Competence Framework
Problem Solving and Decisionmaking
Advanced
1 PROACTIVE APPROACH TO PROBLEMSOLVING. UNDERTAKES RESPONSIBILITY
FOR SOLVING THEM. ACTING IN A TIMELY
MANNER AND NOT ALLOWING THE
SITUATION TO GET WORSE.
2 CARRIES OUT RESEARCH,
CONSULTATIONS AND GATHERS
OPINIONS OFEXPERTS AND ALL THOSE
INVOLVED USING RELEVANT SOURCES OF
INFORMATION AND APPROPRIATE
METHODS
3 ANALYSES AND EVALUATES
INFORMATION GATHERED, IDENTIFIES
CAUSE EFFECT RELATIONSHIPS, DEFINES
PRIORITIES, RECOGNIZES THE RISKS AND
TAKES ACTION TO PREVENT THEM
4 MAKES OBJECTIVE DECISIONS ON THE
BASIS OF ALL RELEVANT EVIDENCE,
KNOWS WHEN TO NOTIFY SUPERIOR
MANAGEMENT.
5 NOTIFIES STAKEHOLDERS ABOUT
DECISIONS MADE FOR THE PURPOSE OF
IMPLEMENTATION IN A TIMELY MANNER
6
EVALUATES THE EFFECTS AND THE
IMPACT OF THE DECISIONS MADE IN A
BROADER CONTEXT
Intermediate
1. RECOGNIZES PROBLEMS, REACTS IN A
TIMELY MANNER AND DOES NOT ALLOW
FOR THE SITUATION TO GET WORSE
2. POINTS OUT THE PROBLEMS AND RAISES
INITIATIVES AND PROPOSALS FOR
OVERCOMING THOSE PROBLEMS, AND
CONTRIBUTES TO THE RESOLVING OF KEY
PROBLEMS
3. TRIES TO SOLVE PROBLEMS FIRST BEFORE
ASKING FOR HELP AND KNOWS WHEN TO
INVOLVE SUPERIORS
4. PROPOSES LOGICAL SOLUTIONS TO HIS/
HER SUPERIORS BASED ON ANALYSIS OF
FACTUAL INFORMATION FROM A
NUMBER OF SOURCES AND ON THE JOB
EXPERIENCE
5. ACCEPTS AND IMPLEMENTS DECISIONS
MADE BY SUPERIORS
Basic
Learning and Development
Advanced
1. CREATES A CULTURE AND ATMOSPHERE
THAT IS OPEN TO CHANGE AND
LEARNING AND DEVELOPMENT
2. LINKS TRAINING AND DEVELOPMENT
PLANS AND ACTIVITIES TO THE STRATEGIC
PRIORITIES OF THE INSTITUTION AND THE
WORKPLAN AND PRIORITIES OF THE
SECTOR/ UNIT
3. INITIATES ACTIONS THAT DEMONSTRATE
SUPPORT FOR EMPLOYEE LEARNING AND
DEVELOPMENT AND SHARING OF
EXPERIENCES IN HIS/ HER WORKING
ENVIRONMENT
4. POSITIVELY REACTS TO EMPLOYEE
CHANGE INITIATIVES AND IS CALM AND
FOCUSED WHEN DEALING WITH
RESISTANCE TO CHANGE
5. IS OBJECTIVE AND SELF-CRITICAL WHEN
IDENTIFYING OWN LEARNING AND
DEVELOPMENT NEEDS
6. IDENTIFIES THE AREAS WHERE IT IS
NECESSARY TO DEVELOP THE STAFF
COMPETENCIES THROUGH CONTINUOUS
MONITORING OF THE WORK
7. EVALUATES THE TRAINING IMPACT
THROUGH CONTINUOUS MONITORING
Intermediate
1. SUPPORTS THE LEARNING AND
DEVELOPMENT ATMOSPHERE
2. USES THE KNOWLEDGE AND EXPERIENCE
ACQUIRED IN TRAINING FOR
IMPROVEMENT OF THE WORK IN THE
ORGANIZATION
3. IS SELF-CRITICAL WHEN IT COMES TO
IDENTIFYING HIS/ HER OWN LEARNING
AND DEVELOPMENT NEEDS AND RELATES
THEM TO THE STRATEGIC GOALS OF THE
INSTITUTION
4. INITIATES AND POSITIVELY REACTS TO
INITIATIVES FOR CHANGE
Basic
1. INITIATIVENESS AND READINESS FOR
PERSONAL DEVELOPMENT
2. LEARNS FROM TRAINING, EXPERIENCE
AND CLIENTS AND USES THAT IN THE JOB
3. SEEKS NEW SOURCES OF INFORMATION
AND VARIOUS APPROACHES TO IMPROVE
HIS/HER KNOWLEDGE
4. ACCEPTS CHANGE, SEEKS NEW SOURCES
OF INFORMATION/IDEAS AND VARIOUS
APPROACHES TO IMPROVE HIS/ HER
KNOWLEDGE
5. ACTIVE APPROACH TO
LEARNING/TRAININGINCLUDING ON THE
JOB AND SELF DIRECTED/E-LEARNING
6. SHARES THE KNOWLEDGE ACQUIRED IN
TRAINING WITH COLLEAGUES AND USES
IT IN WORK.
7. IS SELF-CRITICAL WHEN IT COMES TO
IDENTIFYING HIS/ HER OWN LEARNING
AND DEVELOPMENT NEEDS
Communication
Advanced
1. READY AND OPEN TO HEAR DIFFERENT
OPINIONS, CAREFULLY LISTENS, CHECKS
UNDERSTANDING WITH OTHERS, SUMS
UP AND DRAWS CLEAR CONCLUSIONS.
2. IS ABLE TO REPRESENT THE
ORGANIZATION IN PUBLIC. SPEAKING
CLEARLY AND SUCCINTLY
3. PROMOTES THE VISION, WORK AND ROLE
OF THE INSTITUTION, ITS WORK, PLANS
POLICIES AND PRIORITIES, BOTH WITHIN
AND OUTSIDE THE INSTITUTION
4. KNOWS HOW TO WRITE REPORTS
THROUGH THAT WILL INFLUENCE AND
CONVINCE DIFFERENT AUDIENCES eg THE
PUBLIC, MINISTERS.
5. KNOWS HOW TO ASSESS THE BEST FORM
OF ORAL OR WRITTEN COMMUNICATION,
DEPENDING ON THE PARTICULAR
OBJECTIVEOR AUDIENCE eg EMPLOYEES,
STAKEHOLDERS
6. NEGOTIATES SKILFULLY ABOUT
COMMON INTEREST SOLUTIONS
7. IS CAPABLE OF INFLUENCING PEOPLE'S
OPINIONS AND IDEAS THROUGH
ARGUMENT THAT IS AIMED TO MEET THE
PRIORITIES OF THE INSTITUTION
8. KNOWS TO PLAN, ORGANIZE AND
MANAGE EFFECTIVE MEETINGS WITH
CLEAR OBJECTIVE, AGENDA AND
Intermediate
1. ADAPTS THE MESSAGE IN A MANNER
UNDERSTANDABLE TO PARTICIPANTS
2. READY TO HEAR DIFFERENT OPINIONS
3. CAREFULLY LISTENS AND CHECKS
WHETHER HE/ SHE CLEARLY AND
CORRECTLY UNDERSTOOD THE GUIDANCE
RECEIVED
4. VERBAL AND WRITTEN
COMMUNICATIONIS CLEAR, FOCUSED ON
IMPORTANT ISSUES AND SUCCINT
Basic
1. CAREFULLY LISTENS AND CHECK S
WHETHER HE/ SHE CLEARLY AND
CORRECTLY UNDERSTOOD INSTRUCTIONS
AND GUIDANCE
2. SPEAKS AND WRITES CLEARLY AND
COHERENTLY
3. USES THE LATEST ICT TECHNOLOGIES
CONCLUSIONS, HAS REGULAR AND
TIMELY COMMUNICATION WITH THE
EMPLOYEES THUS REDUCING THE
POSSIBILITIES FOR SPECULATIONS AND
DISINFORMATION.
Delivering Results
Advanced
1. KNOWS HOW TO USE THE KNOWLEDGE,
SKILLS AND CAPACITY OF EMPLOYEES TO
MEET WORK PROGRAMMES AND
EFFECTIVELY CONTRIBUTE TO MEETINGS
2. IS WELL ORGANIZED AND PLANS THE
RESOURCES TOWARDS THE REALIZATION
OF OBJECTIVES
3. SETS CLEAR GOALS, DELEGATES TASKS
ALONG WITH SPECIFIC GUIDELINES AND
ADVICE ON PROBLEM SOLVING
4. SHOWS CREATIVITY, PROVIDES
SOLUTIONS FOR EMPLOYEE PROBLEMS
5. KNOWS HOW TO SUMMARIZE THE
RESULTS OBTAINED IN ANALYSIS AND IN
MEETINGS TO PROVIDE SPECIFIC
SOLUTIONS
6. MANAGES INFORMATION EFFECTIVELY
AND ENSURES THAT EMPLOYEES have
APPROPRIATE ACCESS TO THE
INFORMATION THEY NEED.
Intermediate
1. IS ABLE TO DEAL WITH MULTIPLE TASKS
AT THE SAME TIME AND PLAN HIS/ HER
TIME EFFECTIVELY
2. KNOWS WHO TO CONTACT IN ORDER TO
GET THE JOB DONE
3. KNOWS TO ASK FOR GUIDELINES IN THE
REALIZATION OF THE TASKS
4. GIVES PROPOSALS FOR RESOLUTION OF
PARTICULAR ISSUES
5. ENGAGES WITH A RANGE OF INDIVIDUALS
AND PARTIPATES ACTIVELY IN MEETINGS
TO GET RESULTS
Basic
1. ORGANIZES HIS/ HER OWN WORK IN THE
MOST EFFICIENT MANNER
2. SUCCESSFULLY MANAGES DOCUMENTS
AND MEETS THE DEADLINES FOR TASKS
3. KNOWS WHEN TO ASK FOR DIRECTION
FOR THE REALIZATION OF TASKS
4. SHOWS CREATIVITY AND INITIATIVE AT
WORK
5. KNOWS HOW TO USE IT TOOLS
NECESSARY FOR THE JOB POSITION
6. IS READY AND CAPABLE OF WORKING
UNDER PRESSURE IN EXCEPTIONAL
CIRCUMSTANCES
7. IMPLEMENTS CHANGES AND TAKES
CORRECTIVE ACTION WHEN PROBLEMS
ARISE.
Working with others/ TEAM WORK
Advanced
1. ACCEPTS THE ARGUMENTED
STANDPOINTS OF THE OTHERS
2. THINKS AND UNDERTAKES STEPS FOR
BETTER WORK OF THE TEAM
3. MOTIVATES THE TEAM MEMBERS
TOWARDS ACHIEVEMENT OF THE
OBVJECTIVES
4. BUILDS GOOD INTERPERSONAL
RELATIONS IN THE TEAM
5. PROVIDES SHARING OF THE PROBLEMS
WITHIN THE TEAM AND PUTS PRESSURE
IN A FAIR MANNER IN ORDER TO
INCREASE THE PERFORMANCE
Intermediate
1. IDENTIFIES THE IMPACT OF HIS/ HER
BEHAVIOUR ON OTHERS
2. ASSISTS COLLEAGUES IN THE TEAM,
ESPECIALLY WHEN THEY ARE UNDER
PRESSURE
3. UNDERSTANDS HOW OWN ROLE FITS
WITH THAT OF COLLEAGUES IN
ACHIEVING STRATEGIC PRIORITIES AND
OBJECTIVES
4. DEVELOPS AND CHERISHES GOOD
INTERPERSONAL RELATIONS WITH THE
COLLEAGUES
Strategic Awareness
Advanced
1. SETS THE STRATEGIC PRIORITIES OF THE
INSTITUTION AND DEFINES PLANS FOR
THEIR REALIZATIONINCLUDING CHANGE
AND RISK MANAGEMENT
2. DEFINES THE INDICATORS FOR
PERFORMANCE MEASUREMENT OF THE
DEPARTMENTS/ SECTORS/
ORGANIZATION, IN ACCORDANCE WITH
THE STRATEGIC PLAN
3. IDENTIFIES THE KEY STAKEHOLDERS IN
THE STRATEGIC PLANNING
PROCESS,BUILDS PARTNERSHIPS AND
ENSURES THEY UNDERSTAND THEIR ROLE.
4. ENSURES GOOD RELATIONSHIPS
BETWEEN THE STRATEGIC PRIORITIES OF
Intermediate
1
UNDERSTANDS AND SHARES THE VISION
AND STRATEGIC PRORITIES OF THE
ORGANIZATION AND WORKS TOWARDS
THEIR REALISATION
2 COLLECTIONS INFORMATION FROM
MULTIPLE SOURCES THAT RELATE TO THE
WORK AND ANALYZES THE INFORMATION
COLLECTED
3 CONSULTS WITH RELEVANT
STAKEHOLDERS ON THE CHANGES
AFFECTING THEIR AREA OF WORK
4. KNOWS THE RANGE OF STRATEGIC
METHODS AND TOOLS USED IN THE
INSTITUTION
Basic
5. CONTRIBUTES TO TEAMWORKING BY
SHARING INFORMATION AND
KNOWLEDGE, HAS EQUAL ATTITUDES
TOWARDS ALL MEMBERS OF THE TEAM,
REGARDLESS OF DIFFERENCES
6. WELCOMES NEW MEMBERS INTO THE
TEAM AND SEEKS TO LEARN FROM THEIR
DIFFERENT EXPERIENCE
5.
6.
7.
8.
THE DIFFERENT SECTORS IN THE
ORGANIZATION
PROMOTES THE VALUES, VISION AND
MISSION OF THE ORGANIZATION BOTH
WITHIN AND OUTSIDE THE INSTITUTION
MONITORS THE IMPLEMENTATION OF
STRATEGIC PLANS, IDENTIFYING RISKS
AND IMPLEMENTS CORRECTIVE
MEASURES
EVALUTES THE EFFECTS OF INITIATIVES
AND ACTIONS UNDERTAKEN IN A WIDER
CONTEXT
IS OPEN TO AND ENCOURAGES CREATIVE
AND INNOVATIVE APPROACHES
5. DEVELOPS ACTION PLANS FOR
IMPLEMENTATION OF THE STRATEGIC
PRIORITIES AND DEVELOPMENT
INITIATIVES
6. ASSISTS IN DEFINING INDICATORS FOR
MEASURING THE SUCCESS OF THE
ORGANIZATIONAL UNITS AND THE
ORGANIZATION
Customer/Stakeholder Relations
Advanced
1. IS A ROLE MODEL ON HOW TO
COLLABORATE WITH STAKEHOLDERS AND
DEALS WITH CLIENTS
2. SETS OPERATIONAL STANDARDS TO
GUIDE OTHERS IN HOW THEY ARE
EXPECTED TO DEAL WITH THE CLIENTS
3. BUILDS STRATEGIES FOR THE
IMPROVEMENT OF CLIENT SERVICES
4. RECOGNIZES AND RESPONDS TO CLIENT
NEEDS
5. HANDLES CLIENT COMPLAINTS QUICKLY
AND PROFESSIONALLY
6. USES THE EXPERIENCE FROM THE WORK
WITH CLIENTS IN ORDER TO IMPROVE ITS
WORK AND THE WORK OF THE
Intermediate
1. GIVES PROPOSALS FOR IMPROVEMENT
OF CLIENT SERVICES
2. ACCEPTS THE INFORMATION RECEIVED
FROM THE CLIENT IN ORDER TO IMPROVE
THE SERVICES
3. RESPONDS POSITIVELY TO CLIENT
COMPLAINTS AND SEEKS TO RESOLVE
THEM QUICKLY
Basic
1. CO-OPERATES, RECOGNISES AND
RESPONDS TO THE NEEDS OF THE CLIENTS
2. ACTS FAIRLY AND PROFESSIONALLY IN
DEALING WITH CLIENTS
3.
4. TIMELY INFORMS THE SUPERIOR HE/ SHE
IS UNABLE TO MEET THE NEEDS/
DEMANDS OF THE CLIENT AND PROPOSES
THE RELEVANT SOLUTION
5. REFERS THE CLIENT TO THE MOST
RELEVANT PERSON/ SOLUTION
6. ACTS QUICKLY AND EFFICIENTLY
TOWARDS CLIENT NEEDS, IN
ACCORDANCE WITHE PRESCRIBED
DEADLINES
ORGANIZATIONAL UNIT
Management and Development
Advanced
1. SUPPORTS AND ENCOURAGES THE
OTHERS IN DEALING WITH COMPLEX
SITUATIONS
2. ORGANISES REGULAR MEETINGS WITH
EMPLOYEES AND WITH THE POLICIES AND
DECISIONS TEAM AND ENSURES TWOWAY COMMUNICATION ON IMPROVING
TEAMWORK AND PERFORMANCE
3. MOTIVATES EMPLOYEES TO ACHIEVE
OBJECTIVES AND TAKE FORWARD THEIR
TRAINING AND PROFESSIONAL
DEVELOPMENT
4. CREATES AND SUPPORTS AN
ENVIRONMENT WHERE THERE IS RESPECT
FOR ALL TEAM MEMBERS AND GOOD
INTERPERSONAL RELATIONSHIPS
5. MONITORS AND EVALUTES THE SUCCESS
OF EMPLOYEES AND DISCUSSES THE
CHANGES NEEDED TO IMPROVE
PERFORMANCE DIRECTLY WITH
INDIVIDUAL EMPLOYEES
6. MANAGES AND MONITORS THE ABSENCE
OF THE EMPLOYEES AND TAKES
APPROPRIATE ACTION TO SUPPORT
EMPLOYEES WHO HAVE BEEN ABSENT OR
Intermediate
Basic
HAVE SPECIAL NEEDS
7. MANAGES CONFLICT SITUATIONS
EFFECTIVELY, INCLUDING COMPLAINTS,
BULLYING AND HARRASEMENT
8. PLANS THE NEEDS FOR NEW
EMPLOYMENT AND MANAGES THE
PROCESS OF TERMINATION OF THE
LABOR RELATION
9. INTRODUCES NEWLY HIRED EMPLOYEES
INTO THE WORKING PROCESS AND PLANS
THE MENTORING PROCESS
10. SUPPORTS THE EMPLOYEES IN THEIR
CAREER DEVELOPMENT BY IDENTIFYING
AND MONITORING THEIR PROFESSIONAL
DEVELOPMENT
ADVANCED
INTERMEDIARY
BASIC
MANAGEMENT AND DEVELOPMENT
PROBLEM SOLVING AND DECISION MAKING
PROBLEM SOLVING AND DECISION MAKING
STRATEGIC AWARENESS
STRATEGIC AWARENESS
ACHIEVEMENT OF RESULTS
ACHIEVEMENT OF RESULTS
ACHIEVEMENT OF RESULTS
ORIENTATION TOWARDS
CLIENTS/STAKEHOLDERS
ORIENTATION TOWARDS CLIENTS/STAKEHOLDERS
ORIENTATION TOWARDS CLIENTS/
STAKEHOLDERS
COMMUNICATION
COMMUNICATION
COMMUNICATION
LEARNING AND DEVELOPMENT
LEARNING AND DEVELOPMENT
LEARNING AND DEVELOPMENT
WORKING WITH OTHERS/ TEAM WORK
WORKING WITH OTHERS/ TEAM WORK
7 competencies
7 competencies
5 competencies