Government of New Brunswick
 

What is a Competency?

A competency is any observable and/or measurable knowledge, skill, ability or behaviour that contributes to successful performance in a given role.

We have developed both behavioural and technical competencies to provide a common understanding of the characteristics expected of our current employees as well as our future employees.
 

 

How are Competencies Used?

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Competencies provide the foundation for integrated human resources management, including:

  • Recruitment and selection
  • Performance management
  • Learning and development
  • Career and succession planning
 

How can I Prepare for an Interview Based on Competencies?

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For each position that is advertised, a competency profile is developed.  The profile includes those competencies that are considered the most important to successful performance in that position. During your interview you will be assessed on the competencies posted in the competition through Behavioural Event Interview (BEI) questions. Before the interview, you should think about times when you have demonstrated the required competencies, and the events or outcomes which occurred.  You will be asked to provide specific examples during the interview.

Following is an overview of the 23 behavioural competencies and 6 Executive Leadership competencies that GNB uses to develop competency profiles.  For posted employment opportunities, you should check the competition advertisement to find out the required competencies.

Please note that the interview may include additional competencies that are not included in this list.
 

 

Behavioural Competencies

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Analytical Thinking/Judgment
Analytical Thinking/Judgment is the ability to address or solve a problem, issue or situation by breaking it into smaller pieces and tracing the implications in a step-by-step way to identify appropriate solutions.  It includes organizing the parts of a problem, situation, etc., in a systematic fashion; making systematic comparisons of different features or aspects; setting priorities on a rational basis; demonstrating sound judgment; and identifying time sequences, causal relationships or if–then relationships.

Change Leadership
Change Leadership is the ability to energize and alert groups to the need for specific changes in the way things are done and lead them forward in a manner that is consistent with Public Service values.

Client Service Orientation
Client Service Orientation consists of focusing one’s efforts on discovering and meeting the client’s needs.  It implies a genuine desire to help or serve others, to meet their needs, and to treat them with respect, impartiality and fairness.  It also includes acting towards clients with honesty and honouring one’s commitments. “Clients” include internal or external “customers”, such as members of the public, other Public Service employees, partner businesses or organizations, employees of other organizations, etc.

Commitment to Learning
Commitment to Learning consists of recognizing personal strengths, development needs and evolving circumstances in the surrounding environment, and taking the necessary steps to improve current and future job performance.

Conceptual Thinking
Conceptual Thinking is the ability to solve problems by identifying patterns or connections between situations that are not obviously related, and identifying key or underlying issues in complex situations. 

Concern for Order
Concern for Order reflects an underlying drive to reduce uncertainty in the surrounding environment. It is expressed in such forms as monitoring and checking work or information, insisting on clarity of roles and functions, etc.

Creative Thinking / Innovation
Creative Thinking and Innovation is about being able to think outside the box, invent new ways of doing things, new solutions, new approaches and new perspectives. Although there is a cognitive component to this competency, it is also the demonstration of a personal perspective on things. 

Developing Others
Developing Others involves a genuine intent and passion to foster the long-term learning or professional development of others.  Its focus is on the developmental intent and effect rather than on a formal training role.

Effective Interactive Communication
Effective Interactive Communication implies the ability to transmit and receive information clearly and communicate effectively to others by considering their points of view in order to respond appropriately. It includes using tact, diplomacy, respect, openness and honesty in all communications as well as the ability to convey ideas and information in a way that brings understanding to the target audience.

Flexibility
Flexibility is the ability to adapt to and work effectively within a variety of situations, and with various individuals or groups.  Flexibility entails being understanding, tolerant and accommodating to others, as well as appreciating diversity in others’ styles and behaviours. It consists of being open minded to change or to different and opposing perspectives on an issue, adapting one’s approach as the requirements of a situation evolve, and easily accepting changes in one’s own organization or job requirements.

Impact and Influence
Impact and Influence implies an intention to persuade, convince, influence or impress others (individuals or groups) in order to get them to go along with or to support the speaker’s agenda. It is based on the desire to have a specific impact or effect on others to win them over or get them to pursue a course of action that the speaker wants the others to adopt. This competency is always demonstrated in a positive and respectful manner, consistent with Public Service values and organizational goals.

Information Seeking
Information Seeking is driven by an underlying curiosity and desire to know more about things, people, or issues.  It implies going beyond the questions that are routine or required in the job.  It may include pressing for exact information; resolution of discrepancies by asking a series of questions; or less-focused environmental scanning for potential opportunities or miscellaneous information that may be of future use.

Initiative
Initiative refers to the identification of a problem, obstacle or opportunity and depicts a strong bias for taking action in light of this identification to address current or future problems or opportunities. Being a self-starter, an autonomous and pro-active individual, and demonstrating a “can-do” approach to work are evidence of this competency in action. 

Integrity
Integrity is about acting in a way that is consistent with what one says (he or she “walks the talk”); that is, one’s behaviour is consistent with one’s values (values may come from the organization, society, code of conduct, or personal moral codes). It includes behaving openly, fairly and impartially, honouring one’s commitment and words, and working to uphold the organization’s integrity and values.

Organizational Awareness
Organizational Awareness is the ability to understand and learn the power relationships in one’s own organization or in other organizations (clients, partners, etc.). This includes the ability to identify who the real decision-makers are; the individuals who can influence them; and to predict how new events or situations will affect individuals and groups within the organization.

Organizational Commitment
Organizational Commitment consists of showing a genuine desire to align one’s own behaviour with the values, needs, priorities and goals of the organization. It may appear as putting an organizational mission before one’s own preferences and forcefully defending its integrity. 

Relationship / Network Building
Relationship/Network Building is the ability to build and maintain effective and constructive working relationships, partnerships or networks of contacts with people who are, or might someday be, instrumental in achieving work-related goals. It includes demonstrating strong interpersonal relations where one interacts with others in ways that advance the work of the organization by developing respect, trusted and close mutual understanding, and productive working relationships.

Results Orientation
Results Orientation is a genuine drive, focus and dedication for working towards obtaining results. It is about knowing what results are important and focusing efforts and/or resources to achieve them, in alignment with the objectives of the team, work unit, branch, department and/or organization. Goal attainment activities are accomplished with a deep understanding of and respect for the values of the Public Service, the people involved, and for using resources in an efficient, effective and ethical manner.  

Self-Confidence
Self-confidence is about depicting a belief in one’s own capability to accomplish a task and select an effective approach to a task or problem. This includes confidence in one’s ability as expressed in increasingly challenging circumstances and confidence in one’s decisions or opinions.

Self-Control / Stamina
Self control and Stamina is the ability to keep one’s emotions under control and restrain negative actions when provoked, when faced with opposition or hostility from others, or when working under conditions of stress. It also includes the ability to maintain stamina under continuing stress.

Strategic Thinking
Strategic Thinking is the ability to think in a broad sense about organizational issues, and identify key or underlying factors in complex organizational situations. It includes the ability to identify priorities and opportunities for the organization, develop necessary business plans and align daily work with the mandate, values, and long-range visions or directions of the Government.

Team Leadership
Team Leadership is the ability to step in and take a role as leader of a team or other group. It implies a desire to lead others and to instil in others a passion for their work, the mission and values of the organization, and the importance for acting with integrity, respect, impartiality, service orientation and competence.

Note: Team Leadership is generally, but certainly not always, shown from a position of formal authority. The “team” here should be understood broadly as any group in which the person takes on a leadership role.

Teamwork and Cooperation
Teamwork and Cooperation implies the intention to work cooperatively with others, to be part of a team, to work together, as opposed to working separately or competitively.  Teamwork and Cooperation may only be considered when the subject is a member of a group of people functioning as a team, generally where he or she is not the leader (e.g., functional work groups, etc.).  “Team” is broadly defined as any task or process-oriented group of individuals.

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Middle Manager Competencies

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Developing Others (DEV)
Developing Others involves a genuine intent and passion to foster the long-term learning or professional development of others. Its focus is on the developmental intent and effect rather than on a formal training role.

Effective Interactive Communication (EIC)
Effective Interactive Communication implies the ability to transmit and receive information clearly and communicate effectively to others by considering their points of view in order to respond appropriately. It includes using tact, diplomacy, respect, openness and honesty in all communications as well as the ability to convey ideas and information in a way that brings understanding to the target audience.

Organizational Commitment (OC)
Organizational Commitment consists of showing a genuine desire to align one’s own behaviour with the values, needs, priorities and goals of the organization. It may appear as putting an organizational mission before one’s own preferences and forcefully defending its integrity.

Results Orientation (RO)
Results Orientation is a genuine drive, focus and dedication for working towards obtaining results. It is about knowing what results are important and focusing efforts and/or resources to achieve them, in alignment with the objectives of the team, work unit, branch, department and/or organization. Goal attainment activities are accomplished with a deep understanding of and respect for the values of the Public Service, the people involved, and for using resources in an efficient, effective and ethical manner.

Team Leadership (TL)
Team Leadership is the ability to step in and take a role as leader of a team or other group. It implies a desire to lead others and to instill in others a passion for their work, the mission and values of the organization, and the importance for acting with integrity, respect, impartiality, service orientation and competence.
 

 

Executive Leadership Competencies

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These competencies apply to positions at the executive and senior management level.

Coaching and Team Development
Develops effective, highly motivated individuals and teams to achieve common goals.  Respects, acknowledges and recognizes the contribution of each individual.  Encourages individuals to develop and grow, to work to the best of their skills and competencies, and supports opportunities to use these competencies.  Models Public Service values and coaches others on the importance of demonstrating these values.  Willingly shares personal experience and knowledge and provides feedback to improve individual and team performance.  Empowers others through delegation of responsibility, authority and accountability.  Champions new initiatives, and stimulates others to change.

Organizational Awareness
Understands the business and all key relationships in the public sector environment, including the decision-makers, partners and stakeholders who influence them.  Remains open-minded, respectful and flexible when presented with different perspectives.  Quickly adapts his or her approach as the requirements of a situation change.

Organizational Commitment
Aligns actions and decisions with the mission and vision of the organization and with Public Service values.  Acts with integrity and defends and promotes values-based behaviours in others. Sets challenging personal and broad organizational performance standards and pursues them with passion and energy.

Relationship Building
Builds effective working relationships, networks of contacts and partnerships with individuals at all levels as well as with organizations inside and outside government.  Actively listens to what others have to say and responds in a clear, concise and diplomatic manner, adapts communication style as appropriate.  Is self aware, respectful, perceptive and sensitive to the attitudes, feelings, and concerns of others.  Acts with fairness, honesty and transparency, honors his or her commitments to others and upholds Public Service values.

Results Orientation
Drives for results, paving the way to success, while maintaining a focus on the organization’s strategic goals.  Brings issues to closure in a timely manner.  Strives to continuously move the organization forward while effectively and efficiently maximizing the use of resources. Persists in advancing initiatives despite adversity, creating and negotiating alternate solutions as appropriate.  Focuses on attaining results without sacrificing Public Service values.

Strategic Thinking
Anticipates and plans for future events, trends, problems and opportunities and exercises sound judgment.  Makes timely quality decisions, taking a broad range of issues or factors into consideration.  Evaluates reasonable risk taking opportunities, consistent with Public Service values.  Develops creative solutions, stimulating new ways of thinking, solving problems and providing services.