Whether you are using the Leadership and Management competencies or the SGEU competencies, most positions require at least one competency statement for each applicable competency. For example:
|Out-of-Scope||Communication||Customizes and adapts communication and discussion to appeal to the specific interest, need and level of audience.|
|SGEU||Communication||Ability to verbally provide clear, concise and accurate explanations of policies, procedures, entitlements and other information.|
Existing statements can be adapted or combined to suit the needs of the job. In addition to the skill, behavioural or personal attribute competencies, many jobs have position-specific knowledge requirements that may not be included in the competency profile.
competency statements are the knowledge, skills, behaviours or personal attributes an employee needs on day one in their new job. "Learn"
competency statements are expected to be learned or developed during an employee's probationary period and are not assessed as requirements within the staffing process. They are also further developed throughout an employee's career, and they support work planning, succession management, and career management.
Competencies are used as the foundation to:
- "Acquire" employees (Recruitment and Staffing);
- "Engage" employees (Probation and Work Planning); and
- "Grow" employees (Succession Planning and Career Management).
We use competencies as a measure to determine who we hire, how well an employee performs, and what strengths and development opportunities an employee requires in order to master new skill sets and move into new roles.
Recruitment and Staffing
"Bring" competencies are used throughout the entire recruitment and staffing process, from job ads to screening questions, exercises and interview guides to reference checks. See hire an employee for more information on recruitment and staffing.
Competencies are used throughout the onboarding and probationary period to guide the development, demonstration and assessment of an employee's performance in the position. Both "Bring" and "Learn" competencies for the position will inform these conversations. See probationary period for more information on in-scope and out-of-scope probationary period.
Employee work planning is an opportunity for an employee to have a conversation with their manager about the employee's work objectives, competency objectives, learning and development objectives, and career path.
The conversation includes:
- The competencies needed to achieve the current work objectives;
- A comparison of the competencies an employee has and the competencies an employee needs to develop to achieve the work objectives; and
- The competencies an employee wants to develop for future career goals.
See work planning
for more information on in-scope and out-of-scope work planning.
Succession Planning is the process of identifying the talent and competencies the organization needs, comparing it to the talent and competencies the organization has, and creating a plan to address the gaps.
"Bring" competencies are used in succession planning because the goal is to develop potential successors for future roles.
Contact your Human Resource Business Partner for more information. Career Management
Career Management is a lifelong, self-monitored process of career planning that involves choosing and setting personal goals, and formulating strategies for achieving them.
Competencies are used in career management as a measure of what is required to be successful in a specific role.
An employee can develop a plan to grow their competencies by selecting the "bring" competencies required to take the next step in their career journey and adding them to the learning and development objectives in their current work plan. See Access training and learning resources
for more information on learning and development opportunities within the Government of Saskatchewan.