CC File2

COMPETENCY DEVELOPMENT DICTIONARY
(WITH KEY PERFORMANCE DESCRIPTERS FOR RESPECTIVE JOB LEVELS)

Performance Descriptors
SAMPLE!! (1) Creativity & Innovation
Grade 2 Grade 3 Grade 4 Grade 5
Grade 1
GM/AGM Senior Manager Manager Asst /Assoc Manager
Sub – Executive Director
Main Theme Competency PATHFINDING CREATIVE KEY DIVERSE BLUE OCEAN IMPLEMENTATIVE RESOLUTION IN
competency IMPLEMENTATION OF
TO INNOVATIVE (PCKI) THEORITICAL (DBOT) STRUCTURE CREATIVITY
STRUCTURE KEY AND IDEAS (ISK)
CREATION (ISC) INNOVATIVE (RCI)
Leadership Core LEADING CHANGE Creativity & To enable new purpose and To identify new Learning to organize To be aware of The ability to
Competency (Skills to discover Innovation creativity into the internal implementation of way or multi diversified way in potential new ways understand and
New Island) Develops new society to develop a new method to be used for achieving successful in improving way recognize work
The ability to bring insights into approach. adaptability and solving distribution to for thinking of performance, to
about strategic situations; • Devises new methods, problems and to identify completed task. solution, to co-exist propose ideas and
change, both within questions procedures, and approaches threats. • Creates a system to without racial and sharing.
and outside the conventional having organization-wide • Creates new methods for redistribute work to perform with a • Recognizes creativity
organization, to approaches; impact. planning, designing, and across departments team effort. in work unit
meet organizational encourages new • Develops new carrying out program during unexpected • Creates a new • Considers innovative
goals. The ability to ideas and performance objectives. situations. quality control ideas generated by
establish an innovations; management system • Organizes and leads • Solicits feedback system to others.
organizational vision designs and aligned with organization cross-department work from team monitor unit • To create
and to implement it implements new vision to measure staff group in developing members in the processes. fundamental key
in a continuously or cutting edge performance. creative solutions to creation of • Uses cutting-edge structure in idea
changing programs/process • Develops, introduces, address problems. organization ideas to develop development.
environment. es. defends, and gains support • Creates new units to initiatives and business unit • Using realistic
for a new approach streamline functions based services. services. approach in creative
impacting the budget on work flow analysis. • Displays creativity • Works with thinking an
process organization-wide • To continuous contribution by deviating from coworkers to designing.
• The transformational of amazing idea creation to traditional methods coordinate a • Using realistic and
leadership generates create continuous in developing new project using a Emotional
creativity thinking to performance cycle. procedures. creative justification for
Identify, discuss, re- • Creativity stage development • Reevaluates current process. curiosity thinking
emphasize, magnify and implementation will procedures and • Identifying key
problem solving and direct create new opportunities suggests potential
the approach to creativity and generate new route. improvements to points in
thinking and performance. ensure an effective, creative and
streamlined process. innovative by
learning and
development
through brain
mapping.
(1) Creativity & Innovation
Grade 1 Grade 2 Grade 3 Grade 4 Grade 5
Sub – Executive Director GM/AGM Senior Manager Manager Asst /Assoc Manager
Main Theme Competency IMPLEMENTATION OF PATHFINDING CREATIVE KEY TO DIVERSE BLUE OCEAN IMPLEMENTATIVE RESOLUTION IN
competency STRUCTURE KEY AND IDEAS INNOVATIVE (PCKI) THEORITICAL (DBOT) STRUCTURE CREATION CREATIVITY INNOVATIVE
(ISK) (ISC) (RCI)
Leadership Core LEADING CHANGE Creativity & To enable new purpose and To identify new Learning to organize To be aware of The ability to
Competency (Skills to discover Innovation creativity into the internal implementation of way or multi diversified way in potential new ways understand and
New Island) Develops new society to develop a new method to be used for achieving successful in improving way recognize work
The ability to bring insights into approach. adaptability and solving distribution to for thinking of performance, to
about strategic situations; • Devises new methods, problems and to identify completed task. solution, to co-exist propose ideas and
change, both within questions procedures, and approaches threats. • Creates a system to without racial and sharing.
and outside the conventional having organization-wide • Creates new methods for redistribute work to perform with a • Recognizes creativity
organization, to approaches; impact. planning, designing, and across departments team effort. in work unit
meet organizational encourages new • Develops new carrying out program during unexpected • Creates a new • Considers innovative
goals. The ability to ideas and performance objectives. situations. quality control ideas generated by
establish an innovations; management system • Organizes and leads • Solicits feedback system to others.
organizational vision designs and aligned with organization cross-department work from team monitor unit • To create
and to implement it implements new vision to measure staff group in developing members in the processes. fundamental key
in a continuously or cutting edge performance. creative solutions to creation of • Uses cutting-edge structure in idea
changing programs/process • Develops, introduces, address problems. organization ideas to develop development.
environment. es. defends, and gains support • Creates new units to initiatives and business unit • Using realistic
for a new approach streamline functions based services. services. approach in creative
impacting the budget on work flow analysis. • Displays creativity • Works with thinking an
process organization-wide • To continuous contribution by deviating from coworkers to designing.
• The transformational of amazing idea creation to traditional methods coordinate a • Using realistic and
leadership generates create continuous in developing new project using a Emotional
creativity thinking to performance cycle. procedures. creative justification for
Identify, discuss, re- • Creativity stage development • Reevaluates current process. curiosity thinking
emphasize, magnify and implementation will procedures and • Identifying key
problem solving and direct create new opportunities suggests potential
the approach to creativity and generate new route. improvements to points in
thinking and performance. ensure an effective, creative and
streamlined process. innovative by
learning and
development
through brain
mapping.
(2) Strategic Thinking
Main Theme Competency competency
IMPLEMENTATION OF PATHFINDING CREATIVE KEY TO DIVERSE BLUE OCEAN IMPLEMENTATIVE RESOLUTION IN
STRUCTURE KEY AND IDEAS INNOVATIVE (PCKI) THEORITICAL (DBOT) STRUCTURE CREATION CREATIVITY INNOVATIVE
(ISK) (ISC) (RCI)
Leadership Core LEADING CHANGE Strategic Thinking To overcome complication and In becoming a great To overcome limitation Developing This developed
Competency (Skills to discover Formulates predicting scenarios, leader desires solution by developing and skills that leadership drive that
New Island) objectives and developing enables new and sacrifice that triggers adapting new skills to anticipate mirrors behavior and
The ability to bring priorities, and fascinating ideas. encouragement. increase performance. movement and attitudes.
about strategic implements plans • Anticipates a demographic • Leads and directs a • Conducts review of decision • Develops project
change, both within consistent with the change in society and strategic planning team the organization’s core making, this teams and staffing
and outside the establishes a vision to effect to address and outline mission and gathers enhances plans based on
organization, to meet long-term interests change through formulation the future direction of information from security and consideration of
organizational goals. of the organization and implementation of an organization. relevant sources to careers. strategic
The ability to in a global objectives and priorities. • Establishes strategic support development • Considers objectives.
establish an environment. • To designs an approach and performance measures to of a strategic plan. customer • Ensures
organizational vision Capitalizes on procedures to develop a allow the organization to • Develops and needs and team
and to implement it opportunities and strategic plan supporting continually assess and implements trends in the objectives
in a continuously manages risks. key organizational goals adjust program direction. organization wide development are
changing and objectives. • To create Key Points by determining of strategic consistent
environment. • To revolutionise thinking performance that create target audience, plans. with
approach using and speed path and delivery building coalitions • Implements strategic
emphasize on post-mortem consistency. with the strategic plan.
in Risk Mitigation • To learn and Identify appropriate objectives and • Create a new
approach. (SWOT) & (BCG) Analysis population, and develops metrics approached
• To analyze risk mitigation to strengthen strategies. developing a to assess known as
and to identify risk involved budget. attainment of Transition
that can narrow the risk to • To generating organization approach for
create strength and (PESTEL) analysis goals. developing
opportunities. and identifying key • Creating diverse new leaders.
components to route in • To create
create multiple developing Core
strategies. leaders and development
identify how to for improved
justify each brick performance
wall.. of key
• Formulating feature areas
implementation and solutions
and growth to for a
identify risk, this particular
creates problem.
momentum of
responsibility
and decision
approach.
(3) Analytical Thinking
Main Theme Competency IMPLEMENTATION OF PATHFINDING CREATIVE KEY TO IMPLEMENTATIVE RESOLUTION IN
competency STRUCTURE KEY AND IDEAS INNOVATIVE (PCKI) DIVERSE BLUE OCEAN STRUCTURE CREATION CREATIVITY INNOVATIVE
(ISK) THEORITICAL (DBOT) (ISC) (RCI)
Leadership Core MANAGING Analytical Identifying problems that Knowing the problem The ability to The ability to The ability to
Competency DIVERSITY Thinking needs the solution and and the ability to contribute solution recognized a problem notice and re-
Providing employees Thinks through recovery. consider evaluating. based on that’s needs evaluate
with varied issues by • Is sought out by others • Develops conceptual understanding. immediate solution. potential
backgrounds, needs, separating out the for advice and solutions frameworks that • Independently • Identifies critical problems and
and skill sets with the parts of the on how to best guide analysis. engages in tasks connections and understanding
opportunity to problem or interpret and use • Draws sound requiring patterns in the differences.
engage with the situation and information. conclusions based interpretation of information/data. • Distinguishes
company and their thinking things • Discerns the level of upon a mixture of complex and often • Soundly analyses between
co-workers in a through pressure or influence to analysis and vague sets of verbal and critical and
manner that systematically. apply in each aspect of experience. information. numerical data. irrelevant
produces an optimal Brings in a range the analysis in relation • Managing the • Identifies gaps in • Recognizes causes pieces of
work environment of considerations to the broader context. desired linking pins information and and consequences information.
and the best possible and traces the • To understand the for each mapping makes assumptions of actions and • Gathers
business results for implications of a characteristic of ideas that enables in order to continue events that are information
the company. situation step-by- problem solving, risk structures analysis and/or take not readily from a variety
step, identifying resolution, and cultivate development and action. apparent. of sources to
options, thinking phenomenal ideas to solutions • Seeks a wide range • Anticipates and reach a
through possible strategize thinking implementations. of sources of thinks ahead conclusion.
consequences, development and information. about next steps. • To develop a
setting priorities, increase knowledge of • Understanding the • To narrow down sense of
and making sound memory thinking. behavioural pattern the lead of ideas responsibility
decisions based on • Developing a strategic by managing group to work on in equal
this analysis. formulation by creating mapping ideas for resolution and sharing of
key factor results in creating leadership contingency plan ideas is the
identifying ways to skills and and main key to
project successful responsibilities. understanding the analyze key
thinking and decision • Strengthening risk factors options in
making. emotional involved. locating
development • To highlight brain solutions.
creates mapping mapping and
easy. create risk
resolution leads
that justify
explanations and
solutions.
(4) Resilient
Leadership Core MANAGING Resilient Integration of believes and the The understanding of self The ability create interest The ability to The understanding of
Competency DIVERSITY Deals effectively ability to identify stress organization that develops and creativity thinking of participate and commitments and
(Skills to navigate with pressure; management and emotional positive character. leadership. process strategic delivery confidence
through Rough Sea) remains optimistic control. • Responds to setbacks by • Perseveres on project management and without failures.
Providing employees and persistent, • Defends current policy to developing alternative despite changing management. • Reduces project
with varied even under high-level officials by approaches to determine objectives, • Meets with deliverables following
backgrounds, needs, adversity. Recovers explaining legal ramifications the best course of action. deliverables, and employees funding cut.
and skill sets with the quickly from of suggested changes and the • Maintains unit's deadlines. resistant to • Continues
opportunity to setbacks. potential impact of legal effectiveness, quality, and • Develops strategies organizational presentation to
engage with the action on the organization. morale durin g using existing change to address customer
company and their • Demonstrates organizational change. resources for concerns. despite
co-workers in a persistence when • Cultivates internal and achieving objectives • Maintains technical
manner that providing rationale to external stakeholders to following budget composure difficulties with
produces an optimal staff during times of develop strategies for cuts. and direction audio-visual
work environment significant obtaining funding from • To be confident in in high- system.
and the best possible organizational alternate sources managing daily task pressure • Identify and
business results for change. following budget cuts. and maintaining situations. isolate
the company. • To be adaptable in • To believe and professionalism • Accepts emotional
positive behavioural understand key note through rationalism negative control value
pattern that create structure to human aptitudes that feedback in a through self
performance and interaction and Behavior enhances constructive justification and
motivations. pattern that justifies productivity and manner and brain mapping.
• The ability to control improvements. performance. adjusts • To create a risk
emotional distress • To quantify behaviour • To understand and behavior competency for
and resolute pattern in managing identify key features accordingly. self realization
impeccable Behavior work ethics. behaviour patterns • To coordinate and avoid
and work ethics. and isolation to and evaluate denial.
• The ability to identify emotional behavior. performance
Behavior pattern level through
before worsen. career
management
and time
efficiency.
• Learning to
cultivate
positive
emotional
obedience
and
discipline.
(5) Conflict Management
Leadership Core LEADING PEOPLE Conflict The ability to re-evaluate The ability to identify and To establish a To establish a balance To evaluate and create
Competency (Skills to navigate Management the point of origin and anticipate a conflict before connection between and anticipate issues a understanding before
through Calm Sea) Encourages customize ways of it occurs. both or more parties and understanding. the approach.
Leading people creative approach. • Recognizes conflict and and to identify a • Implements • Addresses employee
toward meeting the tension and • Leads managers through takes steps to address common goal. changes to ensure concerns by
organization's vision, differences of consensus process on issues by meeting with • Meets with work environment providing accurate
mission, and goals. It opinions. organization response to the involved parties. employees and is fair and equitable information to
also includes the Anticipates and controversial issues. • Mitigates staff concerns addresses based on employee reduce conflict or
ability to provide an takes • Resolves conflicts arising at the regarding organization- concerns regarding concerns. concern within
inclusive workplace steps to prevent organization level due to wide issues by critical issues in an • Ensures workplace.
that fosters the counter- competing objectives, limited investigating allegations open and honest employees receive • Takes action to
development of productive resources, or differing and taking appropriate manner. mediation to address employee
others, facilitates confrontations. perspectives. action. • Takes action to resolve issues grievances.
cooperation and Manages and • To identify the momentum of • To identify the key address behavior affecting the • Analyse problem
teamwork, and resolves conflicts emotions and work ethics that features to rational issues to ensure workgroup. through broad
supports and produces positive results that decision making and employees treat each • Resolves issues by spectrum analysis
constructive disagreements in a avoids conflicts. input resulting in positive other with respect. meeting one-on-one such as brainstorming.
resolution of constructive • Narrowing down negative decisions making and • Manages with team member. • Identify problem and
conflicts. manner. emotional impact and increases performance. conflict among • To create the point create broad spectrum
converting to positive growth • Adopt SWOT Analysis team members of delegation to results through
for the workplace increases that features in by utilizing verbal and tone brainstorming.
speed and accuracy. understanding human mediation communications.
• Identify weakness and create relations and to measure techniques. • Developing the
training mechanism for self performance. • Identify key understanding to
improvements. • To be adaptable to features to constructive
highlight decision making problem communicative
and solutions thinking. solving and structure of
locate proper sentence and tone.
decision key • Knowing how
features in communication of
relationship delivery and
management. instructions.
(6) Talent Management
Personal Developing Human Talent Identify any weakness of the To vigorously identify and To focus on questions To search and To show the
Development Capabilities Management employees and to create recognised talents and that needs clarity and identify potential commitments and the
Human development Through solution for competency cultivating them to identify justification, this creates weakness or threat knowledge attained that
is defined as the talent trainings and development, potential threat or issues numerous approach to that effect the be used for productivity
process of enlarging management this enhances the involving performance. control and the ability to ability of and performance.
people's freedoms , employees productivity of the • To anticipate and delegate employees performance, this Evaluate all prospective
and opportunities understand employees. recognised talent based on their involved clarity of angles to narrow
and improving their their roles • To identify, formulate and development lacking and understanding. decision making. decision making.
well-being. Human and have the develop training acknowledge training • To apply the • To be curiously • Recognised the
development is skills and competency to enhance commitments to nature knowledge and skills indulged with position and gained
about the real tools they employees career and build any potential to generate and create learning resulting knowledge to reward
freedom ordinary need. This development and employees in the leadership qualities. to creativity you with information
people have to helps them knowledge attainment to organization. • To prepare undefined thinking in to successfully
decide who to be, commit acknowledge company • To identify behavioral questions that needs becoming a manages and increase
what to do, and how fewer errors career support and pattern and to avoid clarity and definition potential leader, credibility to your
to live. and be more progress. misunderstanding and to to progress further with questions current position, this
productive. • To create the route for create platform for into chain of leaders will attained can be done by
Relevant career development and enhancement and and commanding answers for the commitments to
training also breakdown definition and maturity learning decision making skills. missing puzzle. excellence and
increases create mentorship development. • To rejuvenate think • To calmly think increase performance
employee programs to build • To detect learning capacity to talent and passively to durability and
engagement, confidence and believes. disabilities and prioritize development and to create a platform accuracy gaining
which development capabilities increase potency and for learning to information's.
enhances for understanding. setting examples to develop • To subjectively
their your peers. confidence in involved in creativity
performance gaining quality decision making to
. information that create talent
leads to development and to
successful manage self
recognition and development and
adaptability to be commit errors.
a leaders.
(7) Planning & Execution
Leadership Core MANAGING Planning & Enabling decision authority Planning create the ability to The art of planning Create the ability to The ability to
Competency PERFORMANCE Execution to execute correct in planning plan, prepare and allows you give and create decide accordingly with plan and
(Skills to navigate The ability to plan and development. to see loop holes that allows respect and proper mental organized with
through Calm Sea) and coordinate • Uses expertise to devise you to correct and make leadership roles. discipline. clear mind.
Performance manage work, understand and drive plans for highly appropriate decision. • Prioritizes the • Demonstrates the • Efficiently
ment is the continu and effectively complex or difficult • Develops and implements team’s ability to multi-task. uses time
ous process of manage resources, projects involving multiple efficient work plans for involvement on • Prioritizes a variety and
improving perfor prioritize steps to internal and external complex projects involving several of competing tasks in completes
mance by setting indi be taken, stakeholder groups. multiple groups. simultaneous a fast-paced tasks/project
vidual and team anticipate • Demonstrates a keen • Anticipates, is prepared for, initiatives. environment by on time
goals which are potential understanding of the and effectively deals with • Organizes work determining the through
aligned to the strate issues/barriers and relationships between problems or roadblocks. and assignment of relative importance routine
gic goals of the develop different internal and • Demonstrates a keen tasks to maximize of tasks/projects. planning of
organization, plan contingency plans external stakeholder understanding of the efficiency. • Ensures things are work and
ning performance to to address these, groups. relationships among • Optimizes their done using efficient organization
achieve the goals, and execute • Takes timely, strategic various components of own and/or the and effective of resources.
reviewing and assess individual and actions to facilitate the large-scale programs that team’s schedule alternatives while • Keeps
ing progress, and team activities in a efficacy of multiple cut across groups, by taking time to maintaining or appropriate
developing the knowl way that ensures stakeholders working organizing them such that organize the work improving the quality people
edge, skills, and abili the achievement together to deliver limited resources are used environment. of services, processes informed on
ties of people of a set of strategic projects. most effectively. • Ensures the team or programs. progress of
objectives. At the • Identify the mechanism • Identifies the implications has access to the • Develops plans for tasks/project.
highest levels, directive and create and risks of alternative appropriate simple projects, • Ensures
individuals can evaluation on SWOT & courses of action, goes out resources to which involves availability of
achieve desired PESTELE Analysis to to make these works, complete tasks, determining sufficient/ap
results on a explore multiple features. looking beyond existing and that they use milestones, propriate
consistent basis organizational boundaries. them effectively. organizing resources, resources
despite having to • In creativity in develop assessing the impact (i.e., time,
deal with planning skills to strategize of the project on equipment,
unpredictable or execution and to ensure others, and tools, etc.) to
unexpected coordination of planning is effectively accomplish
circumstances. based on directive. communicating at task(s).
appropriate stages.
(8) Achievement Focus
Main Theme Competency competency IMPLEMENTATION OF PATHFINDING CREATIVE KEY TO DIVERSE BLUE OCEAN IMPLEMENTATIVE RESOLUTION IN
STRUCTURE KEY AND IDEAS (ISK) INNOVATIVE (PCKI) THEORITICAL (DBOT) STRUCTURE CREATION CREATIVITY INNOVATIVE
(ISC) (RCI)
Leadership Core MANAGING Achievement To focus their responsibility To enable yourself to conduct Self reflection is To be a team player and To identify your
Competency PERFORMANCE Focus and commitments to a due diligent by providing recommended to takes immediate action self reflection
(Skills to navigate Generating results singular path to ensure achievement focus through identify ways to to contribute and and create
through Calm Sea) by assuming success. self reflection. overcome and apply participate for the end strength and
Performance manage responsibility for • Assesses group • Sets challenging goals for successful method of results. opportunities
ment is the continu one's performance performance against goals his/her area of applications. • Demonstrates the that creates and
ous process of improv and the and identifies areas for responsibility in relation to • Identifies needed ability to challenge deliver results.
ing performance by correctness of improvement. business opportunities. adjustments in existing practices in • Defines
setting individual and one's interventions • Translates business • Measures the risks involved own area of order to become ambitious,
team goals which are and recognizing opportunities into concrete while taking a course of responsibility and more effective. but realistic,
aligned to the strate opportunities and measures that are action. sets priorities • Contributes to personal
gic goals of the acting efficiently at beneficial for the • Engages in action at the accordingly. improve work goals.
organization, plan the appropriate organization. right time and to achieve • Considers the methods, outcomes • Works while
ning performance to moment and • Dares to take calculated results. implications of and team meeting
achieve the goals, within the given risks in order to let the • Planning the direction as proposed courses performance. quality and
reviewing and assess deadlines. business develop positively. leaders for the destination of actions. • Generates results by performance
ing progress, and • Labelling direction to that focus on nobility, • Takes new acting in a focused standards.
developing the knowl delivery and the navigation humbleness and initiatives aimed at way and within the • Promptly and
edge, skills, and abili to impeccable results lies mentorship. improving team deadlines, and finds efficiently
ties of people down to satisfaction and performance. ways to go around completes
passion. • Enabling skills to satisfy obstacles with work
passion and experience minimum guidance. assignments.
through guidance and • Makes efforts to • Identify
mentorship enhances optimize process talents and
performance delivery. workflows efficiently recognised
using technology. passion in
• To recognised enabling
purpose and to delivery
delivery the best results create
performance and to key factor to
gather the battalion commitments
to the correct and
direction and responsibility.
conquer.
(9) Tonality in Communication
Sub – Executive Director GM/AGM Manager Asst /Assoc Manager
Senior Manager
Leadership Developing Listening Tonality in The correct way of The understanding and To better listen and gain Your conversation To recognized the
Essential Skills Communication communicative structures related correlation to vocabulary and knowledge first then to through communication message tin
Competency Developing to Tonality is the way to performance and results. combine knowledge allows effectively communicate must be meaningful and communication, if the
improve listening that your voice • Communicate individual to understand and with the related knowledge consist with actual facts message is not clear then
skills create enablers sounds when visionary/abstract ideas and able to relate to each other. gained. and figures. question must be asked
to enhance you're saying concepts to lead, inspires or • Simplify and communicate • Convey ideas and • Convey information to adapt the
performance, something. It may influence others to take complex or technical information in a clear and facts in a logical understanding of the
productivity and sound simple, but appropriate actions. information in order to gain and concise manner that manner. instruction message.
active listening. This it makes a huge • Anticipate needs and reaction shared understanding from a is easily understood by • Listen and respond to • Recognize the
manages the difference in the of others and modify wide range of audiences. the intended audience. others perspective and importance of
employees or team way that what you communication approach and • Encourage open expression of • Listen empathetically to demonstrate openness conveying ideas
to successfully gains say comes across responses to address them. ideas to promote exchange of coworkers and clients to to new ideas. clearly.
confidence and to the other • Formulate strategies to choose ideas and foster an gain a better • Identify appropriate • Listen actively and
generate positive person. appropriate media, channel atmosphere of open understanding of what media and methods to objectively to respond
attitude and self This relates to the and format to suit the intended communication. they are saying. communicate and appropriately.
respect. frequency and audience. • Promote dialogue and shared • Identify the most interact effectively. • Recognize the
vibration of the • Ability to deliver a clarity of understanding with diverse appropriate media and • Managing tone and difference media for
word tone when tone set with multiple audiences through use of tailor communication frequency in communication.
spoken with, this momentum sequence and with different media and style and delivery communication • To improve in
enables an the choice of words used. approaches. method accordingly. structure and delivery listening skills and
individual to • Ability to express facial • Presentable body method of voice and adapt to recovery
identify the tone behavior pattern when language with frequency. speech.
of voice to identify conversing. impeccable performance • Instructions
any individual • The ability to identify facial through positive knowledge and
character and language of understanding. behavior and example. delivery work
emotions. • To adapt and adopt facial (Buddy System) methods.
language through vocal • Communicates
expression efficiently without
influence of
emotions.
(10) Influencing & Negotiating Skills
Sub – GM/AGM Manager Asst /Assoc Manager
Executive Director Senior Manager
Main Theme Competency PATHFINDING CREATIVE KEY TO IMPLEMENTATIVE RESOLUTION IN
competency IMPLEMENTATION OF INNOVATIVE (PCKI) DIVERSE BLUE OCEAN STRUCTURE CREATION CREATIVITY INNOVATIVE
STRUCTURE KEY AND IDEAS (ISK) THEORITICAL (DBOT) (ISC) (RCI)
Leadership Developing Listening Influencing & The purpose for good listening This purpose is to collect Purpose for great To enable a smooth The main
Essential Skills Negotiating Skills skills will enable way to justify relevant data to prepare communication is based flow of purpose is
Competency Developing to The ability to a solution based on what have for a well discussed on trust, once trust has brainstorming and to gather
improve listening conduct business been gathered and collected. negotiation, this enhances been achieved, the flow cultivating solutions much
skills create enablers or perform duties • Convinces colleagues and communication, and keep for 2 or more way in for best decision influenced
to enhance professionally and management to accept confidential information communication can be making, this enables data in the
performance, proficiently in an recommendations involving private. achieved. negotiation and collective
productivity and honest and open substantive organization • Negotiates with leaders • Develops trust among influence great scale,
active listening. This manner. This scope resources and changes in for changes to various parties involved practice. difference of
manages the includes established practice. reorganization design in a negotiation process. • Meets with team opinion
employees or team to maintaining • Influences external based on feedback from • Persuades manager to leaders to gain create a
successfully gains confidentiality of executive decision makers subordinates. change leadership buy-in for new solution
confidence and sensitive to achieve substantive • Develops plan and position or approach direction of based for
generate positive information, goals. convinces high-level to better fit a division. influenced
attitude and self observing fairness • In becoming an impeccable agency officials to adopt situational need. • Uses factual and
respect. and transparency leader active listening approach by meeting with • Represents information to negotiation.
and refraining increases understanding officials to explain points. the support own point • Explains
from any conflict and gaining higher • Guides a team of experts to organization of view when to staff
of interest and bias prospective like an eagle. provide advice on, and build in reaching meeting with team the
that will impair credibility for, a multi-level agreements members. importan
judgment or negotiation process. with other • Enabling focus in ce of
objectivity. organization brainstorming that their
s and generates accurate involvem
contractors. questions for ent on
• Obtains union buy-in understanding. high
for a change in stakes
working conditions projects.
by using open and • Recommends
honest employee
communication and seek
by carefully listening professional
to the union assistance for
leadership's ideas. personal
issues
affecting work
performance.
• Justifies
request
for
internal
resources
(11) Emotional Quotients
Senior Manager
Leadership Core MANAGING Emotional The ability to reflect on your The ability to think technical The ability to understand Knowledge with Technical knowledge
Competency PERFORMANCE Quotients function and technical skills that create the boundaries of theoretical and practical technical aspect create sense of
(Skills to navigate What is emotional that delivers results in management and leadership job that create delegation create responsibilities and
through Calm Sea) intelligence or EQ? practical manner will improve approach. process and constant leadership knowledge.
Performance manage Emotional your core principles practice. • Provides expertise in follow up. This produces pathways that • Interacts with staff
ment is the continu intelligence • Serves as expert consultant technical and emotional solution based decision create enormous to understand
ous process of (otherwise known to external managers on subject areas and to making in technical work knowledge and technical aspects of
improving perfor as emotional complex and controversial organization overall team. that increases motivation. respect and by job duties and by
mance by setting indi quotient) is the matters by understanding • Develops technical • Resolves technical understanding interacting with one
vidual and team ability to emotions and behaviors. portions of organization issues promptly by your colleagues another.
goals which are understand, use, • Uses expert knowledge in guidelines for internal and determining and values and • Gathers technical
aligned to the strate and manage your subject matter area to external use. correcting problems. emotional information from
gic goals of the own emotions in develop new approaches • Evaluates, incorporates, • Advises staff on response. internal and
organization, plan positive ways to to resolve technical and communicates the solutions to complex • Provides staff external
ning performance to relieve stress, problems. latest developments in problems, projects, with feedback stakeholders, also
achieve the goals, communicate specialty area through or programs. and support to under their
reviewing and assess effectively, organization guidelines • Uses technical on technical emotional
ing progress, and empathize with and criteria. expertise to identify issues and commitments
developing the knowl others, overcome • Provides technical and resolve their energy and pressure of
edge, skills, and abili challenges and expertise in the design conflicts between level to work load.
ties of people defuse conflict. and implementation of theories, behavior.
agency-wide projects procedures, • Makes
by understanding requirements, technically
human behaviors. regulations, and sound
policies. recommended
to develop
effective work
products.
(12) Ethics & Integrity
Senior Manager
Personal Culture adaptability Ethics & Integrity To generate corporation with To be aware of community This create awareness This awareness Understanding the
Attributes and Sustainability Persuades others; all employees, example balance and avoid racial and self respect that create a passive and prospect of private
Sustainable builds consensus needs to be set on how we dispute, enhance learning contribute to self respect towards and confidential
development is a through give and manage human behaviors. knowledge by adapting and performance, being workplace. with great respect.
process of societal take; gains Managing employees with focusing on communication, honest and fair create • Define the code • Recognize the
change in a world cooperation from humanity creates respect mentoring and proper a healthy community. of conduct principles of
characterised by others to obtain and obedience. communication. • Conduct self in a relevant to own ethics and
imperfect information and • Foster a culture of high • Align internal policies, professional and role and integrity.
knowledge, and accomplish goals ethical standards and procedures and practices ethical manner responsibilities. • Identify the
complex, open- professionalism to comply with the consistent with the • Identify the procedure for
ended dynamics. The • Review and recommend industry code of conduct. industry code of different handling
adaptability of social- measures to protect • Establish procedures to conduct. types/classificatio confidential and
ecological systems or confidentiality of handle confidential and • Apply appropriate ns of information sensitive
their ability to information. sensitive information. procedures to and their information.
manage change and • Promote a culture that • Establish business handle confidential treatment. • Recognize the
perturbations is encourages fairness and practices that and sensitive • Identify practices importance of
therefore critical to transparency in all incorporate principles of information. that promote being fair and
sustainable situations and fairness and • Deal with others in fairness and transparent in
development. circumstances transparency. a fair and transparency in dealing with
• Formalize whistle blowing • Establish procedures to transparent manner dealing with others.
policies and encourage mitigate and deal with in all situations and others. • Recognize
prompt reporting of potential conflict of circumstances. • Identify the situations leading
unethical practices. interest and ethical • Report to the consequences to conflict of
• Attaining good listening issues. relevant authority arising from interest.
skills will have the ability • Positive expression any unethical acts conflict of • Increasing
to know proper questions reveals an energetic or situations that interest and bias. confidence when
would be asked to volume of power and lead to conflict of • Enabling focus in communicating
attained information. passion that increases interest and bias. brainstorming with groups.
performance. • Enabling a focused that generates
mind of accurate
understanding and questions for
to able to generate understanding.
questions based on
understanding.
(13) Continual Learning
Senior Manager
Leadership Developing Listening Continual Research in method of To understand self reflection Continual learning enables Gaining experience from The art of continual
Essential Skills Learning understanding more knowledge create the ability to leadership that drives others introduces various learning is developed
Competency Developing to Taking creates and advantage to acknowledge on weakness and mentorship and knowledge that is when question is been
improve listening responsibility for overcome misinterpretation. by creating to strength and delegations. impactful for yourself, asked frequently, this
skills create enablers one’s own learning • To understand the research and opportunity, this enables clearer • Progressively this generates generate curiosity and
to enhance and professional to conduct due diligent in understanding to knowledge. mentoring colleagues expectation and gains knowledge.
performance, development. recognizing key potential • The ability to magnify and and peers in successful delivery to • The ability to identify
productivity and Being aware of the knowledge and gain priorities impact on strategic developing confidents performance. weakness and
active listening. This knowledge and in leadership, this increases the development involving self and self learning and • Developing personal understand the
manages the skills required to leadership development to sustaining knowledge by behavioral , this learning motivation by opportunities to
employees or team grow in career. resolution and creates fresh developing research creates a methodology establishing and progress by initiative
to successfully gains Actively seeks out perspective to anticipate method will enable of leadership qualities understanding and understanding,
confidence and professional outcome. individual to identify a recognition towards recognition and self without
generate positive development • Engages in systematic, self- method called as self achievements. awareness that’s fuels understanding there is
attitude and self resources to directed training and reflection that allows • To understand the the driven not room for
respect. address development activities individual in creating progress of becoming intervention of self question,
knowledge and aligned with the strategic mentors, this generate a a mentor by modification and understanding is
skills needs. needs of the organization. large impact of leadership developing the implementations. correlated with
Exhibits personal • Applies what is learned in qualities that gained courage and core • This harnesses the related question of
discipline to training to produce a knowledge is projected and methodology of capability of individual not understanding.
accomplish major positive impact for taught to others. continual learning by that will excel in their • Readily asked
learning goals. the organization. • To modulate and create an identifying current career progression. questions to seek
impact on development weaknesses and • Solicits periodic answers for
that generates the core contemplating with feedback to improvements that
distribution of ethical opportunities. continually improve will generate
delivery of information that quality of own knowledge and
will prolonged durability work. understanding that
and performance standards. • Visits other work create confidents.
sites to gain • Attends
understanding of professional
staff functions conferences to
and daily tasks. maintain
technical
knowledge.
• Recognizes
opportunities for self-
development.
(14) Resolute Abilities
Senior Manager
Leadership Core MANAGING Resolute Abilities The ability to solve any problem Knowing the rank of the Noticing the This enables and To identify potential
Competency DIVERSITY Identifies and with clear understanding and problem and situation by problem create create sense of threat and learning how
Providing employees analyzes problems; navigation through the identifying the process of immediate leadership drive to evolve through
with varied weighs relevance problem. solving and identification. definition to that evaluate decision making.
backgrounds, needs, and accuracy of • Improves organizational • Synthesizes information from career decision making • Proposes solution to
and skill sets with the information; efficiency by developing, internal and external sources understanding skills. improve customer
opportunity to generates and planning, and implementing a to develop an action plan and leadership. • Addresses satisfaction.
engage with the evaluates multi-tier solution to complex addressing program issues. • Reconciles routine • Determines
company and their alternative or unprecedented problems. • Addresses systemic conflicting organization cause of
co-workers in a solutions; makes • Develops and barriers inhibiting and/or problems by workforce
manner that recommendations. implements a the achievement of incomplete leading a team problem and
produces an optimal remediation plan results by forming information to brainstorm recommends
work environment restoring stakeholder teams to conduct to develop solutions. corrective
and the best possible confidence in a critical focus groups and solutions. • Establishes action.
business results for agency program. develop solutions. • Applies appropriate guidelines to • Learning in
the company. • The ability to navigate • In combing both methodology to clarify complex Developing
through systematic problem and creating discover or identify and/or knowledge of
navigation and solution quantum based policy issues and controversial quantum
based solving. solution enables and resource concerns. processes. thinking in
• Creating key factors of generates results. • To identify the key identifying
(SWOT) Strength, • To quantify a solution factors to problem problem to
Weakness, Opportunity based on decision and qualitative the solutions.
and Threat & (PESTEL) analytics. decision. • Creative
Analysis decision • To create various thinking
making. tools for decision through risk
• The ability to determine making. management
key factors of a problem • Identify bottle neck analysis.
and how to create a problems and create
solutions based on path to retrievals
analytical thinking. analysis in resulting
quality decision
thinking.
(15) Entrepreneurship
Senior Manager
Leadership Core LEADING CHANGE Entrepreneurship The development that The behavior changes The improvements of To enables learning The understanding
Competency The ability to bring Positions the generates continuity of with confidence and human relations and behavior and of avoiding
about strategic organization for business performance and anticipation. verbal. communication that mistakes and
change, both within future success by career management. • Takes calculated • Creates a new improves improving creativity
and outside the identifying new • Assesses customer needs risks by creating product, service, or relationships. ideas.
organization, to opportunities; and develops innovative new and policy based on • Identifies concepts • Considers
meet organizational builds the products and services to innovative business requirements for new programs, current
goals. The ability to organization by address recommendations lines. submitted by users. products, or guidelines when
establish an developing or • Implements an innovative • Conducts research and • Makes services developing a
organizational vision improving strategic campaign to develops business recommendation • Seeks feedback for new product.
and to implement it products or accomplish organization proposals resulting in a to invest in new products or • Considers
in a continuously services. Takes goals. high return on emerging services based on feedback
changing calculated risks to • Transitioning a potential investment. technologies to customer needs. when
environment. accomplish products by analyzing • To identify a key note that produce new • Creating a linking developing a
To modulate the organizational new market prospect and leads to create products. pin between new service.
change by actively objectives. identifying the correct demographic studies and • To mastery the communicative • Creating
seeking justification. market needs. understanding of valuable art of proper structure and confidence
• The (Bow & Arrow) positive feedback and communication behavioural pattern. through
concept of wise decision negative feedback. and tone of voice • To understand the product
making and the intention • To creating talents by in essential in translation of knowledge
of the direction heading knowing the marketing managing effective and
for profiteering in mix segments such as communication communication of communicati
business development demand and supply. ethics. voice, frequency ve structure.
and management. • To understand and language.. • Knowing
and attained details on
knowledge of products
Human Behavior. and services
for
developmen
t. To improve
self
confidence.
(16) Interpersonal Skills
Senior Manager
Leadership Developing Listening Interpersonal This create a self awareness that To acknowledge self The ability to be loud The ability to empathize The ability to listen
Essential Skills Skills delivers productivity in respect in respecting others
Competency Developing to Treats others with spoken and thinking employees behaviors without immediate
socializing effectively. cultures and diversity.
improve listening courtesy, • Interacts with public interest • Treats individuals from generates clear approach to create sense of respect action and by analyzing
skills create enablers sensitivity, and groups with opposing all levels of the decision and analyzing and reflection. reasons and results to
to enhance respect. Considers viewpoints while conducting organization with courtesy
performance, and responds behaviors. • Shows employees corporate with
the organization's work. and sensitivity.
productivity and appropriately to • Makes self accessible to empathy and respect. employees create
active listening. This the needs and • Is consistently open and • Meets with staff and listens
to their perspective on employees at all levels. • Welcomes new leadership drive.
manages the feelings of approachable when
employees or team different people in organizational policies and • Corrects employee employees into • Interacts with co-
resolving highly sensitive procedures.
to successfully gains different mistakes in a courteous organization by workers in a tactful
confidence and situations. and complex issues. • Active listening in receiving
manner. explaining manner.
generate positive • In adapting to method in relaying correct
understand verbal instruction that improve • Benchmarking individual mission and • Responds to employee
attitude and self in stand and walks,
respect. command and delivery behavior and agency goals. inquiries.
mechanism in managing communication skills that particularly as element • Understanding
organization that of etiquettes that • The ability to listen,
show positive work attitude and communicate interact and
promotes healthy and positive attitude is benefits in giving in all aspect of
respect, this increases communicate with
working environment triggered by understanding conversation in understanding
and boost morale. and listening. positive Body language group
that relays positive without prejudice and
• The ability to construct development to the ability to voice out
efficient verbal language interactions. enhances opinion that resolute
and the ability to listening skills clarity.
delegate with proper and creative
commands and key performance in
actions points. developing
human relations.
(17) Increasing Capacity to Learn
Senior Manager
Personal Culture adaptability Increasing Planning creates a path to Ready to accept self reflection to Initiative create boundless To understand self To understand
Attributes and Sustainability Capacity to Learn successful venture and organized enable true potential and opportunity to learn that limitation and pursue completely on your job
Sustainable The commitment organization, this commits to creating opportunities. This creates development your path to success by tack and assignment,
development is a to continuously careful execution and delivery. enhances the capability of progress, this heightens to identifying any weakness, frequently asked
process of societal develop and • Identifies future competencies learning from mistakes and to cultivate true potential. take the initiative to question that needs to
change in a world enhance one’s and expertise required by the identify threats. • Takes the initiative to learn things that you are be identified for better
characterised by own and others’ organization and develops and • Readily critiques own abilities identify and act upon weak to understand understanding.
imperfect personal and pursues learning plans and invites the same from skill and knowledge better. • Demonstrates the
knowledge, and professional skills, accordingly. others. areas that need to be • Demonstrates a desire knowledge, skills and
complex, open- knowledge and • Continuously scans the • Can admit mistakes, learn developed. to continuously abilities needed to
ended dynamics. The abilities. This environment to keep abreast of from them, and change • May create a personal enhance one’s perform the job.
adaptability of social- implies a deep emerging developments in the course. development plan to knowledge, skills and • Takes appropriate
ecological systems or intellectual broader work context. • Focuses on enhancing gain relevant information abilities to excel at the steps to update
their ability to curiosity. People performance, not on “saving and skills that will allow job. knowledge, skills and
manage change and demonstrating this face”. greater contribution to • Takes the initiative to abilities to continue to
perturbations is competency are • Encourages and supports the organization. gain an understanding do the job effectively.
therefore critical to willing to not only others in developing new skills • Seeks opportunities to of up-to-date • Understands the need
sustainable learn more to enhance the organization’s incorporate new ideas, information on new for ongoing learning
development. individually and as performance. approaches, and developments or best and development.
a team, but they • Creates an environment knowledge to more practices, for example, • Responds positively to
share their where mistakes are seen as effectively manage tasks uses articles, feedback and
knowledge and learning opportunities. and challenges within professional journals, suggestions.
skills with the organization. workshops, a personal
colleagues. • Thinks about the way network of contacts,
things are being done etc.
and identifies • Keeps up-to-date with
opportunities to change the latest findings in
based on what other one’s area of
innovative organizations expertise.
are doing and what is • Regularly seeks
possible. feedback and
• Finds multiple suggestions from
opportunities to use new others to enhance
ideas, approaches, and their capabilities and
knowledge to more performance.
effectively manage tasks • Changes work
and challenges within habits/routines/appro
the organization. aches to incorporate
new learning and
enhance performance.
(18) Displaying Drive & Purpose
THEORITICAL (DBOT)
(ISK) (ISC) (RCI)
Personal Culture adaptability Display Drive & Is to identify your Have the ability to be The purpose to be Challenges and The consistency to
Attributes and Sustainability Purpose determination goals, your responsible and to show adaptive within your commitments deliver and expand your
Sustainable Possess high level destination and final results. commitments and situation, be responsible enables skills performance that create
development is a energy to succeed This create a sense of initiatives. leader by creating learning to adapt to your ability to maintain
process of societal and to motivate leadership and gaining • Able to resolve issues examples. Create an difficult task ahead. continues learning.
change in a world self in aligning to confidence by other within a reasonable time atmosphere where team • Able to take • Has the motivation to
characterised by the company's employees. and shows fair level of effort is recognised by challenges in work as instructed but
imperfect vision. Motivates, • Demonstrates the ability commitment to get mentoring. work but requires lacks the initiative to
knowledge, and inspires, make to think out of the box things done. • Have the ability to support and adapt and learn.
complex, open- important with exceptional skills in • Have traits of a an complete a task and is frequent follow • Needs active and
ended dynamics. The decisions initiation to get things effective self reliability to highly motivated. ups. continuous
adaptability of social- concerning the completed within a resolve any task • Performs better • Desire to learn observation during
ecological systems or company’s future, targeted deadline. assigned. through trial and error from errors and any work assigned.
their ability to and drive change. • Shows high commitment • Understanding your and is a fast learner. willing to accept • The ability to create
manage change and Believes creating to through resourceful environment and co- • Follow up on task feedback. trust and follow
perturbations is meaning is the effort and willingness to workers attitude and delegated and • To create positive through task in
therefore critical to most important push for completion of a passion, begin by improve on accuracy environment for respect of opinions.
sustainable factor in desired goal. analyzing impactful and due diligent to open negotiation • Focus on delegation
development. generating high • Identifying the problem, mentorship. improve solidarity and and delegation to and respect for self
levels of to collaborate and analyse • Comparing work volume confidents. diversify improvements.
commitment and decision making and performance • Create momentum of professional
engagement in an properties by evaluating strength. mentorship and opinions.
organization. your authority leadership. delegation passion for • Momentum flow
• Collecting evidence of creating the ignition of of trust in
data and opinion of leadership qualities. delegation
colleagues and evaluating practice create
decision making by passionate and
evidence and opinion. committed
leaders to
develop self
confidence and
diverse driven
qualities.
(19) Commitments
THEORITICAL (DBOT)
(ISK) (ISC) (RCI)
Personal Culture adaptability Commitments The motion to maximize Creativity increases the This create a ideology of The understanding The term anchoring is
Attributes and Sustainability Commitment leads your efforts to commit fundamental aspect of goal, mission and vision of leadership create define as realizing your
Sustainable to manages an towards colleague and leadership, this enhances placement in order to the fundamental full potential and
development is a inclusive employees productivity and the brain mapping and to attained your direction. results of knowing your traits and
process of societal workplace that performance. identify potential and • To understand your commitments and to justify your talents.
change in a world maximizes the • This demonstrate the anticipate problems. direction you will need taking responsibility • Anchoring or another
characterised by talents of each aspect of inserting the • Creativity create the to understand your to lead with direct term as known as
imperfect person to achieve effort by understanding fundamental of companies direction, results to decision standing still and
knowledge, and the vision and your employees ability to leadership, this enhances this create a making. evaluating your
complex, open- mission of the perform, lead and guide. the ability to be a realization to know • Learning to surrounding, this
ended dynamics. The organization. • This create a mentoring responsible leader and your strength, navigate in the accurately justify your
adaptability of social- Modifies scope that enables you to identifying what is weakness, seas is knowing present course of
ecological systems or communication provide knowledge, soft needed to get the task opportunity, and where is your direction by using
their ability to and behavior skills and the ability to feel accomplished. threat of yourself. destination or (PESTEL) Analysis
manage change and based on an compassionate to other • This create an exciting • Understanding your end result, which is; POLITICS,
perturbations is understanding of employees knowing their way for brain mapping direction will allow knowing your ECONOMY, SOCIAL,
therefore critical to individual limitation to their skills. that allows equal you to plan, schedule past mistakes will TECHNOLOGY,
sustainable differences. • Maximizing efforts contribution of other and implement to allow you to ENVIROMENT, AND
development. Maximizing efforts enables the diversity of employees, this create execute a strategy justify a LEGAL.
and commitments organizing well, delegating the ability for which enables you to Corrective Plan of • Knowing your full
create enablers to assigned task and creating contribution with validity learn from past and Action or known potential is by
justify their an awareness in the ideas with creativity and present mistakes to as (CPA). following a BUDDY
momentum of workplace for equal encouragement. come. • Learning from system which is
delivery. contribution. leadership create selecting a team
the ability to mentor to learn the
navigate problem correct ways.
solving and
create sense of
adventure when
dealing with the
ability for
problem solving.
(20) Talent Development
THEORITICAL (DBOT)
(ISK) (ISC) (RCI)
Leadership Core LEADING PEOPLE Talent The ability to lead and create The understanding of This creates an The ability to create This associates with
Competency (Skills to navigate Development talents based on overall identifying potential and well adaptability to potential path and to team work effort
through Calm Sea) Develops the perspective of understanding performing employees. To strategically manage paint a clearer picture that relates to
Leading people ability of others to and knowledge. This creates identify and get to know employees. to fellow employees. feasibility studies
toward meeting the perform and leadership drive that develops employees that needed • Assess staff and • Encourages towards your peers
organization's vision, contribute to the mentoring styles. mentoring and assistance. provides timely and employees to and employees.
mission, and goals. It organization by • Designs and implements • Recommends details and consistent feedback participate in • Provides
also includes the providing ongoing opportunities for career developmental regarding technical mentoring programs developmental
ability to provide an feedback and by development in assignments to staff based proficiency and and other learning feedback to staff
inclusive workplace providing anticipation of organization on career interests and effectiveness. opportunities. on job
that fosters the opportunities to restructuring, including department needs. • Provides • Pairs new performance
development of learn through mentoring staff and • Recognizes staff potential constructive staff with • Involves staff in
others, facilitates formal and providing training. and guides employees in feedback, seasoned developing
cooperation and informal methods. • Directs working group to developing skills by guidance, and employees to project goals
teamwork, and design training programs recommending appropriate reinforcement to facilitate and timelines.
supports focused on skills necessary for training and sources of employees understandin • To identify job
constructive meeting strategic goals. information. regarding job g of the description and
resolution of • Designs, implements, and • Working with staff to performance. position and specification
conflicts. communicates develop individual • Works with staff to organization. for purpose of
• leadership development development plans identify work goals and • Provides orientation to jobs
opportunities for staff at all addressing employee needs create individual new employees. understanding.
levels in the organization. and meeting organizational development plans. • Frequently regulating • Implementing
• To identify key features of goals. • Evaluates training knowledge and and Identifying
passion, adopt knowledge and • To rejuvenate and cultivate programs to understanding of (HR) performance
direction to evaluate talent recognition practise. ensure content practising. self evaluation.
momentum of delivery and meets staff needs. • Identify key platform • Strategic
speed performance. to capital management planning in
• To develop mentoring styles to talents. career
with rational spectrum of development
purpose and definition to and
career management. performance.
(21) Developing Adaptability
THEORITICAL (DBOT)
(ISK) (ISC) (RCI)
Personal Developing Human Developing Identify potential strategies Accept new ideas from Taking the challenges to The ability to gained Applying the knowledge
Development Capabilities Adaptability and formula post mortems fellow employees and strategically used what new knowledge and that apply changes to the
Human development This competency to identify mistakes or conduct an evaluation on you have gained and asking frequent environment, keep an
is defined as the refers to the ability weakness. This enables an the strategies, coach others apply it consistently, question earn the open mind by identifying
process of enlarging to respond and opportunity to have a eagle to contribute ideas. study those weakness ability to succeed. problems and
people's freedoms adapt to various eye view on your situation. • Anticipate changes, and create new path to New information strategically discuss to
and opportunities situations and • Formulate strategy to adjust to changing needs management. create curios path to attained decision and
and improving their requirements. The incorporate new practices and be open to new • Apply new knowledge, strategically try new solutions.
well-being. Human scope includes into existing framework. ideas. skills and approaches approaches. • Acknowledge changes
development is responding • Review work plans, • Coach and guide others in order to adapt to • Seek new that happen in the
about the real positively to priorities and actions to to deal with ongoing changing needs. information, skills work environment.
freedom ordinary changing business deal with unpredictable demands of change. • Implement critical and approaches • Recognize that change
people have to needs, conditions situations. • Review decisions made changes in current in order to adapt happens and keep an
decide who to be, and work • Encourage others to find in the past when more practices to meet to changing open mind to new
what to do, and how responsibilities. solutions and achieve information and facts are future organizational needs. initiatives.
to live. goals in the face of made available. goals. • Recognize future • Recognize the needs
changing circumstances. • The ability to manage • Find alternatives to needs or changes to adapt to changes
• They can revise their plans multiple responsibilities move forward amidst within the work during times of
to incorporate new at once by focusing on continuous change environment. uncertainty.
innovations and overcome one task while keeping and ambiguity. • Reflect on current • Adopt is to take
challenges, while still track of others. • Change management environment and something over, and
achieving their goals. • The ability to coordinate is a systematic how the change to adapt is to change
delegation and follow approach to dealing will be received. something to suit your
through. with the transition or • Adaptable needs.
transformation of an possess a variety
organization's goals. of characteristics
that back up their
receptiveness to
change, including
competence,
resilience, vision,
and positivity.
(22) Human Capital Management
THEORITICAL (DBOT)
(ISK) (ISC) (RCI)
Personal Developing Human Human Capital To gained knowledge on Knowing your threat create To identify how to Cultivate the To converse free flow of
Development Capabilities Management human capital management the ability to research and manage ones stress progress of post communication in getting
Human development The four basic and industry relations. This comply with new strategic application by adopting mortem to identify to know your employees,
is defined as the functions of the cultivate the ability to ways of management. By to positive decision weakness that this create the agility to
process of enlarging HCM are similar to understand and comply with observing employees making and delays the effect of attained more
people's freedoms those of any new and existing KPI performance create the understanding job performance. information about your
and opportunities manager which is performance. ability to enhance functions in HCM. This Identify strategic employees performance
and improving their planning, • To identify the key performance. creates the opportunity development to and feelings.
well-being. Human organizing, competency to HCM and • To identify key potential to understand work flow enhance • To determine and
development is directing, and identify way of threats that leads to commitments. productivity. identify weaknesses of
about the real controlling. progressing performance unprogressive approach • To create a • To identify key fellow employees by
freedom ordinary The purpose of standards and in career development competency based on area for working closely with
people have to HCM is to provide productivity through and to identify performance insufficiency that them and to identify
decide who to be, the structure for scheduling, planning, opportunity in career development based delays the weakness and threat
what to do, and how your organization scope of job and growth. on commitments, progress of faced by them when
to live. and serves as the responsibilities. • To commence the ability durability, stress employees and to performing their
engine that keeps • To observe the to adopt a sense of management and propose duties.
it running commitments of your awareness of proposing projectile vision. alternative route • To create a benchmark
smoothly on a fellow employees in time career development • Enabling decision for training and of performance
daily basis. It segmentations and programs that has the making to create development. delivery and
governs important careers development tolls ability to create potential leadership values and • Identify key commitments in the
aspects of your such as Goals, Knowledge, leaders, and understand to adopts sufficient aspect to aspect of creating
business, such as Window of Opportunity payroll structures. knowledge to HCM. employees questions that’s needs
the people on your and Career Balance. • To observe employees • To identify and commitments to be answered.
team and • To understand payroll performance, developing research employees and narrowing • To identify the
workplace culture. structure and perks that’s appraisals and to personal development down key knowledge power of
is associated with analyze business and their features to products and services.
performance development and commitments to motivate by
development and performance by creating commit training and creating leaders
commitments. competency for development behavior with sufficient
appraisals and to HCM. knowledge.
performance feasibility
studies.
(23) Human Behavior Analysis
THEORITICAL (DBOT)
(ISK) (ISC) (RCI)
Personal Culture adaptability Human Behavior Learn by anticipating human Analyze own performance and The initiative create true Continues learning create Use what you have
Attributes and Sustainability Analysis behaviors habits and identify potential weakness and leaders and by positive behavior and learned and gained
Sustainable The commitment commitments, notice your threat, then develop contingency understanding behavior increases knowledge, knowledge, focus on
development is a to continuously environment and the effect on plan to convert into strengths. and characteristic of learn to ask question that your ability to succeed
process of societal develop and human behaviors. This create a • Readily critiques own abilities performance by identifying needs to be answered. and identify failures and
change in a world enhance one’s flow that justify performance. and invites the same from potential challenges. Work on your own ability how to regain back
characterised by own and others’ • Identifies future competencies others. • Takes the initiative to to search for weakness confidence.
imperfect personal and and expertise required by the • Can admit mistakes, learn identify and act upon and work by creating • Demonstrates the
knowledge, and professional skills, organization and develops and from them, and change skill and knowledge opportunities. knowledge, skills and
complex, open- knowledge and pursues learning plans course. areas that need to be • Demonstrates a desire abilities needed to
ended dynamics. The abilities. This accordingly. • Focuses on enhancing developed. to continuously perform the job.
adaptability of social- implies a deep • Continuously scans the performance, not on “saving • Leader behavior is the enhance one’s • Takes appropriate
ecological systems or intellectual environment to keep abreast of face”. traits and characteristics knowledge, skills and steps to update
their ability to curiosity. People emerging developments in the • Encourages and supports that make you an abilities to excel at the knowledge, skills and
manage change and demonstrating this broader work context. others in developing new skills effective as a leader. job. abilities to continue to
perturbations is competency are • Optimists see the positive side to enhance the organization’s Leaders utilize their • Takes the initiative to do the job effectively.
therefore critical to willing to not only of things. Expect things to turn performance. behavior to help them gain an understanding • Understands the need
sustainable learn more out well and believe to have • Creates an environment guide, direct, and of up-to-date for ongoing learning
development. individually and as the skill and ability to make where mistakes are seen as influence them. information on new and development.
a team, but they good things happen, protect learning opportunities. • Seeks opportunities to developments or best • Responds positively to
share their and respect information's. • A visionary leader is a person incorporate new ideas, practices, for example, feedback and
knowledge and who has a clear idea of how approaches, and uses articles, suggestions.
skills with the future should look. They knowledge to more professional journals, • Learning Behaviors are
colleagues. set out concrete steps to bring effectively manage tasks workshops, a personal learned actions that
a vision to life. and challenges within network of contacts, enable student or
the organization. etc. employee to access
• Thinks about the way • An inner sense which learning and interact
things are being done distinguishes what is with others
and identifies right from what is productively in the
opportunities to change wrong, functioning as community.
based on what other a guide for morally
innovative organizations appropriate behavior.
are doing and what is • Regularly seeks
possible. feedback and
• Finds multiple suggestions from
opportunities to use new others to enhance
ideas, approaches, and their capabilities and
knowledge to more performance.
effectively manage tasks • Changes work
and challenges within habits/routines/appro
the organization. aches to incorporate
(24) Growth Projection
THEORITICAL (DBOT)
(ISK) (ISC) (RCI)
Sky View Destination Growth Projection To create a timeframe or a This allows their Without follow up this The more frequent To understand your
Projection Development A growth Ghant chart to evaluate their performance to be create negligence you propose training personal vision and
Destination projection is performance, creating acknowledge therefore therefore create a needs, the better to mission and to compare
development is the merely a appraisal would be allowing the participation failure, avoid this by understand what is the vision and mission of
strategic planning prediction of how consistent that tracts their by the management to contributing fact of lacking in the company, this create
and advancement of much an employee performance and the ability contribute ideas for performance on how productivity and a bonding of
defined areas to will grow over a to grow. This prediction development. contribution can be great performance. The commitments that
support the specified time growth can gives relevant • To know the time period appreciated. opinion shared will deliver success and
evolution of period. The mental data to performance. of employees who has • To follow up on be useful for the satisfaction.
desirable process by which • Accurately understand the progressed and left performance and management. • To understand the
destinations for people attribute to definition of acceleration behind and needs to appraisal that shown • To propose an practical way of
business users, with others what is in to projection look at value of results of analyze training projection
a sole focus on the their own minds. development where contribution and improvement and that is needed to development by
supply side of the This create a sense results are based on past motivation, knowing the dissatisfaction, this increase the understanding the
company, by of projection and presence experience reason why the delay has increases the factor to productivity of companies vision and
providing compelling anticipation to focus for the future been set in that effects pursue a great projection mission.
experiences, quality through vigorous development, this the slower employees strength in character development that • To analyze the
infrastructure, and data on hand. projection create enablers performance. building and focus has an effect on development and
remarkable services to see beyond the • Looking for solutions for point of delivery. sky view performance of
to entice repeat capacity of their knowing progression based on the • To understand and projection. employees by
businesses. and start to believe on the development of finding solution for • To understand classification and
proper route or directions. contribution and bottle neck traffic, the practical determination
• Understand the stand of delivery. these traffics needs to learning towards their
their achievement of KPI be cleared by development of commitments.
and what is effecting their analyzing a clear path employees and
weakness and threats, this of direction and their
create an opportunity for understanding. understanding.
them to grow knowing
their weaknesses.
(25) Visionary
THEORITICAL (DBOT)
(ISK) (ISC) (RCI)
Sky View Destination Visionary Once a vision is in place, the Identifying weakness and To identify your Understanding To identify and
Projection Development Vision gives us a direction will apply threat create a momentum employees capability and planning and understand the
Destination sense of purpose consistency and clarity, of understanding your direction that performance breakdown ideology of
development is the and guides us as identifying core vision to be opportunities that spearheads resolution evaluation can company goals, direction
strategic planning we work in the projected create a platform gradually improves results, and results. identify potential and destination. This
and advancement of present. In to generate better results. this also delivers • To create an strength in helps in identifying
defined areas to organizations, a • To forecast the purpose of performances. understanding of identifying potential planning and
support the vision statement the vision destination and • To create visionary ideology of the leadership that delivery method to
evolution of articulates what the direction of the directive that will enable company vision and contributes success. succeed.
desirable the organization company is heading, to the team to success by enhance those vision • Creativity to • To understand and
destinations for aspires to adopt and cultivate the accomplishing their goals based on fundamental planning and communicate
business users, with accomplish. visionary to ensure by identifying their influence of character performance efficiently on the
a sole focus on the Visionary leaders working for the future weakness and threat and aptitude of your appraisal from companies goals,
supply side of the energize and enables success and to they are facing by employees. These your employees direction and
company, by inspire people to identify flaws of the past enhancing motivational aptitude create a and strategic destination.
providing compelling work toward this and identify the weakness values of training and benchmark of their planning to • To merge with
experiences, quality future goal. They that occurred. development. performance and support desirable company believe that
infrastructure, and are able to clearly • Enabling and creating • The knowledge to be evaluation of their forecast of the enhances the
remarkable services and vividly potential leaders to be shared and passed on to delivery. destination of performance of the
to entice repeat communicate cultivated by the vision potential leaders by • To analyze the where the employees and to
businesses. what the future and the direction of the acknowledging their competency of your company vision understand their
holds. company by potential skills and employees will be heading. emotional balance.
accomplishing goals which seeking up to date performance based on • To understand
has been set by the appraisal towards their the following ideology the main core of
company by energizing performance and of the company and to the company
and aspiring leaders to delivery. perform a self vision and to
grow to their full potential evaluation of the encompass the
by identifying their own content of the delivery vision into a
mistakes. system, understanding systematic
and performance. approach that
identify
leadership,
strategic planning
and experiences.
(26) Decision Resolution
THEORITICAL (DBOT)
(ISK) (ISC) (RCI)
Sky View Destination Decision Identify key areas that needs To gain feedback from your Understanding planning Delegation process To understand the art of
Projection Development Resolution attention, conduct post employees based on their and implementation is a key attribute to delegation is by
Destination A decision can be mortem to identify threat understanding of the process generate depend on your understanding the clear
development is the defined as a and to create solution best companies goal and decision making skills to colleagues, this concept of listening and
strategic planning course of action predict the destination of directive, this create an decision management. build trust and active communication
and advancement of purposely chosen the company. awareness of participation. • To understand the generate key action skills, this develop key
defined areas to from a set of • Adopt the understanding • To proposed evolution of process of planning to lead and mentor leadership and
support the alternatives to of evaluation by planning and strategy and implementation weaknesses. responsibilities.
evolution of achieve identifying planning needs implementation to that is required by the • To identify the • To interpret and
desirable organizational or and how the strengthen the bond organization whereby delegation deliver the evaluation
destinations for managerial implementation process between employees, this you create becoming a process and and planned process
business users, with objectives or for upgrading better includes to enhance linking pin to the planned it by carefully
a sole focus on the goals. Decision performances, the key performance, delivery, employees for better accordingly, understanding your
supply side of the making process is word will be understanding and due understanding and by delegation listening skills,
company, by continuous and Implementation or a diligent. giving full support process that must communication skills
providing compelling indispensable direction of new ideas for • To create evolution of structure. be follow up on and the art of delivery.
experiences, quality component of improvements. change towards • To propose on evaluation • To know when the
infrastructure, and managing any • Developing new strategies appraisals that would potential control and evaluation process is
remarkable services organization or that will enhance the link the connectivity of implementation that recovery method, being used to
to entice repeat business activities. operation works and the the organization and would successfully such recovery implement and the
businesses. Decision making is motivation of internal employees commitments adopt by the company method is by purpose for the
effective when societies such as and work performance. and create proposal follow up on evaluation for careful
emotional is not in management and breakdown in the detail planning and
bound –another employees. planning and information. implementation.
way of recognizing • Understand the evolution implementation. • To propose on
is that emotions process of change due diligent that
does now clutter management behaviors would recover
your decision that uses strategies to the
making. encourage performance understanding of
. delivery through rapid evaluation
new change and process and
fundamental aspect to careful planning
behaviors. practice.

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COMPETENCY DEVELOPMENT DICTIONARY

(WITH KEY PERFORMANCE DESCRIPTERS FOR RESPECTIVE JOB LEVELS)

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