Management Group


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Introduction

What is a competency profile?

Competencies are specific behavioural manifestations of knowledge, skills and qualities required for optimum performance in a position, role or job family in an organization. The Competency Profile for the Management Group presents the competencies required for optimum performance in the role of manager at the Library of Parliament.

This competency profile enables current managers to:

  • select the best candidate for a management position;
  • facilitate discussions on performance;
  • identify employees’ learning and development needs;
  • target recognition;
  • help people plan and manage their careers; and
  • plan for succession.

This competency profile enables potential managers to:

  • better prepare for competitions;
  • gain a better grasp of the Library of Parliament’s expectations regarding desirable competencies for a manager;
  • identify their development needs; and
  • better plan and manage their careers at the Library of Parliament.

The Competency Profile for the Management Group was designed in cooperation with managers, their supervisors and employees and therefore reflects the culture of the organization and the unique attributes associated with the role of manager at the Library of Parliament.

Note: In this document, the term "employees" implies the direct subordinates of a manager and may therefore refer to managers.

It includes the following competencies:


Components of the Competency Profile for the Management Group

For each of the competencies, you will find:

  • a general definition (in italics, under the name of the competency);
  • behavioural indicators (called “behaviours”) that are manifestations of the competency:
    • those that are common to all managers;
    • those that are specific to certain levels of management.

Behaviours Common to All Managers

Common behaviours are those that all managers strive to demonstrate, regardless of their level or position. Common behaviours are worded such that they include managers at all levels, so it is important to adapt them to the context, level and scope of responsibilities specific to the position in question.

Behaviours Specific to Certain Levels of Management

Certain behaviours vary depending on the level or type of managerial position in question. These behaviours are identified after the common behaviours.

When these behaviours refer to a management level, they encompass a number of managerial positions at an equivalent or similar level. The following definitions are provided to help you understand these levels (note that they do not correspond to classification levels):

  • Level 1 – Front-Line Managers:
    Front line managers work very closely with their employees to deliver client services. They usually – but not always – report to a middle manager.
  • Level 2 – Middle Managers:
    Middle managers represent the layer of management between the employees responsible for delivering client services and senior management. Some middle managers may manage front-line managers. They usually – but not always – report to a Director (Level 3).
  • Level 3 – Executive Managers:
    Executive managers usually – but not always – manage a number of groups headed by either front-line or middle managers.* They usually – but not always – report to a Director-General (Level 4).
  • Level 4 – Senior Executive Managers:
    Executive managers represent the most senior level of management and are members of the Library Executive Committee. They report to the Parliamentary Librarian.

Competencies, Mission and Vision of the Library of Parliament

Throughout the Competency Profile for the Management Group, the behavioural indicators refer to the mission and vision of the Library. To clarify the concepts in question, the mission and the vision are described below. Readers should refer to the most recent version of the mission and vision statements by consulting the Library’s Strategic Outlook.

Mission

The Library contributes to Canadian parliamentary democracy by creating, managing and delivering authoritative, reliable and relevant information and knowledge for Parliament.

Vision

To be Parliament’s preferred and trusted source of information and knowledge.

Competencies and Ethics

A number of the behaviours identified as essential to the optimal performance of managers at the Library of Parliament also underlie what is thought of as “ethical behaviour.”

Ethics can be defined as a philosophical discipline with practical (actions) and prescriptive (rules) applications in a natural and human setting, intended to dictate how humans should behave, act and be with one another and towards their surroundings (Wikipedia, 2010). Furthermore, business ethics has been defined as a set of rules, standards, codes, or principles that provide guidelines for morally right behaviour in specific situations.1

Since an individual’s ethics, within an organization, are inferred through his or her behaviours with respect to the organization’s rules, standards, codes, ethics are a result of the demonstrated competencies, as identified by members of the organization.

  1. T. Abratt, D. Nel and N. S. Higgs, “An examination of the ethical beliefs of managers using selected scenarios in a cross-cultural environment,” Journal of Business Ethics, Vol. 11, No. 1, 1992, pp. 29–35; P. V. Lewis, “Defining ‘Business Ethics’: Like Nailing Jello to a Wall,” Journal of Business Ethics, Vol. 4, No. 5, 1985, pp. 377–383.

Organizational and Parliamentary Knowledge

To demonstrate an understanding of the organizational and parliamentary culture, rules and procedures, through decisions, actions and words.

Common behaviours
  1. Takes into consideration the direct and indirect impact of the Parliamentary cycle on the provision of services for which his/her group is responsible when fulfilling his/her responsibilities.
  2. Understands the links between his/her role within the organization and those of other groups and people by working with them to support the organization’s mission and objectives.
Behaviours specific to level 1 managersBehaviours specific to level 2 managersBehaviours specific to level 3 managersBehaviours specific to level 4 managers
  1. Demonstrates by his/her decisions and actions a clear understanding of the organization’s objectives, and understands how his/her role as a manager is linked with them.
  2. Complies with existing policies, procedures, standards and processes.
  1. Demonstrates by his/her decisions and actions a clear understanding of the organization’s mission and vision, and makes them tangible and concrete for his/her group.
  2. Develops policies, procedures, standards and processes and ensures they are adhered to.
  1. Implements the organization’s strategic objectives.
  2. Ensures the development of policies, procedures, standards and processes that are aligned with the organization’s needs and culture.
  1. Articulates and ensures implementation of the organization’s mission and strategic objectives.
  2. Ensures the consistency of present and future policies, procedures, and standards.

 


Analytical Ability

To consider all relevant information and to process it adequately, in order to make effective decisions.

Common behaviours
  1. Relies on relevant, adequate and credible information in order to make informed decisions.
  2. Organizes relevant information by using systematic methods that allows him/her to identify the links between various elements and their relative importance.
  3. Understands the issues and the impact of various solutions in order to select the most effective one(s).
  4. Bases his/her decisions and recommendations on logical and fact-based arguments.
  5. Encourages the exchange of diverse opinions in order to broaden the perspectives that will serve as a basis for problem-solving and decision-making.

 


Strategic Orientation and Leadership

To align actions and plans to the organization’s objectives and direction for the future, as well as act as a role model for his/her group.

Common behaviours
  1. Develops action plans or activities that are consistent with the organization’s mission and objectives.
  2. Anticipates predictable or potential changes and prepares contingency plans or solutions accordingly.
  3. Sets objectives and timelines for his/her group that are both realistic and motivating, based on the organization’s actual and future needs, as well as available time and resources.
  4. Provides a sense of direction to his/her group regarding the importance and relevance of the group’s role within the organization’s mission, both in the current context and in the future.
  5. Represents the interests of his/her group by making its needs known and by working towards the fulfilment of these needs.
Behaviours specific to level 1 managersBehaviours specific to level 2 managersBehaviours specific to level 3 managersBehaviours specific to level 4 managers
  1. Proposes initiatives that can improve services or procedures by demonstrating their benefits for all parties concerned.
  1. Implements initiatives to improve services or procedures, and obtains employees’ buy-in towards them.
  1. Supports managers in the implementation of initiatives designed to improve services or procedures.
  2. Contributes to the articulation of the organizational strategy and provides direction to enable managers to implement it.
  1. Supports managers in the implementation of initiatives designed to improve services or procedures.
  2. Articulates the organizational strategy and provides direction to enable managers to implement it.

 


Managing Resources and Priorities

To effectively manage his/her resources (materiel, financial or human) and to adapt his/her work to changing priorities.

Common behaviours
  1. Identifies and seeks to obtain resources that are instrumental to the achievement of objectives.
  2. Plans, organizes and deploys his/her resources to optimize their effectiveness and efficiency.
  3. Takes appropriate measures to prepare for his/her succession in the event of a planned or unplanned absence or departure.
  4. Promptly provides effective and low-risk solutions in urgent situations.
  5. Manages his/her time and responsibilities in order to meet obligations.
  6. Manages multiple responsibilities and reacts quickly to emerging requirements according to their level of urgency and importance.
  7. Stays informed of the progress of various on-going projects.
  8. Uses available tools and systems to save time and effort.
Behaviours specific to managers with financial responsibilities
  1. Demonstrates accountability in managing his/her budgets, through the planning, allocation and distribution of funds in light of the organization’s objectives.

 


Client Focus

To align client services with the present and future needs and priorities of the clientele.

Common behaviours
  1. Aligns the development and provision of services to client priorities and needs.
  2. Adopts a fair, non-partisan approach in the delivery of client services.
  3. Ensures that services are delivered in a method and format that is best suited to clients’ needs and in accordance with LOP standards and principles.
  4. Focuses on solutions when supporting the delivery of services to clients.
  5. Demonstrates creativity in the provision of services to clients by overcoming potential obstacles in a manner that is consistent with rules and ethics.
  6. Explains to clients the implications and parameters of services requested and negotiates potential ways of meeting their needs accordingly.
  7. Promotes services provided by his/her group by emphasizing their various benefits for clients.
Behaviours specific to level 1 managersBehaviours specific to level 2 managersBehaviours specific to level 3 managersBehaviours specific to level 4 managers
  1. Complies with existing quality standards, guidelines or service agreements.
  1. Develops quality standards, guidelines or service agreements to improve service delivery.
  1. Ensures the development of and compliance with standards, guidelines or service agreements to improve service delivery.
  1. Provides direction to managers in regards to the development and compliance of standards, guidelines or service agreements for which they are responsible.

 


Communication

To facilitate the delivery of useful and pertinent information, both orally and in writing, and in both official languages.

Common behaviours
  1. Adapts his/her language and style of communication to the audience.
  2. Transmits accurate, relevant information to the right people at the right time.
  3. Listens empathetically by demonstrating availability and an understanding of the message.
  4. Chooses the most appropriate communication method, format and tools based on their efficiency, effectiveness and the potential impact of the message.
  5. Conveys to his/her superiors the information that is required for effective decision-making at a higher level.
  6. Keeps his/her employees informed of decisions or circumstances that may have an impact on their work or service delivery.
  7. Takes the necessary measures to ensure the accuracy of the information that is circulating within his/her group.
  8. Ensures the quality of official written communications prepared by his/her group.
  9. Uses negotiation skills to obtain buy-in.
Behaviours specific to level 3 and 4 managers
  1. Answers politically sensitive questions while protecting the organization’s reputation.

 


Collaboration and Partnerships

To create and nurture collegial relationships in order to join efforts towards the achievement of common or compatible goals.

Common behaviours
  1. Shares information with colleagues on a regular basis, with a focus on the continuous improvement of services offered by the organization.
  2. Identifies and seizes opportunities to share resources with colleagues to improve organizational performance.
  3. Establishes and maintains harmonious relationships with partners on the Hill and/or others to optimize results across Parliament.
  4. Demonstrates the ability to compromise when the organization’s interest is at stake.
Behaviours specific to level 1 and 2 managersBehaviours specific to level 3 managersBehaviours specific to level 4 managers
  1. Takes appropriate measures to encourage information sharing and dialogue within his/her group.
  1. Promotes mutual understanding among his/her managers by exposing them to high-level issues that may affect their services or the coordination of their resources.
  2. Identifies and pursues opportunities to improve performance through collaborative partnerships.
  1. Establishes and nurtures relationships with counterparts from other parliamentary institutions to maximise the sharing of resources.
  2. Identifies and pursues opportunities to improve performance through collaborative partnerships.
  3. Takes action to establish strategic partnerships.

Managing Change

To act as a change agent within his/her group and to facilitate the transitions related to change.

Common behaviours
  1. Understands the rationale associated with change and is able to communicate it adequately.
  2. Listens to people’s concerns and adapts his/her change management interventions to individuals’ various rates of acceptance in order to facilitate the transitions experienced by people.
  3. Leads his/her group in the implementation of change by providing them with the necessary tools and/or direction.
  4. Demonstrates patience with regard to delays associated with the implementation of change.
  5. Involves his/her employees in the implementation of change to encourage them to take ownership of those changes.
Behaviours specific to level 1, 2 and 3 managersBehaviours specific to level 4 managers
  1. Submits recommendations to his/her superiors in order to make the adjustments that are conducive to better change management, when applicable.
  1. Leads change and holds his/her managers accountable for the implementation of the changes.

 


Supporting Employees

To provide the interventions, tools and means that contribute to a healthy work climate and that are conducive to employee commitment.

Common behaviours
  1. Creates and maintains a work environment that is safe and supportive of employees’ well-being.
  2. Respects the confidential nature of employees’ personal information.
  3. Adopts behaviours that demonstrate his/her availability to the people who report to him/her.
  4. Provides employees with the tools and resources they need to do their work.
  5. Supports employees who are going through difficult situations or experiencing interpersonal conflicts by listening to them, accommodating their needs where feasible, and referring them to the proper resources, if necessary.
  6. Respects the importance of work-life balance needs by formulating realistic expectations towards their employees.
  7. Accepts individual differences and optimizes individual strengths.
  8. Recognizes employees’ efforts and initiative and celebrates their successes.
  9. Adapts his/her leadership style to each person’s need for direction.
  10. Applies fair and standard performance evaluation and decision-making criteria where employees are concerned.
Behaviours specific to level 3 and 4 managers
  1. Supports his/her managers and provides them with the autonomy that is required to fulfil their management responsibilities.
  2. Holds his/her managers responsible for the support they must provide for employees.

 


Developing Employees

To foster the development of employees’ competencies and to facilitate the attainment of their objectives.

Common behaviours
  1. Fosters regular interactions with his/her employees in order to adequately identify their needs, interests, preferences and abilities and how these evolve over time.
  2. Offers employees personal and professional development opportunities, based on their needs, interests, available resources and organizational objectives.
  3. Provides useful and constructive feedback that focuses on changes that need to be made as well as on the person’s development.
  4. Helps employees to come up with solutions designed to overcome their difficulties.
Behaviours specific to level 1 and 2 managersBehaviours specific to level 3 and 4 managers
  1. Shares his/her expertise in order to contribute to the development of employees’ skills.
  1. Provides his/her manager with feedback or advice to help them develop their management skills, according to their needs.

 


Professionalism

To demonstrate professional integrity and credibility, as well as a commitment to ongoing improvement.

Common behaviours
  1. Expresses oneself in a confident manner, by relying on expertise and knowledge to support one’s own views, arguments and decisions.
  2. Demonstrates discretion and judgment in his/her decisions concerning the sharing of privileged information.
  3. Keeps abreast of current knowledge and developments in his/her field of expertise, as well as in management practices, and sees to his/her own development on an ongoing basis.
  4. Seeks feedback and uses it to improve.
  5. Takes responsibility for his/her mistakes and learns from them.
  6. Demonstrates reliability by matching actions to words.
  7. Takes the necessary measures to manage stress and remain calm in all circumstances.
  8. Speaks respectfully about the organization.