4d model · 2017. 11. 7. · competency framework-4d model 2. develop competencies a. handling...

DES

IGN

DEVELOP

PUBLICSERVICE

EFFECTIVENESS

DRIVE

DELIVERY

COMPETENCY FRAMEWORK FORSRI LANKAN PUBLIC SECTORCOMPETENCY FRAMEWORK FORSRI LANKAN PUBLIC SECTOR

DELIVER Quality Services

Value for Money

Timely

Effectively

- 4D MODEL - - 4D MODEL -

DRIVELead the Team and Organization

Drive for Better GovernanceDrive Development ThrougheGovernance

DEVELOP for Diversityfor International Benchmarking

Develop for Sustainability

Develop Self

Develop others

DESIGN Think and Plan Strategically

Think and Plan Systematically

Plan for Effectiveness

Plan for Sustainability

SLIDASri Lanka Institute of Development Administration

Version1.0

Competency Framework 4D Model

About the Competency Framework

What Competency Framework provides

The framework can be used for the following HR functions.

About the Competency Framework

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Under the guidance the Ministry of Public Administration, Local Government and Democratic Governance, Sri Lanka Institute of Development Administration(SLIDA) introduces this framework as a management tool for ensuring effectiveness of the public sector. Competencies are defined as the knowledge, skills, abilities and behaviours that employees need for performing their work. Competencies also describe how public sector employees should perform their jobs effectively while ensuring the principles of good governance.

The public sector has a wide range of jobs across the country and overseas; but one feature common to all is that those jobs support the elected government, providing advice to help shape its policies and ensuringimplementation of such policies. A comprehensive competency framework for the public sector should include all the core competencies, function-specific competencies and role-specific competencies, which are essential for all public officers for ensuring that the objectives of the elected government are fulfilled. Hence the Competency Framework becomes the central documentation which helps the government to carry out itscritical HR functions to deliver its mandate.

This framework provides a set of core competencies to junior, middle and senior public managers with a view to performing their jobs effectively. Through this framework, it is intended to strengthen the major functions of human resource management in the Sri Lankan Public Sector.

1. Job profilingThe framework provides only the core competencies required for three levels of management. However, the public organizations can create job profiles for all managers by identifying the function-specific androle-specific competencies needed for performing the particular job.

2. RecruitmentOnce the comprehensive competency framework is available for a particular position, itfacilitates the recruitment of the best person for the post by identifying the necessarybehaviors, skills and knowledge required for the post.

4. Performance AppraisalThe framework and the resulting job profiles lead to effective performance management through appraisal. This allows to appraise an employee for his/her core, functional and role based competencies.

5. Capacity BuildingSince the employees can identify the competencies that they need for the current position or the next position in the hierarchy, s/he can enroll for the relevant capacity building programmes for building the necessary com-petencies.

3. Selection and PlacementIn the Sri Lankan public sector, the placement of public managers in various positions iscarried out with little consideration for the competencies needed. Specially the selection of senior managers for the posts such as Secretary, Additional Secretary and head of organization are performed based on the acquaintances or third party recommendations, most of which finally lead to unsatisfactory and unsavoury situations.Since this framework could be used for developing the job profiles for such posts, it facilitates the selection of best candidates through proper selection mechanisms.


Competency Framework Deliverables

Structure of 4D Competency Framework

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There is much literature-based evidence to show that the use of competency frameworks for performing the HRM functions has given many organizations a competitive edge, as it leads to the optimal use of human resources. The benefits of the competency frameworks have been documented as follows.

The competency framework is organized as four core competency areas that are fundamental for effective performance of any managerial job in the public sector.

1. Mapping Competencies:Competencies thus identified are the signals from the government to the employee of the areas and levels of performance government expects. They provide the public manager with a map of the behaviours as well as the skills that will be valued, recognized, and in some organizations, rewarded. This clearly leads to higher performance.2. Employee engagement: Meaningful employee engagement can be effected through competencies as it links organizational and personal objectives of the employee.

3. Recruitment and Appraisal:The Competency Framework can also make the appraisal and recruitment systems fairer and more open. Further it can make differences between levels, job titles and grades more transparent.4. Placement:Competencies can be standardized across the country enabling staff to transfer more easily within thegovernment organizations. Links can also be made to competencies enabling clearer comparison when moving between organizations.

5. HR Planning:The identification of required competencies can assist with cadre planning and succession planning;identifying the requirements for a job and how employees can develop to move up within an organization or across the government.

6. HRD:Competency frameworks help to target scarce training and development resources more effectively and encourage individuals to take more responsibility for their own development.

1. Design CompetenciesPlanning and strategic thinking are two sets of competencies that are absolutely necessary to carry out the job of any manager. At the senior level it concerns national planning, sectoral planning and strategic planning while middle and junior management levels focus on planning their day-to-day work, planning projects and initiatives.

2. Develop CompetenciesThis area covers the competencies ranging from self-development, developing others, and being conscious of development and sustainability. While seniors should be well-versed in these competencies, the middle and junior managers are expected to practice those in an innovative manner.


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3. Drive CompetenciesAt any level in the government, effectiveness in this area is about building and leading teams andcommunicating with clarity, conviction and enthusiasm. The senior management should establish a strong direction and a persuasive future vision; managing and engaging with people while establishing the principles of good governance. The leaders of the public sector should also be capable of utilizing innovativeeGovernment solutions for achieving effectiveness and good governance while providing leadership to such initiatives.

a) In order to use the framework for above mentioned purposes, the job profile of each employee should be developed. As the first step the core competencies given in 4D model should be adjusted and aligned with the subjects and functions of the organization.b) In some cases, specially for the organizations which play a very specific functions, it would need to develop the job profiles by adding function-specific and role-specific competencies.c) Once the job profile is complete, the competency for each post should be published for making the HRfunctions (which are based on the framework) more transparent.d) For all HR functions which are based on the framework, there should be a clear set of criteria for assessing the candidates or the current job holder.

4. Deliver CompetenciesWhile delivering the results is the core responsibility of the public managers, the citizen-centric servicedelivery has become the new focus of the public sector. Similarly the public managers should not merely focus on service delivery, but on the criteria such as value for money, speed and quality of services as well. Deliver competencies cover the above needs.

Should be fully aware of “learning ecosystem”. Should have the experience and understanding of andragogy and public policy research.

example: The job profile of the Director General of SLIDA would be made more comprehensive by adding the following function-specific and role-specific competencies to the core competencies given in framework.

Structure of 4D Competency Framework

Function-Specific Competencies required for the post of DG, SLIDA;

Role-Specific Competencies required for the post of DG, SLIDA;

Role-

Role-

Should be well conversant in how corporate bodies are governed in order to improve the functions of SLIDA.

Teacher & Learning Facilitator: Should have excellent public speaking and teaching capacity; Should be a master in teaching adult participants in training programmes

Onec the job profiles are completed the competencies requiered for each designation could be quantified by using a suitable set of criteria. This would give a competency based total marks required for each post. For example the marks assigned for DG and ADG of SLIDA could be presented as shown below.

Member of Board of Directors: Should have a wide experience in subject matters of higher education

Job Profiles of DG and Additional DG of SLIDA

Required level of each competency (Maximum 10 marks)

Designation Design Develop Drive Deliver

DG

Additional DG(Admin & Finance)

10

8 8 8

10 10 10

10


1. Design Competencies

a. Strategic Thinking

b. Planning and Project Management

Competence Level III ( Class III and II) Level II ( Class I) Level I ( Special Grade)

Strategy Formulation Understand organizational ,vision, mission, goals,objectives, strategies andpolicies

Ensure the translation oforganization’s overall strategyto actionable activities,projects and programs andimplement them effectively

Champion in developing andupdating organizationalstrategic plan by engagingkey stakeholders

External environmentscanning

Be familiar with PESTELchanges to keep functionalactivities of own area,relevant and targeted

Foresee and predict the longterm impact of national andinternational developments,including PESTEL, on his/herarea

Build a comprehensiveinsight into the dynamics andissues surrounding theorganization and Government,including PESTEL impactsand managing change

Designing strategiesfor value addition

Feed core issues of theiractivity/policy area areeffectively into strategyand big picture considerations

Create joint strategies andplans that have positiveimpact and add value for allstakeholders

Articulate the organization’sbusiness model and helpstaff see their role within itand perform as a strategicleader to implement, monitorand evaluate plans.

Planning Understand a range of factorsin planning process such ascost, timing, public needs,resources available andproduce integrated plan withclear goal and SMART objectives

Steer planning and coordinationof projects and programs toachieve sustainable andenabling environment forbusiness continuity and manageresources to meet competingpriorities

Create a predictableenvironment to enable theorganization to reach its fullpotential

RBM 2

RBM - Results Based ManagementSMART - Specific, Measurable, Achievable, Realistic and Time bound objectives

Understand the concept andprocess of RBM, provideinformation and inputs andbe results oriented.

Monitor and assess the resultsagainst the intended results andtake timely actions to ensureachieving the intendedoutcomes

Champion RBM by assessingand evaluating the impactfor long term results basedplanning and implementationfor achieving sustainabledevelopment

Seeing big picture Identify implications ofinternal organizational andpolitical priorities andstrategy, goal and objectiveson own area to ensure plansand activities reflect them andbalance work of own area withthe organizational priorities

Identify and articulate howhis/her area fits within andsupports the work of ownorganization and otherstakeholders

Clarify and shape theorganization’s role and purposein delivering Public Servicepriorities and identify how hisorganization fits into the widernational and internationalagenda

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Competency Framework-4D Model

2. Develop Competencies

a. Handling diversity

b. International Exposure

Competence Level III Level II Level I

Capitalizing diversity Understand and be sensitiveto the importance, potentials,complexities and sensitivitiesof linguistic, ethnic, religiousand socio-cultural diversity

Implement provisions andpolicies for employees andcitizens of different ethnicitiesfor ensuring fair and equalpublic service

Lead activities related toformulation andimplementation of policiesfor peace and ethnic harmonyand interrelate human andsocio-economic developmentgoals with those policies


Opening tointernationalenvironment

Understand the dynamicsof regional and internationalrelationships

Be conscious of nationalinterest and be diplomaticin all dealings/interactionswith international agencies orcountries to realize nationalinterest and implementbilateral and multilateralagreements and treatieswherever applicable

Represent the country,negotiate and communicatewith foreign institutions andcountries with highestintegrity

c. Economic Competencies


Gaining Competitiveadvantage

Understand the national,regional and internationaleconomic trends

Be fully aware on andimplement governmentpolicies capitalizing on thecompetitive advantage arisingfrom the national, regionaland international economicdynamics

Formulate and align thenational policies to capitalizeon the competitive advantagearising from the regional andinternational economic,political and social dynamics

Enabling conducivebusiness climate

Understand the role of privateand public sectors in thesustainable nationaldevelopment

Promote private sectorbusiness opportunities,support to create a conducivebusiness climate and makeand implement businessfriendly decisions

Be a master of businessfacilitation by contributing/bringin policies to strengthen thebusiness climate throughappropriate policyinterventions

Entrepreneurialorientation

Understand the role of SMEin national development andsupport rural and smallenterprises and communityengagement in business

Promote SMEs by creatingthe enabling environment forSME growth

Formulate, evaluate andimprove the policies for SMEdevelopment and growth

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2. Develop Competencies

d. Self-Development


Understanding andcontrolling self

Understand self and activelymanage stress and respondcalmly

Manage self and others underhigh stress or adversity

Nurture a culture of rationalityand calm behavior

E. Developing others


Managing Talent Identify talent, assign dutiesaccordingly and providespecific feedback for capacitybuilding

Create a culture where talentis recognized, rewarded andnurtured

Take a strategic perspective toidentify the capability needsof the organization andnurture future leaders

Coaching, and Mentoring

Identify and manage teamdynamics effectively, andencourage teams to workacross boundaries such asorganizational, ethnic andreligious etc.

Promote teams to engage withpeople of diverse ideologies /diverse stakeholders acrossthe boundaries and listen totheir feedback and rationalizedecisions

Be an expert and effectivementor and create a culture ofcoaching and mentoring

Initiative and drive Initiate and drive staff to meetcitizens’ diverse needs, basedon an up-to-date knowledgeof needs, issues and relevantgood practices

Inculcate the 'initiate anddrive culture' and developstaff to be people oriented

Foresee the opportunities anddrive the team to exploit themto serve the public andrecognize and promote suchinitiatives

Driving highperformance

Engage team members toperform throughcollaboration for f betterresults

Drive high performing teamsaligned with commonorganizational goals

Recognize and reward highperformance for achievingstrategic targets

Providingopportunities forCapacity building andKM

Ensure that individual andorganizational learning anddevelopment opportunitiesare fully used to enhance selfand organizational capability

Empower the team for longterm development, promotecareer management for allstaff by providingopportunities for capacitybuilding and create a cultureof continuous learning anddevelopment and knowledgemanagement

Set a role model for continuouslearning and self-developmentwhile taking a strategic path forensuring continuous learningand knowledge sharing inbuiltinto the organizational culture

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3. Drive Competencies

a. Leading


Decision making Make and present impartialand correct decisions from awide range of incomplete andcomplex evidence and data

Manage self and others underhigh stress or adversity

Nurture a culture of rationalityand calm behavior

Communication Lead from the front andcommunicate with accuracy,conviction and enthusiasm inachieving the desired results

Shape, promote and manifestdesired organizational and thePublic Service values andculture by effectivecommunication whileengaging with differentstakeholders

Communicate a compellingvision, establish a cleardirection and uphold thereputation of the organizationand the Public Service

Delegation Plan work, delegate andcommunicate the criteria ofsuccess while beingresponsible and monitor thedetails of the plan

Provide autonomy within theorganizational policies andgive credit to the subordinateswhile being accountable

Create a culture of trust andempowerment amongst teammembers and expand thelimits of autonomy within thenorms of governance

Networking Build and maintain a networkof colleagues and stakeholdersto achieve progress onobjectives and sharedinterests

Create, maintain and promotea strong network ofconnections with colleagues,wider public service and allstakeholders fororganizational purposes aswell as for facilitatingconnected services

Build a strong network ofcollaborative relationships andeffective partnerships acrossthe Public Service and beyondincluding the policy and lawmakers

Innovation andcreativity

Seek out opportunities tocreate effective change bybeing responsive, innovativeand open to change

Build and contribute to aculture of innovation andallowing the staff to considerand take manageable risks bymaking use of optionaldelivery models

Absorb, accept and encourageinnovations in the organization

Team building Create enabling conditionsfor the team to perform at itsbest, promote team spirit anddefend the team when thingsgo wrong

Identify and use the potentialsand talents of team membersto build a versatile & cohesiveteam and establish norms forgroup behavior(rules of engagement) andchallenge when the norms areviolated

Inspire confidence and buildtrust in leadership andgenerate commitment to theorganization’s mission

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b. Governance


Organizational Knowledge

Understand details of AR andFR, political system, legalsystem, structure of publicsector, roles of public, privateand third sectors and knowabout the laws, rules andregulations related to one’s functional area

Thoroughly know details of AR and FR, political system,legal system, structure ofpublic sector, roles of public,private and third sectors andbe an expert on one’s own area

Be knowledgeable andsensitive to application ofrules and regulations in globalsetting.

Upholding publicservice values

Uphold values pertaining topublic service and showknowledge in human rightsincluding issues relating togender and development.

Promote values pertaining togood governance in the publicservice and appropriatelyaddresses behaviors that areinconsistent with such valuesi. e. wastage and corruptionsetc.

Champion resilience andresponsiveness to create aperformance culture by beingopen and honest aboutchallenges, and the actionsrequired to addressunexpected developments.

Practising GoodGovernance

Show awareness of goodgovernance principles andpractices and activelyengage in practicing goodgovernance

Design and practice regulatorymeasures which are aimed atestablishing good governancein a transparent manner whileproviding a high level ofhonest and impartial advice tothe government, clients andstakeholders

Serve as an exemplary leaderand impartial authority forgood governance practices.

Adopting participatoryapproach

Be aware of the potentials ofthe participatory developmentmodels and their benefits

Create and nurture a cultureof participatory development(and be a master inparticipatory developmentapproaches)

Be a master in policies andpractices of participatoryapproaches and adopt an opengovernment approach

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c. eGovernance


Applying eGovernmentfundamentals

Be aware of virtues andbenefits of implementation ofeGovernance policy, legal,technical standards andinformation security fororganizational eGovernmentsystems, and repercussions offailing to do so.

Fully aware of and implementeGovernance policy, legal,technical standards andinformation security.

Inspire and lead theimplementation ofeGovernance policy, legal,technical standards andinformation security inorganizational eGovernmentsystems.

Achieving GoodGovernance througheGovernance

Be aware of how the goodgovernance can be achievedby implementingeGovernment and beknowledgeable inacquiring/developingeGovernment systems.

Conversant in eGovernanceand realize good governanceand organizationaldevelopment throughimplementation ofeGovernance and be apractitioner of eGovernance

Champion good governanceand organizationaldevelopment throughstrategic use of eGovernmentacross the organization

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4. Deliver Competencies


Commercial awareness Has a commercial, financialand sustainable mindset toensure all activities andservices are delivering addedvalue

Discern economic and marketissues and use them topromote innovative businessmodels, commercialpartnerships and agreementsto deliver greatest value andensure tight commercialcontrols of finance, resourcesand contracts to meet strategicpriorities

Maintain a long-term andbroader economic and marketfocus in all activities of theorganization, competitors,and donors and work tostimulate economic growth byexploiting all possiblebusiness opportunities

Value for moneyConsciousness

Be aware of concept of VFM and use taxpayers’ moneyproductively, Eco-friendlyand ethically in the deliveryof public services

Instill a culture of value formoney within theirarea / function

Collaborate with governmentand other organizations toensure that the public servicemaximizes its strategic\outcomes within theresources available

Service QualityConsciousness

Be organized to achieveservice objectives and striveto improve the quality ofservice, taking account ofdiverse citizen needs andrequirements

Create a culture to deliver ahigh quality and efficientservices, applying programmeand project managementapproaches to supportservice delivery

Create an environment todeliver operational excellenceand innovate the mostappropriate and cost effectivedelivery models for publicservices by leveraging ondynamics of PPP

Speedy Service Consciousness

Aggressively work to achieveagreed goals, by criticallyfocusing on delivering timelyresults with energy andeliminating of junk workprocedures /junkadministration

Build the time based deliverydynamics in the team andprovide the focus and energyto drive activities forwardthrough others and encouragestaff to perform effectivelyduring challenging andchanging times by employingeffective systems

Build a time and results basedculture to deliver outcomeswith a firm focus onprioritization and addressingperformance issues resolutely,fairly and promptly

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4d model · 2017. 11. 7. · competency framework-4d model 2. develop competencies a. handling...

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