needs are met.

• D e v e l o p s c l e a r a n dimplementable service deliveryimprovement programmes;

• Identifies opportunities toexceed the expectations ofcustomers;

• Des igns in te rna l workprocesses to improve customerservice;

• Adds value to the organisationby provid ing exemplarycustomer service; and

• Applies customer rights in ownwork environment.

• Coaches others about the importanceand application of customer and clientknowledge;

• Fosters an environment in whichcustomer satisfaction is valued anddelivered;

• Addresses and resolves high-risk, high-profile stakeholder issues; and

• Takes advantage of opportunities tolearn about stakeholders and bringsthis information to own functional area.

• Coordinates the implementationo f s e r v i c e d e l i v e r yimprovements within budget,time, quality and targets set bythe department;

• Establishes guidelines tobalance cost-consciousnessand service delivery;

• Establishes the organisation'sstrategic direction for managingservices towards stakeholders;

• Demands broad and deeperknowledge of clients andcustomers to ensure betterservice delivery; and

• Utilises long term, collaborativeand strategic relationships withclients and customers to betterservice delivery.


COMPETENCY

NAME

COMMUNICATION

COMPETENCY

DEFINITION

Must be able to exchange information and ideas in a clear and concise manner appropriate for the audience in

order to explain, persuade, convince and influence others to achieve the desired outcomes.

PROFICIENCY LEVELS


• Shows understanding forcommun ica t i on too l sappropriate for the audiencebut needs assistance inutilising them;

• Expresses ideas in a clearand coherent manner butnot always taking intoaccount the needs of theaudience; and

• Assimilates informationreasonably well.

• Expresses ideas to individualsand groups both in formal andinformal sett ings in aninteresting and motivating way;

• Receptive to al ternat iveviewpoints;

• Adapts communication contentand style according to theaudience including managingbody language effectively;

• Delivers messages in a mannerthat gains support, commitmentand agreement;

• Compiles documents oncomplex matters that are clear,concise and well structured;

• Communicates high risk sensitivematters to all relevant stakeholders;

• Develops well defined communicationstrategy;

• Balances pol i t ical views witho rgan i sa t i ona l needs whencommunicating differing viewpoints oncomplex issues;

• Steers negotiations around complexissues and arrive at a win/win situation;

• Markets and promotes the organisationto external stakeholders; and

• Communicates with the media withoutcompromising the integrity of theorganisation.

• Consulted as an expert incommunication both externallyand internally;

• Is sought after to leadnegotiations and represent theorganisation;

• Inspires people with use oflanguage;

• Creates an environment that isconducive to product ivecommunication; and

• Coordinates negotiations atdifferent levels within theorganisation and externally.


PROFICIENCY LEVELS


Communicates controvers ia lsensitive messages to stakeholderstactfully;• • Listens well and is receptive;

and• Encourages participation and

mutual understanding.

• •


COMPETENCY

NAME

HONESTY AND INTEGRITY

COMPETENCY

DEFINITION

Must be able to display and build the highest standards of ethical and moral conduct in order to promote

confidence and trust in the Public Service.

PROFICIENCY LEVELS


• Realises the implications ofnot speaking and actingwith integrity, but needsguidance in implementingthese principles;

• Fo l lows through onc o m m i t m e n t s u n d e rsupervision; and

• Follows the rules andregu la t i ons o f t heorganisation.

• Conducts self in accordancewith organisational values;

• Admits own mistakes andweaknesses and seeks helpfrom others where unable todeliver;

• Reports fraud, corruption,nepo t i sm and ma lad -ministration;

• Honours the confidentiality ofmatters and does not use it forpersonal gain or the gain ofothers;

• Deals promptly, and in theinterest of the State, withsituations where conflict ofinterest arises;

• Develops and applies self-correctivemeasures;

• M a k e s p r o p o s a l s a n drecommendations in a way that winsthe trust and support of others;

• Promotes transparent and accountableadministration;

• Presents ideas and beliefs in a mannerwhich is consistent with the rules andr e g u l a t i o n s o f t h eorganisation/department;

• Acts decisively against corrupt anddishonest conduct;

• Promotes the values and beliefs of theorganisation internally and externally;

• Co-operates with others and works asa team and not for personal benefit;and

• Creates an environment wherein tegr i t y , hones ty andaccountability flourish;

• Develops and implements anticorruption measures;

• Is widely recognised as anexpert in fighting fraud,corruption and other acts ofdishonesty;

• Sets shared accountabilitiesand integrity standards acrossthe organisation in support oforganisational objectives;

• Is fully responsible for ownactions even if it reflectsnegat ive ly on se l f ororganisation; and


PROFICIENCY LEVELS


• Establishes trust and showsconfidence in others;

• Treats all employees with equalrespect;

• Takes responsibility for ownactions;

• Under takes ro les andresponsibilities in a sincere andhonest manner;

• Uses work t ime fo rorganisational matters and notfor personal matters; and

• Shares information openly,whilst respecting the principle ofconfidentiality.

• Oversees the acceptance of respon-sibility and accountability in theorganisation

.

• Creates a culture of accoun-tability

.

Senior Management Service Handbook 2003

Documents

Transcript of Senior Management Service Handbook 2003