CSC Competencies Modified

Competencies 1 Exemplifying Integrity

Levels

Sample Behaviors

Basic

Demonstrates trustworthiness by protecting sensitive or confidential information, following required procedures, and honoring one's commitment to others or to the Commission. Acts under a defined sense of right and wrong, but may allow situational factors to influence one’s judgment. Identifies and differentiates ethical and moral principles and values from unethical or dishonest behaviors. Takes responsibility for own actions. Discusses ethical implications of professional work and r ecognizes limits of own ethical knowledge. Acts as a good steward of all public resources ensuring their efficient and effective use and mai ntenance. Avoids spreading gossip, rumor, and false information. Takes on a fair share of the work and acknowledges others to whom credit is due. Demonstrates honesty consistently consistently in all situations or conditions. Takes independent action to correct situations that are in conflict with professional value. Challenges alibis and misconceptions behind unethical or dishonest behaviors. Spontaneously and reliably identifies complex ethical issues, analyzes them accurately and proactively addresses them (e.g. ethical dilemmas or right vs. right and hierarchy of values) Maintains confidentiality and protects the privacy of employees, customers, and the public. Shows moral courage by doing the right thing even when it is not popular or by expressing disagreement when actions or pending decisions would violate organizational and/or constitutional values, laws, and regulations. Confronts peers and or offices regarding ethical problems or issues and deals proactively with conflict when addressing professional behavior with others. Adheres to appreciation of moral and ethical behavior, acting out of a strong sense of obligation, and considering right and wrong in making decisions. Inspires others to act at the highest level of honesty and integrity. Inspires public appreciation for confidence and trust in the necessary work of government both through personal example and agency policies, procedures, products and services that deserve such appreci ation, confidence and trust. Demonstrates public service as a higher calling and an honorable profession, both through personal example as well as through the principles that visibly guide the organization one leads. Establishes procedures and policies that support an organizational moral direction - advocating the principles of integrity and honesty, setting clear and explicit standards of behavior, and ensuring aggressive and visible commitment in observing these. Provides accurate, current and understandable information to policy makers and citizens, exposing the implications of choice in an unbiased fashion. Explains basic CSC rules, policies and service standards, e.g. recruitment processes, examination administration, administrative discipline and other civil service matters. Provides correct, adequate and prompt information to customers as may be necessary. Refers to next-level next- level supervisor all concerns beyond the scope of one’s work. Acts as the customers’ point of contact and avoids “passing” customers around unnecessarily. Shows sense of urgency in attending to customer needs and requests by considering commitment to turn-around time. Decides on simple queries/concerns queries/ concerns within one’s jurisdiction Explains CSC’s structure and standards of service delivery and the turn -around time of delivery by the Unit to customers. Articulates service flow, service standards, and service pl edges that are expected from the Division. Provides courteous, correct, adequate and prompt information to customers as may be necessary.

2 3 4 5 6 7 8 9 10 11 12

Exemplifying Integrity Exemplifying Integrity Exemplifying Exemplifying Integrity Exemplifying Integrity Exemplifying Integrity Exemplifying Integrity Exemplifying Integrity Exemplifying Integrity Exemplifying Integrity Exemplifying Integrity Exemplifying Integrity

Basic Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Intermediate Advanced Advanced

13 14

Exemplifying Integrity Exemplifying Integrity

Advanced Advanced

15

Exemplifying Integrity

Advanced

16


Advanced

17 18

Exemplifying Integrity Exemplifying Integrity

Superior Superior

19


Superior

20


Superior

21


Superior

22

Delivering Service Excellence

Basic

23 24 25 26 27 28 29 30

Delivering Delivering Delivering Delivering Delivering Delivering Delivering Delivering

Basic Basic Basic Basic Basic Intermediate Intermediate Intermediate

Service Excellence Service Excellence Service Excellence Service Excellence Service Excellence Service Excellence Service Excellence Service Excellence

31


Intermediate

32 33

Delivering Service Excellence Delivering Service Excellence

Intermediate Advanced

34 35 36 37 38

Delivering Delivering Delivering Delivering Delivering

Advanced Advanced Advanced Advanced Advanced

39


Superior

40


Superior

41 42 43

Delivering Service Excellence Delivering Service Excellence Delivering Service Excellence

Superior Superior Superior

44

Solving Problems Decisions Solving Problems Decisions Solving Problems Decisions Solving Problems Decisions Solving Problems Decisions Solving Problems Decisions Solving Problems Decisions Solving Problems Decisions Solving Problems Decisions Solving Problems Decisions Solving Problems Decisions

and Making

Basic

and Making

Basic

and Making

Basic

and Making

Basic

and Making

Basic

and Making

Intermediate

and Making

Intermediate

and Making

Intermediate

and Making

Intermediate

and Making

Intermediate

and Making

Advanced

45 46 47 48 49 50 51 52 53 54

Service Excellence Service Excellence Service Excellence Service Excellence Service Excellence

Takes extra mile in providing excellent customer service by consistently exceeding expectations established in the service level agreement Initiates/recommends process improvements based on customers’ feedback. Anticipates and identifies what stakeholders need and value based on knowledge of the CSC Road Map, strategies and scorecard; customer satisfaction survey; latest industry practices and trends; and an in-depth understanding of the parameters and conditions. Provides advice and guidance to subordinates with regard to concerns elevated to their level. Anticipates stakeholders’ needs and responds i mmediately. Proactively comes up with solutions to manage stakeholders’ expectations. Initiates improvements in service delivery based on stakeholder feedback. Influence changes in system, practices or policies to attend to a customer’s unusual or outside -of-scope needs, cognizant that the requirement does not impact the bureaucracy or organization processes adversely. Consistently exceeds stakeholders’ needs and expectations by keeping abreast with local and global best practices in the indu stry and the condition/situation in the bureaucracy necessary to implement a successful change strategy. Directs the organizations towards the achievement of the service excellence platform in the entire bureaucracy based on the Road Map. Consults CSC officials for the institutionalization of a service culture. Establishes parameters of authority within the CSC and empowers CSC leaders to manage CSC’s culture of service excell ence. Offers additional services to customer as a result of analysis, appreciation and understanding of the customer’s goals, needs and direction. Identifies nature and various aspects of a problem and gathers and analyzes information relevant to the problem. Follows standards and procedures to solve simple problems or arrive at a decision relative to or wi thin one's job. Effectively distinguishes which problems or issues will require the help or intervention of the immediate superior or appropriate authority. Follows defined steps or procedures, or uses past experience to gather and analyze information before offering conclusions or making decisions. Sources for the requisite data or information that will support or confirm accuracy and/or correctness and validity of one’s decision. Investigates, gathers, and organizes information in order to understand the problem or the dilemma before making decision. Breaks down problems or dilemma into small components and examines them using analytical techniques before making decision. Distinguishes the musts and wants in a decision or choice dilemma and compares or matches these with available alternatives to produce an accurate decision. Demonstrates knowledge of the benefits and risks - both actual and potential - of a chosen decision by setting up or recommending plans to mitigate this or strengthen decision. Seeks guidance or support from others or appropriate channels in resolving difficult problems or decision dilemmas that are beyond one’s jurisdiction or capacity. Creates or offers alternatives or outright decision to a problem, cognizant of the trends, patterns and related factors in the choice and its effects to individuals or groups as well as existing policies or practices of the organization.

55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76

Solving Problems and Making Decisions Solving Problems and Making Decisions Solving Problems and Making Decisions Solving Problems and Making Decisions Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal

Advanced Advanced Superior Superior Basic Basic Basic Basic Intermediate Intermediate Intermediate Intermediate Intermediate Advanced Advanced Advanced Advanced Advanced Advanced Advanced Advanced Superior

Seeks information from other sources who are not directly involved or not routinely consulted for their perspective but may be useful to the study of the problem. Offers several alternatives to solve the problem, providing an analytical framework for weighing the pros and cons of proposed solutions. Identifies and analyzes patterns and trends to reveal new dimensions before presenting alternative solutions; and arrives at the best and appropriate solution to complex problems. Provides information that is not directly involved in the deviation but may be affected with the potential solutions identified to resolve the situation or arrive at a solution. Able to explain what needs to be done based on the instructions given to successfully complete assigned task. Complies and performs given instructions or seeks clarification/guidance to successfully complete assigned task. Focuses on assigned tasks, using available tools to keep track of status at regular intervals to ensure its completion. Knows the importance of self-direction or self-motivation in the job; and maintains active personal energy and interest in learning by responding positively to feedbacks and correcting or improving behavior based on the feedbacks. Able to communicate and explain the task and its implications to team or office welfare. Performs and completes given tasks, provides inputs on how the task will affect and influence team or office dynamics. Performs assigned tasks, using available tools or processes to keep track of status and ensure that task completion matches with team or office requirements. Demonstrates awareness for need to balance work, famil y and personal life. Accepts and participates in the activities or interventions recommended by one’s immediate superior, peers or appropriate authorities relevant to one’s development opportunities. Able to communicate and explain the task or plan and their implications to the various offices in the Commission including how each office's actions may affect its success. Performs and completes given tasks, providing inputs on how the task will affect and influence dynamics across offices or within the Commission. Establishes personal goals that drive career plans and day-to-day activities/tasks to reach goals. Accepts personal and professional development as life-long process Sees role and career path within the large context of the organization and industry. Promotes and instills strong values and work ethics within the organization. Identifies personal value system, beliefs and convictions and aligns career/work with them. Seeks for strategies or authorities who can help coach or provide guidance in i mproving one’s perf ormance, well being and learning opportunities. Able to communicate and explain the task or plan and their implications as well as ensure buy-in in the Commission or various

82 83 84 85

Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Demonstrating Personal Effectiveness Speaking Effectively Speaking Effectively Speaking Effectively Speaking Effectively

Basic Basic Basic Basic

86 87 88

Speaking Effectively Speaking Effectively Speaking Effectively

Intermediate Intermediate Intermediate

89

Speaking Effectively

Intermediate

90 91 92

Speaking Effectively Speaking Effectively Speaking Effectively

Advanced Advanced Advanced

93 94 95 96

Speaking Effectively Speaking Effectively Speaking Effectively Speaking Effectively

Advanced Advanced Advanced Advanced

97 98

Speaking Effectively Speaking Effectively

Superior Superior

99 100 101 102 103 104

Speaking Effectively Speaking Effectively Speaking Effectively Speaking Effectively Speaking Effectively Writing Effectively

Superior Superior Superior Superior Superior Basic

105

Writing Effectively

Basic

77 78 79 80 81

Superior Superior Superior Superior Superior

agencies, taking into account potential variations across agencies that may affect their success. Performs and completes given tasks, considering and addressing their potential impact, Commission-wide and across the bureaucracy. Acts as a role model for balanced work and personal life. Creates a culture that fosters high standards of values and work ethics. Instills mutual trust and confidence with/among groups and individuals. Asks for and uses feedback to improve performance. Seeks and acquires new work methods, ideas, and information that will improve efficiency and effectiveness on the job. Effectively listens to and understands instructions and can understand the information needs of others. Actively participates in discussions and is appropriately assertive in expressing own ideas. Knows where and how to get information in order to substantiate or prepare for one’s communication agenda. Aware of and can use basic communication tools or materials that can be used for giving and receiving information (i.e., coaching, conference room, handouts, audio visual equipment etc.). Clarifies as well as summarizes discussions, providing insights on underlying issues not readily obvious to the audience. Adjusts communication style according to the needs of the audience and/or situation. Takes into account others’ point of view, listening actively and asking questions to check for understanding of others’ inputs, acting appropriately to non-verbal cues. Disseminates information accurately, sharing information and using established methods or channels to keep appropriate parties informed. Understands common conventions of language and grammar appropriate to professional settings and audience. Chooses and uses the appropriate medium for the message and adapts spoken language to that medium. Presents and discusses suggestions and proposals in English to superiors for the improvement of processes and procedures proficiently. Anticipates possible questions or objections from the audience and prepares materials or means to address it. Disseminates Policy Guidelines and Resolutions to subordinates. Confidently explains CS Law, rules and programs to External Partners/Client. Devises improvements to communication systems, practices and style within and across teams/units/divisions in order to improve clarity and reception of messages. States technical concepts in an understandable manner and uses appropriate supporting materials. Advocates Strategy Map regularly and effectively; and operationalizes broad objectives into accessible and understandable language to help people identify their contribution in the organization. Promotes an open line and on-going communication to address issues and align efforts to organizational goals. Cascades strategy map of the Agency and builds support and buy-in. Presents to the Heads of Agency programs, projects and issues relative to their areas of responsibility for decision/resolution. Presents budget to Congress during Budget Hearings. Responds appropriately, accurately, and with confidence to challenging questions or comments. Knows and uses basic business writing principles and rules such as sentence construction, rules in grammar, word usage and spelling. Seeks, identifies, and is able to distinguish the appropriate template or r eference material that will be used as basis for writing

106 107 108 109 110

Writing Writing Writing Writing Writing

111

Writing Effectively

Advanced

112

Writing Effectively

Advanced

113

Writing Effectively

Advanced

114 115 116

Writing Effectively Writing Effectively Writing Effectively

Advanced Superior Superior

117 118

Writing Effectively Writing Effectively

Superior Superior

119

Championing and Innovation Championing and Innovation Championing and Innovation Championing and Innovation Championing and Innovation Championing and Innovation Championing and Innovation Championing and Innovation Championing and Innovation Championing and Innovation Championing and Innovation

Applying

Basic

Applying

Basic

Applying

Basic

Applying

Intermediate

Applying

Intermediate

Applying

Intermediate

Applying

Intermediate

Applying

Advanced

Applying

Advanced

Applying

Advanced

Applying

Superior

120 121 122 123 124 125 126 127 128 129

Effectively Effectively Effectively Effectively Effectively

Basic Intermediate Intermediate Intermediate Intermediate

correspondences. Writes simple pro-forma communications such as Acknowledgment, Transmittal Letters, and Forms. Knows and uses appropriate vocabulary, formats, and sentence formation to achieve cohesion in the composition of sentences. Understands the advantages and limitations of email and designs written work to capitalize on the advantages. Solicits feedback from superiors or experts on the appropriateness of the written material for a given audience. Replies to Queries and prepares Memoranda, Presentations, Position Papers, Talking Points and Reports using templates, references and research tools. Gathers relevant and appropriate materials for content; uses simple words and sentence construction; and presents logical sequence of ideas in written communications. Recognizes the legal and regulatory requirements in written communications, and tailors written work for the intended purpose and readers. Drafts Resolutions, Pleadings, Training Designs, Terminal Reports, and Speeches in compliance with agreed or prescribed communication standards. Utilizes variety of visual elements such as graphs, charts, and ill ustrations to enhance understanding of the written content. Understands and uses current trends in business writing styles and wri tten marketing collaterals. Identifies or benchmarks examples of effective written communication that can be used by the organization; and applies these best practices in developing communication standards for the organization. Undertakes in-depth research to develop policy guidelines and communication plan for written work and related protocols. Keeps people informed about the changes and developments in organizational goals, strategies and performance through written documentation Recognizes and articulates the processes, methods, and services which need improvement and identifies the gaps and possible improve points of such. Demonstrates willingness in adapting to new approaches or technologies applicable to work practices/systems and can articulate or defend the value of embracing these improvements. Acknowledges and acts on suggestions/recommendations from others to simplify work processes or procedures compliant to organization standards and policies. Seeks information from other fields and/or areas to discover new approaches or alternatives applicable to current work or organizational setup. Seeks clarity on processes, methods, or work in order to discover possible modifications and/or improvement areas in the existing systems and processes. Challenges current or conventional practices, systems, or processes while considering trends, patterns, and the needs of the times. Makes practical improvements in one's job based on common sense, simple analysis, best practices or ideas. Builds on others' ideas to come up with original and new alternatives to put in place solutions that are beyond standard approaches to work/service delivery. Identifies accurately when and where changes may be applied based on trends and patterns. Develops creative approaches or unique solutions to improve practices, systems, or services including the reduction and management of risks. Influences or inspires others to welcome and propose changes that improve organizational systems and processes.

130

Superior

131 132 133 134

Championing and Applying Innovation Planning and Delivering Planning and Delivering Planning and Delivering Planning and Delivering

135

Planning and Delivering

Intermediate

136


Intermediate

137


Intermediate

138


Intermediate

139


Intermediate

140


Intermediate

141


Advanced

142


Advanced

143


Advanced

144 145

Planning and Delivering Planning and Delivering

Advanced Superior

146


Superior

147


Superior

148


Superior

149


Superior

150 151

Planning and Delivering Managing Information

Superior Basic

152

Managing Information

Basic

153


Basic

Basic Basic Basic Basic

Supports and encourages innovations and creative thinking by championing the testing of new approaches Plans for personal and/or team activities or tasks based on offi ce/division goals and strategies. Effectively prioritizes and schedules one’s own or division/office targets based on strategies to achieve the goals of the te am. Effectively implements plans with minor unexpected obstacles or is able to control and correct deviations in plans immediately. Uses simple tools or methods to outline project tasks, and identifies responsible staff, schedule, resources, and time frame based on project plan. Identifies and negotiates directions with stakeholders with the intent of prioritizing, sequencing and scheduling goals based on communicated strategies of the organization. Effectively crafts or creates goals, strategies (measures) and targets and the tasks/activities in order to accomplish them, identifying the resources needed and ways to monitor or control progress of plans. Creates or enhances tools and improves work planning and delivery methods and processes to ensure effective and efficient execution of strategies to achieve goals. Efficiently executes and completes projects within stated and agreed criteria such as people, time, and budget resources involved. Anticipates potential challenges and takes active role in controlling and optimizing resources and processes to come up with preventive measures and ensure success. Coordinates with individuals or groups or seeks out partnerships to ensure that the implementation of various tasks/activities of a plan succeeds. Demonstrates ability to distribute and/or assign work to individuals based on their role or capability, effectively prioritizing and scheduling their work to achieve goals. Reviews and analyzes project proposals and/or plans of different units, ensuring their alignment to CSC mission and vision and mitigating risks or conflicts in resources, schedules and implementation. Develops or customizes project management approaches, methods, and techniques in project implementation in order to adhere to stakeholders requirements. Creates a structure for communicating and keeping abreast of projects to ensure that stakeholders are informed. Charts and sells key priorities and goals to stakeholders with the intent of prioritizing and scheduling plan of actions based on communicated strategies. Creates strategic alliances to ensure that plans are aligned and relevant to the interests of other groups and their respective organization strategies leading to attainment of goals Distinguishes between tactical and operational goals and strategies, redirecting or balancing resources so that the bigger or more relevant plans take priority in execution while not necessarily forsaking other plans. Formulates policies, objectives, and structures, securing partners, resources and talent for the effective and efficient implementation of projects within CSC. Validates appropriateness of projects within the commission, seeking their alignment to each other and to the overall strategic imperative of CSC. Acts as project consultant by providing technical advice on project implementation. Understands and complies with the set standards, policies and guidelines on the information management processes of the organization. Describes and distinguishes data or information that is relevant to the job and the value this brings to one’s functional role, group or the organization. Uses information channels and sources relevant to the job in order to identify data and transactions that need to be captured or recorded.

154


Basic

155 156

Managing Information Managing Information

Intermediate Intermediate

157


Intermediate

158


Intermediate

159


Advanced

160


Advanced

161


Advanced

162 163


Advanced Superior

164


Superior

165 166


Superior Superior

167

Managing Performance

Basic

168


Basic

169


Basic

170


Basic

171


Intermediate

172


Intermediate

173


Intermediate

174


Advanced

175


Advanced

176


Advanced

Uses available tools such as notebooks or computers to document, manage, retrieve and/or distribute data or information to appropriate individuals, groups or parties. Knows and can articulate the importance of having accurate, readily available, timely and relevant i nformation. Compares, recognizes and corrects discrepancies with multiple sets of data to balance records and facts, assessing the accuracy, validity, and integrity of the information. Evaluates information in a manner free of distortions, personal bias or conflicts of interests using effective information management processes, tools and standards. Provides information on a timely basis and in a usable form to others who need to act on it, ensuring the availability and accessibility of organizational information resources. Identifies and implements improvements to information management processes and techniques as gathered from analysis and observation of information. Facilitates the acquisition, design, or development of information management tools as a result of dialogue and analysis of information needs or gaps of an individual, group or the organization. Ensures that resources are available and effectively deployed to maintain and/or sustain service delivery and to address information needs of an individual, group or the organization. Keeps abreast of trends in information management programs and services. Fosters the development of appropriate information assets and discipline in spite of absence or lack of tools or technology to effectively manage information. Identifies, develops, and articulates information management strategies and ensures that these are embedded within key organizational processes. Ensures information management activities are coordinated across the organization. Drives value and constantly reviews the impact of information management strategies and policies into the organization and the public sector, in general. Clarifies expectations with individuals or among group members about what will be done and how, and prepares the agreed work plan or commitment with the individual or group. Effectively uses available tools to check and monitor the progress of staff or team members on goals and work, and to identify opportunities to improve performance. Identifies steps individuals or team needs to make in order to improve performance, supporting them when they seek help and providing the resources needed for the effective delivery of results. Enlists the help and support of immediate supervisor in obtaining information, resources, and training needed to accomplish or correct the work of staff or group. Enhances tools and/or improves work monitoring and controlling methods and processes to get more accurate and relevant data that will help improve performance. Creates new tools or methods for monitoring the status of projects by introducing new ways of tracking, reporting and analysis to help direct and improve performance. Brokers and/or plans for people, material or technology resources needed to support the improvement of individual, team or project performance. Provides clear directions about performance expectations within offices by establishing clear linkages with the strategic direction of the Commission. Assesses the capability and readiness of the office and its individual members in supporting or fulfilling its goal relative to the strategic direction of the Commission. Implements or seeks recommendations on how to augment skill, structural or system gaps of the office in view of its contribution to the strategic direction of the Commission.

177 178 179

Managing Performance Managing Performance Managing Performance

Advanced Advanced Superior

180


Superior

181 182

Building Commitment Building Commitment

Basic Basic

183

Building Commitment

Intermediate

184

Building Commitment

Intermediate

185

Building Commitment

Intermediate

186

Building Commitment

Advanced

187

Building Commitment

Advanced

188 Building Commitment 189 Building Commitment 190 Building Commitment 191 Building Commitment 192 Developing People 193 Developing People 194 Developing People

Superior Superior Superior Superior Basic Basic Basic

195

Developing People

Basic

196

Developing People

Intermediate

197

Developing People

Intermediate

198

Developing People

Intermediate

199

Developing People

Advanced

200

Developing People

Advanced

201 202 203

Developing People Developing People Developing People

Advanced Advanced Superior

Spots the potential changes, updates or enhancement to the current performance management policies and guidelines Actively engages in a discussion with the concerned individuals or groups to effect recommendations. Assesses and delivers the long-term people, material, technology and information requirements of the organization in order to sustain, improve and elevate its level of performance. Demonstrates an awareness of the cause-and-effect or interrelationship of individuals or groups in the delivery of strategy and is able to effectively intervene in their respective processes, methods and resources to improve their performance. Capitalizes on shared or common ideals or attributes of the team to get them moving to a common direction. Helps team members see the relationship of their interests to each other and to the proposed direction or action and guides them towards achieving this or working for it. Capitalizes on differences in ideals and attributes of members in the team, using this to encourage sharing of knowledge, skills and expertise and bring about synergies. Creates a culture where teamwork is nurtured, using innovative ways to create conditions for shared or collaborative contribution across levels and functions. Sets up mechanisms to identify possible future challenges to effective teamwork and proactively removing those obstacles when they arise. Creates opportunities for interdependence within functional units in the organization when achieving goals, maintaining balance between functional requirements, organizational interests and personal agenda. Effectively communicates a compelling vision of the future and operationalizes these into actionable strategies to which everyone can relate. Uses innovative ways to create conditions for shared working across levels and functions. Sets up mechanisms in place to identify possible future challenges to effective team and proactively removing those obstacles. Encourages sharing of experience, knowledge, best practices, facilitate synergies across functions. Builds teams that capitalize on varied but complementing expertise and encourages them to share expertise and bring synergies. Determines the skill, knowledge or attitude gaps of individuals or groups based on simple observation and analysis. Identifies or recommends available interventions such as training programs or knowledge or reference aids to address such gaps. Creates a safe environment where individuals and team members can openly share concerns about skills and its relationship to their performance. Identifies the career and personal aspirations of individuals and supports this by providing or directing them to appropriate channels or opportunities that will guide them to achieve such. Dialogues with individuals or groups to understand, identify, and/or present the actual knowledge, skill or attitude challenges and builds team motivation to address such. Knows when and how to adjust or change interventions applied based on the personality and gravity of knowledge, skill or attitude gap of individuals or groups. Creates own tools or partners with the appropriate group for guidance and/or creation of interventions designed to improve or enhance the knowledge, skill or attitude of individuals or groups. Leads in the development of policies, processes and/or mechanisms for identifying talent, managing and developing them and preparing them for new or future assignments or responsibilities. Uses creative ways of developing and inspiring talents such as Job Enrichment and Job Enlargement in order for them to become more effective in their jobs or capable of taking on bigger and more significant challenges and roles. Empowers talents to come up with their own solutions to performance or competency problems. Provides talents with opportunities to exercise, share and apply newly learned skills. Leverages on investments made relative to training and development or involves self actively in investing on technologies in

204

Developing People

Superior

205

Partnering and Networking

Basic

206


Basic

207


Basic

208 209

Partnering and Networking Partnering and Networking

Basic Intermediate

210


Intermediate

211 212

Partnering and Networking Partnering and Networking


213


Intermediate

214 215 216 217

Partnering Partnering Partnering Partnering

Networking Networking Networking Networking

Advanced Advanced Advanced Advanced

218 219 220 221 222 223 224 225 226

Partnering and Networking Partnering and Networking Partnering and Networking Partnering and Networking Partnering and Networking Partnering and Networking Partnering and Networking Partnering and Networking Thinking Strategically

Advanced Superior Superior Superior Superior Superior Superior Superior Basic

and and and and

227 Thinking Strategically 228 Thinking Strategically 229 Thinking Strategically 230 Thinking Strategically

Basic Basic Basic Intermediate

231 232 233

Intermediate Intermediate Intermediate

Thinking Strategically Thinking Strategically Thinking Strategically

order to further talent development and thereby achieve Ensures talent accountability among constituents and supports them with tools or technologies that they can use or adopt for developing talent Understands and can articulate the nature of businesses, systems, vision, mission and core values of partners or networks to facilitate collaboration. Shows and encourages mutual respect in one’s dealings with partners/networks, providing assistance (e.g. sharing of informati on or resources) to maintain good working relationships with people whose cooperation and support are important. Maintains contacts with people in different organizations who can be useful sources of information or resources and capitalizes on these to deliver or enhance work outcomes. Monitors and acts on partnership arrangements to ensure that the objectives of the partnership remain on target. Identifies opportunities for collaboration by building productive and supportive relationships with partners/network to maintain existing relationships and establish new ones. Listens to the contributions of partners, regardless of differences in opinions and recognizes areas of common interest to plan and carry out joint initiatives. Establishes trust by participating fully on joint initiatives and assuming responsibility on commitments. Facilitates dialogue regarding common concerns and opinions; makes decisions through consensus; and proposes potential actions. Sets up regular meetings in order to gather and respond to feedback on what is working, what needs are unmet, and how to resolve specific problems. Recognizes ways to reinforce and expand successful partnerships. Practices win-win approach in resolving di fferences or conflicts. Resolves conflict by anticipating concerns, constraints, or resistance from partners/network. Stays alert and informed of political, cultural and religious issues in order to anticipate and respond appropriately to potential problems affecting the partnership. Forges agreements/understandings (MOA/MOU) with private and public sector partners to achieve common goals. Identifies, develops and leverages relationships with a diverse group of people across sectors, culture and race. Accepts and conforms with international protocol, etiquette and procedures. Seeks opportunities for collaboration with foreign partners by participating i n international conventions/conferences/ gatherings. Engages international subject matter experts in the enhancement and conduct of l earning and development programs. Offers assistance to international partners in the development of HR policies and programs. Ensures, promotes, and participates in joint problem-solving endeavors with international partners. Supports international organizations with different points of views to work together in meeting mutual goals. Is aware and articulates to others the CSC’s vision, mission, values, objectives and purposes as indicated in the CSC Strateg y Map/Road Map/Scorecard. Responds positively to the call or challenges in the CSC goals. Sets/prepares Individual Performance Commitment Review (IPCR) in the achievement of agreed targets and measures. Accepts and acknowledges deliverables in the IPCR. Explains and communicates the alignment of the roles and performance commitment of the Division or Unit to Office targets based on CSC’s vision, mission, and values, as indicated in the CSC Strategy Map/ Road Map/Scorecard. Reviews and reflects outcomes of decisions as basis for plans. Motivates Division members and recognizes their inputs and contributions in the achievement of targets. Links/Aligns IPCR with the Office Performance Commitment Review (OPCR) based on the CSC Strategy Map/Road

234

Thinking Strategically

Advanced

235 236 237 238 239

Thinking Strategically Thinking Strategically Thinking Strategically Thinking Strategically Thinking Strategically

Advanced Advanced Advanced Advanced Advanced

240 241

Thinking Strategically Thinking Strategically

Advanced Advanced

242 243 244

Thinking Strategically Thinking Strategically Thinking Strategically

Advanced Advanced Advanced

245 246


Superior Superior

247 248


Superior Superior

249


Superior

250


Superior

251


Superior

252


Superior

253


Superior

254


Superior

255 Thinking Strategically 256 Thinking Strategically 257 Leading Change

Superior Superior Basic

258 259


Leading Change Leading Change

Map/Scorecard. Explains and communicates the alignment of the Office targets and strategies with the CSC short- and long-term goals and objectives based on the CSC Strategy Map/Road Map/Scorecard. Motivates personnel to work together to accomplish common goals within the Office and/or reward outstanding contributors. Links/Aligns OPCR with the CSC Strategy Map/Road Map/Scorecard. Calculates and manages risks in the implementation of Office Scorecard based on emerging and future trends. Champions and consistently communicates Office plans and programs within CSC and/or the entire civil service. Keeps line of sight between future directions and day-to-day transactional work to ensure that the office is able to balance work for now and requirements for future policies and programs that needs to be undertaken to support the long-term vision of CSC. Recommends and implements policies, programs and resources that are needed to remove barriers to performance in the office. Continuously updates the performance dashboard of the office at real-time to have a source for key decisions affecting the office. Applies the principles of “Plan-Do-Review” in the office to ensure achievement of the office’s plans and goals. Reviews, recommends and implements approved plans to align culture and structure. Through non-directive coaching, plans with staff their learning and development needs to ensure that they are equipped with the right knowledge and skills to execute individual/office goals linked to the CSC goals. Directs and communicates the CSC Strategy Map/Road Map/Scorecard to the entire CSC organization. Influences the stakeholders and partner agencies in the pursuit of becoming Asia's leading center of excellence for strategic Human Resource and Organizational Development (HROD). Directs CSC towards achieving short and long-term goals to form the overall Strategy Map/Scorecard. Calculates and manages risks in the implementation of CSC Strategy Map/Road Map/Scorecard based on political, economic, social, tech-nological, environmental and legal changes and uses these knowledge to update, revise and come up with policies or programs to achieve CSC goals. Champions and consistently communicates the rationale of CSC directions over-all plans and programs within CSC, as well as the entire civil service. Understands implications of strategic actions, seeing the complete end-to-end system of value creation and ones role within it and implementing this in a top-down governance capacity. Does not give up the long-term vision under the present-day pressure; takes a long-term perspective on problems and opportunities facing CSC and the entire civil service. Removes barriers to performance by providing the required policies, systems, processes, programs and resources for the implementation and achievement of CSC goals. Influences the setting up of a performance dashboard and uses this as a real-time basis for tracking performance and making key decisions to improve the organization’s performance. Institutes the principles of “Plan -Do-Review” organization-wide to ensure that all plans are executed and reviewed to measure its accomplishment and impact to CSC and the entire civil service. Champions the alignment of CSC’s strategy with i ts culture and structure to ensure smooth poli cy and program execution. Links learning and development, people management, and the leadership brand strategies to CSC Goals/Strategy/Roadmap. Displays a positive understanding of the change and participates in its implementation by adhering to the applicable and communicated processes, policies, or assigned work. Understands and applies change management concepts in preparing work plans and activities for the unit. Displays support for change by identifying and sharing own viewpoint on its benefits and potential but manageable risks and/or consequences.

260

Leading Change

Intermediate

261

Leading Change

Intermediate

262 263



264 265


Intermediate Advanced

266

Leading Change

Advanced

267 268


Advanced Advanced

269

Leading Change

Advanced

270

Leading Change

Advanced

271

Leading Change

Advanced

272 273


Advanced Advanced

274

Leading Change

Advanced

275

Leading Change

Advanced

276

Leading Change

Superior

277 278 279 280 281 282 283

Leading Leading Leading Leading Leading Leading Leading

Change Change Change Change Change Change Change

Superior Superior Superior Superior Superior Superior Superior

284

Leading Change

Superior

285

Leading Change

Superior

Assists in the change management process - collecting information useful to manage the change, assessing people’s reception and recommending alternatives to make the change i mplementation more appropriate and acceptable. Proactively works to facilitate change within one’s functional area, removing barriers and providing support in providing clarity in the change agenda and its benefits to one’s work. Identifies and enlists the support of key individuals in the unit to move the change forward. Serves as a personal model of the change that one expects of others by demonstrating commitment to innovation and continuous improvement in work performance within the Division. Solicits division members’ feedback about how the change effort is progressing and how they are doing i n the process. Updates one’s self with relevant poli cies and issues that impact on the change management plan of the Office and makes adjustments accordingly. Communicates the CSC change initiatives within one’s Department and motivates staff by projecting personal enthusiasm and confidence that the change effort will succeed and encourages staff to perform their role effectively and efficiently as part of a team when their services are tapped. Obtains and provides resources to implement change initiatives and works to make others feel ownership of the change. Demonstrates insight on possible changes across functions as a result of analytical thinking of current policies, practices and/or processes that need improvement or are missing and need to be created. Creates enthusiasm for change, stimulating people or groups and encouraging them to look at the benefits, opportunities and possibilities that can be realized in light of the change. Sets up systems, processes and policies for sustaining change, developing change agents and motivating people to accept and implement similar practices. Defines the involvement of the office in the change intervention conducted by an external learning service provider (LSP) sponsored by a foreign or local grant or aide. Gains the commitment of staff and ensures that own re-entry action plan (REAP) and those of the staff are implemented. Monitors self-compliance and those of the staff to the REAP and provides feedback to sponsor of the grant or aide as to how far these are implemented at CSC. Comes up with sustainable action plan (SAP) for implementation at CSC and executes the recommendations coming from the result of the change initiative. Develops and implements approved communication plan for successful information giving to all stakeholders before, during, and after the completion of the change initiative. Keeps abreast of relevant legislation, government policies and emerging issues, and ensures that the CSC is positioned to meet current and emerging business/ government goals and demands. Paints an exciting vision of the future and influences and empowers CSC leaders to implement the change agenda. Communicates clearly the rationale of the change agenda. Establishes context and communicates clearly the rationale of the change agenda. Aligns programs and projects to ensure that they are in congruence with the overall change management plan. Develops strategies to deal with resistance to change. Provides resources to enable the change process to happen. Gains the commitment of all key stakeholders (directors, division chiefs, and the ranks) early in the change process till the implementation of its results. Exhibits positive commitment and buy-in for people to see that the internal and externally-driven change initiatives have the full support of the Commission. Champions an organization-wide change program from inception to roll out for implementation.

286

Leading Change

Superior

287

Leading Change

Superior

288 289 290 291 292 293 294

Coaching for Coaching for Coaching for Coaching for Coaching for Coaching for Coaching for

Results Results Results Results Results Results Results

Basic Basic Basic Basic Basic Intermediate Intermediate

295

Coaching for Results

Intermediate

296 297 298

Coaching for Results Coaching for Results Coaching for Results

Intermediate Intermediate Advanced

299 300 301 302 303 304 305 306

Coaching for Coaching for Coaching for Coaching for Coaching for Coaching for Coaching for Coaching for

Advanced Advanced Advanced Advanced Advanced Advanced Advanced Superior

307


Superior

308


Superior

309 310 311

Coaching for Results Coaching for Results Coaching for Results

Superior Superior Superior

Results Results Results Results Results Results Results Results

Evaluates the effectiveness, efficiency and impact of the change initiative or program and ensures that this is properly implemented and sustained organization-wide. Comes up with rewards and recognition program that will speed up the embedding of the output of the change initiative across the organization and in ensuring that this forms part of CSC’s way of li fe. Has basic understanding of performance coaching applying the Goals, Reality, Options, and Wrap Up (GROW) framework. Knows the difference between directive and non-directive coaching and when it is best to use this in a coaching situation. Understands the 10 components of the “Thinking Environment” principles. Can differentiate between coaching, counseling and mentoring. Knows and applies knowledge of different types of questions utilized in coaching. Adheres to the concept of “coaching i s coachee-driven” when conducting coaching sessions to staff in a division. Encourages coachee to be aware, to take responsibility and independently think for both his/her destination and the journey to reach his/her performance goal for the division. Asks powerful questions that begins with what, when, who, how much and how many to make coachee understand the root cause of long-standing issues or a situation that falls short of his/her superior’s expectation. Exhibits belief that the coachee is the expert in finding a solution to his/her needs, issues and concerns related to work. Uses questions to help people identify goals, reality, options, and what they will do. Listens with palpable respect and without interruption. The quality of attention given to coachee is helping coachee to generate new thoughts and ideas. Treats each coachee as thinking peers, an equal with due respect to the capacity to think independently. Offers a genuine acknowledgement of a person’s qualities, and practicing a 5:1 ratio of appreciation to criticism. Encourages coachee to go to the cutting edge of ideas and not competing with the coa chee for such ideas. Practices empathetic listening to allow coachee to release emotional tension to restore thinking. Supplies the facts to coachee that will enable them to think well. Uses questions to enable people to think more effectively and creatively. Motivates people to take positive actions towards achieving their goals and improving their performance. Welcomes divergent thinking especially in group coaching, and valuing reward different thinking of different stakeholders in several regions or offices. Makes him or herself available as a resource to his or her direct reports to provide information. Helps remove obstacles to their effectiveness and acts as a sounding board to generate new ideas for Commission or region-wide appli cation. Institutes a very thorough program of maintenance and reinforcement for CSC’s leadership brand from day 1 to support CSC’s cadre of leaders to perform their function of l eading, managing and developing their people to achieve corporate objectives. Aligns his/her management style and behavior to the leadership brand of Coaching for Excellence and Integrity. Provides the resources needed for leaders of CSC to embed and live the l eadership brand. Role models CSC’s leadership brand in all dealings/interactions internally and to the public. Uses questions to help people to identify limiting assumptions and replace them with liberating assumptions that enable them to achieve their goals.

CSC Competencies Modified

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