Associate/Assistant Deputy Minister
Management Competency Profile
Government of Saskatchewan
June 1, 1998
This information was developed by Hay Group, and is for use only within the Saskatchewan public service.
Introduction
The following profile identifies the behavioural competencies required for highly successful
performance at the associate/assistant deputy minister level within the Saskatchewan Public
Service.
A competency is any knowledge, skill, or personal attribute which enables a person to
deliver successful performance. In other words, competencies are a way to identify what it
means to be a superior performer within an organization.
There are two types of competencies; behavioural and technical competencies. While each
is important, behavioural competencies most often differentiate superior performance.
For each behavioural competency, there is a description or definition of what it means and a
scale of behaviours associated with it called a competency measurement scale. The
behavioural scale associated with a specific competency defines various levels of
performance for that competency. These levels represent the noticeable differences in
performance that can be observed and measured. The scales are numbered in ascending
order (from three to six levels, depending on the competency) with each level being more
difficult to perform than the previous level. The levels are referred to as target levels and
there is a behavioural description illustrating the level of performance for each.
The competencies are organized into four clusters: Problem Solving, Leadership,
Interpersonal Influence, and Personal and Corporate Effectiveness. Each profile is a
combination of eight core competencies which are required of all management roles as well
as four differentiating competencies associated with each specific management role.
This profile consists only of those competencies and target levels required for superior
performance by associate/assistant deputy ministers. The Overview provides a list of the
required competencies and the Detailed Profile that follows provides a description of these.
For a complete description of the competencies and competency measurement scales as
well as a matrix of the competencies required by the various management roles, please
refer to the Saskatchewan Public Service – Management Competency Dictionary.
ASSOCIATE/ASSISTANT DEPUTY MINISTER JUNE 1, 1998
MANAGEMENT COMPETENCY PROFILE 1
Overview
Problem Solving
Innovative Thinking
Ø Champions Innovative Thinking
Strategic Orientation
Ø Contributes to Strategic Direction
Leadership
Sharing Responsibility (core)
Ø Delegates Fully
Holding People Accountable (core)
Ø Takes Corrective Action
Team Leadership (core)
Ø Cross-Team Collaboration
Interpersonal Influence
Listening, Understanding and Responding (core)
Ø Insightful Assessment
Networking (core)
Ø Broadens Network of Relationships
Teamwork (core)
Ø Builds Team Spirit
Personal and Corporate Effectiveness
Results Orientation (core)
Ø Enhances Program Outcomes
Client Service Orientation (core)
Ø Alignment with Public Needs
Concern for Political Impact
Ø Contributes to Program Policy Advancement
Flexibility
Ø Adapts Own Strategy
ASSOCIATE/ASSISTANT DEPUTY MINISTER JUNE 1, 1998
MANAGEMENT COMPETENCY PROFILE 2
Detailed Profile
Problem Solving
Innovative Thinking: Takes an innovative approach to problem solving. It
includes the ability to “think outside of the box”, to go beyond the conventional,
and a willingness to try out different solutions. At the higher levels, it is the
ability to champion innovation and encourage new ideas from employees.
Ø Champions Innovative Thinking: Encourages new ideas from
employees. Generates and maintains a creative environment
amongst the team. Genuinely values and champions innovation.
(Target Level 5)
Strategic Orientation: Demonstrates an intimate understanding of the
capabilities, nature and potential of the department. It involves taking calculated
risks based on an awareness of societal, economic, market and political issues,
trends, processes and outcomes as they impact the strategic direction of the
department and its linkages with the direction of government.
Ø Contributes to Strategic Direction: Contributes to the
development of the department vision, mandate and long-term
strategy. Develops and implements long-term alternative strategies
for achieving success at the departmental level in own area of
responsibility. (Target Level 4)
ASSOCIATE/ASSISTANT DEPUTY MINISTER JUNE 1, 1998
MANAGEMENT COMPETENCY PROFILE 3
Leadership
Sharing Responsibility: Shares responsibility with individuals and groups so
that they have a deep sense of commitment and ownership. It includes an
intent to foster the long-term learning or development of others.
Ø Delegates Fully: After assessing subordinates’ competence,
delegates full authority and responsibility with the latitude to do a
task in their own way, including the opportunity to make and learn
from mistakes in a non-critical setting. Also assigns appropriate
resources to employees. (Target Level 4)
Holding People Accountable: Acts to ensure others perform in accordance
with clear expectations and goals.
Ø Takes Corrective Action: Addresses performance problems in a
timely way by assessing performance against standards and acting in
a way to change performance for the better. Can include corrective
discipline or performance improvement. (Target Level 3)
Team Leadership: Mobilizes people to work toward a shared purpose in the
best interests of the department, the people comprising it and the people it
serves. It involves attracting, supporting, developing and retaining a talented
and diverse workforce. Team leaders demonstrate concern for individual
differences and employee morale. The “team” here should be understood broadly
as any group in which the person takes on a leadership role, formally or informally.
Ø Cross-Team Collaboration: Ensures cross-team collaboration to
contribute to organizational effectiveness, such as providing
information to other areas of the organization to help make decisions
collaboratively and sharing resources to solve mutual problems.
(Target Level 4)
ASSOCIATE/ASSISTANT DEPUTY MINISTER JUNE 1, 1998
MANAGEMENT COMPETENCY PROFILE 4
Interpersonal Influence
Listening, Understanding and Responding: Acts to understand and
respond appropriately to the concerns of others.
Ø Insightful Assessment: Is capable of accurate assessment and
sensitivity to the underlying complex root causes for individual or
group behaviour patterns. After assessing the issue, takes
appropriate action to achieve resolution. (Target Level 5)
Networking: Establishes, maintains and utilizes a broad network of contacts
(e.g., in government, media and the community) in order to keep a pulse on
public, political and internal issues and make informed decisions. It includes
identifying who to involve, when and how to involve them in order to accomplish
objectives and minimize obstacles.
Ø Broadens Network of Relationships: Continuously seeks to
broaden network of relationships to seek information, promote the
image of the department and build support to ensure the success
of long-range goals. Uses relationships as chains of direct and
indirect influence. (Target Level 3)
Teamwork: Works co-operatively with others, working together as opposed to
working separately or competitively.
Ø Builds Team Spirit: Acts to promote a friendly climate, good
morale and co-operation between team members. Resolves team
conflicts. Promotes team reputation with others. Takes leadership
when appropriate. (Target Level 5)
ASSOCIATE/ASSISTANT DEPUTY MINISTER JUNE 1, 1998
MANAGEMENT COMPETENCY PROFILE 5
Personal and Corporate Effectiveness
Results Orientation: Works to achieve desired policy and program
management outcomes. It includes setting goals and priorities that maximimize
the use of resources available to consistently deliver results against government
direction, departmental objectives and public expectations.
Ø Enhances Program Outcomes: Develops and implements
desired program/policy evaluation measures. Analyzes
performance information to set priorities and take calculated risks
to improve the delivery of services and operations. Predicts
emerging issues and manages the associated risks. Establishes
new policy/program directions focused on the enhancement of
program outcomes. (Target Level 4)
Client Service Orientation: Serves the public interest through focusing
individual or departmental effort on meeting key public needs through
development and implementation of sound program policy, programs and
services that support the direction of government.
Ø Alignment with Public Needs: Aligns program policies and
services with public need and government direction. (Target Level 4)
Concern for Political Impact: Aware of how departmental issues, program
policies and decisions impact public interests/concerns. At the same time, is
sensitive to the differing needs/agendas of multiple stakeholders and works to
ensure that program policy is consistent with the strategic direction of cabinet.
Ø Contributes to Program Policy Advancement: Improves
departmental responsiveness to public interests and concerns by
revising program policies. This could be a result of new public
issues that emerge or existing issues that could be better
addressed based on new evidence or analyses. (Target Level 4)
ASSOCIATE/ASSISTANT DEPUTY MINISTER JUNE 1, 1998
MANAGEMENT COMPETENCY PROFILE 6
Flexibility: Adapts to and works effectively within a variety of situations, and
with various individuals or groups. Flexibility entails understanding and
appreciating different and opposing perspectives on an issue, adapting one’s
approach as the requirements of a situation change, and changing or easily
accepting changes in one’s own department or job requirements.
Ø Adapts Own Strategy: Changes the overall plan, goal, or project
to fit the situation. May even make small or temporary changes in
departmental policies or programs to meet the needs of a specific
situation. (Target Level 3)
ASSOCIATE/ASSISTANT DEPUTY MINISTER JUNE 1, 1998
MANAGEMENT COMPETENCY PROFILE 7
