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People Management

Core Competency

Definition

People management is about creating the conditions and environment that allow people to work collaboratively and productively to achieve results. It’s about making sure that employees have the support, tools, and developmental opportunities they need, and that the GNWT workforce has the diversity in knowledge, skills, abilities, and experience it needs in order to meet current and future organizational objectives and the priorities of Northerners.

Why is it Important?

In order for the GNWT to succeed in its mandate, we must collaborate effectively not only with outside stakeholders and partners, but internally within the GNWT, our departments, and our teams. These relationships are also diverse and need to be managed effectively if we are to collaboratively reach our goals. This means creating a supportive and inclusive environment within our own teams that value different perspectives and ideas. As leaders, we need to ensure that our employees have the opportunities to develop the knowledge, skills, abilities, and experiences they need not only for their current roles, but for potential future roles with the GNWT. When we provide learning opportunities, this can involve sharing our knowledge, expertise, skills and perspectives as this can provide insight, and contributes to everyone’s increasing breadth of perspective and understanding. As expectations of the public service continue to change, we all need to continually grow and learn to keep our knowledge and skills current and stay ahead of new developments. If we are to attract and retain young Northern talent to the GNWT, we need to create an environment that is welcoming of new and innovative ideas, and that provides opportunities for professional growth, development, and leadership capacity. We need to invest in developing leaders so that the GNWT has the capacity to be healthy and successful in the future. Fostering our own growth and the growth of others will allow us to better meet the needs of Northerners, and make the GNWT a great place to build a career.

Behavioural Scales

1. Manages self and works well with others

  • Actively shares information, and listens and accepts others' points of view in an open and honest way.
  • Expresses opinions and supports group decisions, even if in disagreement with the final decision.
  • Identifies ways to support and encourage team members in accomplishing their tasks.
  • Recognizes when there is a conflict and respects the other person’s point of view.
  • Does not react defensively when offered constructive feedback.
  • Approaches new situations with a positive outlook, despite previous challenges or setbacks.
  • Resists temptation to act immediately without thinking, especially when feeling strong emotions (such as anger, extreme frustration, or high stress) and holds emotions back.
  • Shows curiosity or interest about new approaches, tools, methods and/or technologies in own field of expertise on the job.
  • Identifies a common purpose as well as differing perspectives, and raises them for discussion.

2. Acts as a key team player and supports learning in others

  • Shows appreciation for other’s contributions and speaks of team members in positive terms.
  • Sees the need and readily steps into co-workers’ tasks to help out when needed.
  • Shares knowledge with the team and colleagues to maximize their work performance.
  • Seeks feedback for personal development.
  • Responds to people’s concerns in a proactive manner that promotes long-term solutions.
  • Makes sure the group has all the necessary information.
  • Seeks information about new approaches, tools, methods and/or technologies in own field of expertise on the job.
  • Supplements ‘how to’ demonstrations or instructions with reasons, advice and guidance to build greater understanding.
  • Encourages an environment that fosters mutual support (e.g., reassuring others after a setback), and encourages others to learn from errors.
  • Demonstrates trust in employee’s skills and abilities to achieve goals.

3. Improves self and gives direction to others

  • Identifies ways to support, recognize, and encourage group members in accomplishing their tasks.
  • Looks broadly to identify and decide who should be in a team together. Brings together a diverse group of people who represent differing perspectives.
  • Asks questions, discusses or clarifies to verify that others have understood.
  • Actively seeks feedback from others and integrates the results into a personal action plan to address issues constructively.
  • Identifies opportunities for growth through on-the-job assignments and training programs.
  • Makes positive comments regarding others’ future potential: current and expected abilities, and/or potential to learn.
  • Tries to understand the relative strengths and weaknesses of others and finds ways to leverage the strengths.
  • Identifies appropriate resources based on organizational strengths and weaknesses, and aligns them with appropriate projects.

4. Stays current and gives constructive feedback

  • Publicly credits others who have performed well. Gets the talent of the groups involved recognized.
  • Ensures communication is ongoing and that practical needs of the group are met, especially as goals and objectives shift.
  • Supports development by providing specific, behavioural, constructive, and timely feedback regularly. Reaches agreement on expectations for future performance.
  • Stays current on a broad range of related topics with new tools, approaches, and/or technologies.
  • Evaluates strengths and weaknesses of others and provides them with well-supported growth opportunities.
  • Encourages others to pursue professional development activities and reassures others after a setback.
  • Provides resources to remove barriers to task accomplishment (e.g., tools, information, advice).
  • Obtains needed personnel, resources, and information for the groups involved, and uses them efficiently.

5. Motivates the team and acts as a coach / mentor

  • Protects and promotes the group’s and department’s reputation with outsiders.
  • Ensures that team members understand and support the vision, practical outcomes of the vision, and implications for the team.
  • Uses own enthusiasm and commitment to higher-level goals to motivate and guide others to achieve results.
  • Stays ahead of the curve and sees applicability of emerging approaches, tools, methods and/or technologies to meet the future needs of the business.
  • Provides feedback, coaching and mentoring to staff to help them meet performance expectations and development goals.
  • Consults with individuals and ensures appropriate and helpful assignments, formal training, or other experiences for the purpose of fostering learning/development.
  • Assists others in self-evaluation and self-awareness with the intent of fostering development.
  • Promotes the development of future leaders.

6. Plans for future human resource needs and learning

  • Fosters adaptability and creativity in others. Creates processes, programs or opportunities that encourage innovative practices.
  • Fosters continuous cross-organizational learning throughout the GNWT.
  • Encourages individuals to own and be accountable for their personal development.
  • Promotes organizational learning and development to ensure that the organization is well positioned to meet future leadership needs.
  • Creates the space for others to act decisively; manages one’s own impulse to interfere.
  • Identifies developmental needs across the GNWT Public Service and supports the development of new programs to meet them.
  • Creates structures and processes, such as recruitment and development for minority groups, team communications training, and preparing minority candidates for executive roles that enhance climate for a diverse workforce.
  • Ties workforce planning to future strategic plans and initiatives.