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Office of the Chief Human Resources Officer

Training/learning competency profile for Organisation and Classification Advisors

Introduction	3
The role of the Organisation and Classification Adviser	5
Activity levels	9
Training/learning competency profile	11

Introduction

Overview

Introduction

This section of the document presents an introduction to the Training/Learning Competency Profile for Organisation and Classification Advisers.

Purpose of profile

This competency profile was developed to identify the competencies that will be supported by the Training/Learning Curriculum for Organisation and Classification Advisers. It provides the information required to design training/learning objectives for each of the modules of the Training/Learning Curriculum for OC Advisers.

Development of the profile

The profile was developed through a series of consultation sessions with stakeholders. We consulted operational managers across Canada on their expectations concerning OC services. Similarly, Public Service Human Resources Management Agency of Canada (now the Office of the Chief Human Resources Officer) representatives provided input on their expectations concerning the delivery of the OC Program in departments and agencies.

A joint interdepartmental working group used these expectations to develop a profile that lists the competencies required to meet these requirements. The profile also includes behavioural indicators for each of the listed competencies.

The Personnel Psychology Centre provided advice and guidance on the process used to develop the profile and on the content of the profile.

A first draft of the profile was presented to the OC Community across the country for their validation.

Training/learning curriculum specific competencies

As the profile was designed for the purpose of creating a Training/Learning Curriculum, it only includes competencies that can be acquired through a training program designed for OC Advisers. Those who wish to use this profile for other purposes should review the process that was used to generate the profile as well as the content of the profile.

The competencies listed in this profile address the gaps that were identified during consultation with stakeholders. It is recognized that overlaps exist between some competencies, however, these competencies were retained to better prepare the community to remedy identified gaps and provide the level of OC service required.

Sections

The profile is divided into three main sections. These are:

Section 1: Role of the OC Adviser	The first section entitled Role of the Organisation and Classification Adviser provides the OCS perspective on the role of the OC Adviser within the federal public service.
Section 2: Activity levels	The second section entitled Activity Levels introduces the concept of “activity level”. That concept was used to structure the section entitled Training/learning competency profile.
Section 3: Training/learning competency profile	The third section entitled Training/learning competency profile introduces the seven competencies required to meet the expectations of operational managers and Agency representatives. It defines these competencies and lists behavioural indicators for each of them.

The Role of the Organisation and Classification Adviser

Purpose

This section presents the perspective of the Organisation and Classification Sector on the role of the OC Adviser.

Overview

This section of the competency profile describes the role of the OC Adviser in the federal public service of Canada and introduces the competencies that effective OC Advisers use in their job.

This section is based on the information collected by the OC Sector during its consultation with operational managers and Treasury Board Secretariat (TBS) colleagues held in the Spring of 2003. It reflects their expressed expectations concerning the OC Program.

A joint working group determined that the competencies identified below are those most essential to addressing the expectations of operational managers and the Office of the Chief Human Resources Officer.

OC Advisers contribute directly to the implementation of federal government priorities by providing expert advice on organisational design.

Together with their business partners, they create organisational structures throughout the public service that allow for the efficient implementation of government decisions.

Government priorities

They embody the public service values in all aspects of their work.

Departmental and agency priorities

Through their efforts, OC Advisers assist managers in the design of organisations that support departmental and agency programs and services that are firmly focused on results and on the needs of Canadian citizens.

The exercise of their expertise in carrying out their responsibilities has a direct and positive impact on government spending. Through their daily activities, and notably through their participation in the development of their organisation's business plans, they ensure that their department or agency organizes its work effectively and evaluates it accurately and responsibly by: eliminating duplication of effort, matching adequate resources to work and ensuring all aspects of work being evaluated are visible.

In so doing, OC Advisers contribute directly to the efficiency of their organisations and to the quality of services that these organisations provide to the Canadian public and the government.

Human resources priorities

Many Human Resources (HR) establishments depend on the work of OC Advisers for the completion of their mandate.

OC Advisers facilitate the recruitment and retention of staff through the development of organisational structures that take into account corporate priorities, support management requirements and human resource principles.

They clarify, highlight and evaluate the role of employees within an organisation by developing processes that ensure accurate descriptions of work to be performed. This provides the information essential to the establishment of organisational training, learning, official languages and staffing programs suited to the work performed by the department or agency.

They are key to the success of the Human Resources program in their department or agency.

Competencies

OC Advisers exercise seven core competencies in providing their service:

Analytical skills
Client service orientation
Communication skills
Consultation
Leadership
Management
Technical knowledge

Analytical skills

OC Advisers regularly conduct complex analyses that cover all relevant aspects, from the broad context of their organisations down to specific technical issues unique to their departmental/agency programs.

Client service orientation

They are service providers who use their creativity and flexibility to ensure that the product that they deliver is attuned to their clients' needs.

At the same time, OC Advisers know when to challenge their clients' assumptions and preconceptions. When appropriate, advisers are prepared to offer a range of innovative alternatives to address their clients' needs.

Communication skills

They use communication skills at a high level to inform, explain and adapt their message to ensure mutual understanding.

Consultation

OC Advisers work closely with a variety of people, cultivating partnerships with stakeholders and human resources community members. They use these networks to obtain and share the information they need to maintain the integrity of the OC Program and to provide an optimal service to their clients.

They consult a variety of bargaining agents' representatives to develop a common understanding of the objectives of the OC Program. The transparent approach that they use in their relations with bargaining agents contributes to the creation and maintenance of a positive workplace.

Leadership

OC Advisers are models, leaders who influence their work environment. They tutor, train, and mentor their colleagues and clients. They represent the interest of their organisation.

Management

They manage projects and the OC Program in a manner that takes into consideration strategic and people issues and identifies milestones, priorities, risks, and solutions.

Technical knowledge

OC Advisers are experts in their field. They have an in‑depth understanding of legislation, principles, practices, policies and techniques central to the OC function.

They have a thorough knowledge of their department or agency and the details of its mandate, programs, structure and culture.

Conclusion

In sum, OC Advisers make a major and direct contribution to the achievement of the priorities of government, of their department or agency and of their human resource programs.

They need to master the seven competencies mentioned above to be successful in their function.

They are a key element of the public service of Canada.

Activity Levels

Objective

This section of the document presents the concept of activity levels and explains how that concept is used in the training and learning curriculum for OC Advisers.

Introduction

In developing the competency profile for OC Advisers, the first task of the working group was to determine the number of activity levels that would be used for the profile and subsequently in the curriculum for OC Advisers.

Definition

An “activity level” is a grouping of job activities by degree of complexity and scope created to deliver parts of an organization and classification program and assigned to OC Adviser.

Why three levels?

The members of the working group agreed that three activity levels would best describe the manner in which departments and agencies organize themselves for the delivery of their OC Program.

The levels in general

The levels correspond to logical stages in an OC career. The training and learning curriculum for OC Advisers will include a module for each level.

The three modules of the curriculum will, therefore, provide a learning plan that will support OC Advisers throughout their careers.

The first level
The first level is an entrance level. It includes advisers who are beginning to work in organisation and classification and who are becoming acquainted with the field of human resources management. Employees at this level lend support to second and third level advisers. They have a certain autonomy in the work they perform, but in exercising that autonomy they benefit from the advice or direction of a supervisor or tutor.

The second level
The second level consists of advisers who are responsible for implementing an OC Program. They give advice and direction to their clients and have the necessary authority to make independent decisions within the structure of delegated authority in their organisation.

Level I competencies are a prerequisite to progressing to Level II.

The third level
The third level comprises employees who are responsible for managing an OC Program.

Goals of the three levels

Each of the seven competencies included in the profile has behavioural indicators that are appropriate to the three levels, where they apply.

The training and learning curriculum for OC Advisers will contain modules specifically created for each of the three levels. The successful completion of each module will lead to the level of mastery required at each activity level, in each of the seven competencies.

Training/learning competency profile

Introduction

This part of the document presents the seven competencies that will be supported by the Training/Learning Curriculum for the Organisation and Classification Advisers. These competencies are:

Analytical skills
Client service orientation
Communication
Consultation
Leadership
Management
Technical knowledge

Definitions and behavioural indicators

The profile includes a general definition and definitions by activity level for each of the seven competencies.

It also lists behavioural indicators by activity level for each competency. These behavioural indicators will be used to develop training/learning objectives for the Training/Learning Curriculum for the Organisation and Classification Advisers.

Note on level 2

It is assumed that people operating at level 2 will have already mastered the competencies necessary to perform at level 1.

Competency: Analytical skills

General definition
OC Advisers research, analyse and synthesize information in a meaningful way, taking into consideration various linkages and the ramifications for the organisation.

Definition by level

Level 1

Level 2

Level 3

Research and gather information, organize findings and identify critical issues

Analyse findings, identify ramifications, present options and solutions to achieve organisational and corporate requirements

Establish quality standards for analysis

Monitor and maintain departmental standards to ensure consistency and quality of final products

Behavioural indicators

Level 1	Level 2	Level 3
OC Advisers demonstrate their analytical skills by: researching and gathering relevant information, organizing findings and identifying critical issues, e.g. in relativity studies, cost analyses, grievance cases determining appropriate information to be provided to the client providing support to research on development of possible options for organisational changes, including cost analysis producing and preparing various types of analyses such as relativity studies and on‑site reviews performing on‑site reviews to ensure a better understanding of the work and coincidence of duties analysing, under guidance, work descriptions (WD) against appropriate classification standards to arrive at accurate and consistent evaluations drafting rationales under guidance	OC Advisers demonstrate their analytical skills by: analysing the organisation, mandate, structure, informal and formal decision patterns, business plan, resources and budget to recommend relevant and efficient options and solutions to clients, e.g. in an organisational design service determining appropriate information to provide to clients on options and solutions to classification issues, e.g. cost analysis researching and developing possible options on organisational changes, including cost analysis performing complete, accurate and consistent relativity studies researching similar organisations to identify relevant models of organisational structures, e.g. best practices producing comprehensive rationales and explaining them to stakeholders analysing WD against appropriate classification standards to arrive at accurate and consistent evaluations participating in the review of government and central agencies initiatives to identify potential effect on OC Program conducting environmental scans of the OC Program to forecast workload and resource requirements participating in the drafting of business case scenarios to achieve organisational objectives thoroughly identifying all potential impacts (internal and external) of grievance decisions identifying corrective measures in the context of the monitoring activities	OC Advisers demonstrate their analytical skills by: providing advice on the feasibility and implications of business plans to senior management and OC Advisers analysing trends in grievance decisions to determine if follow‑up action is required establishing standards for analysis that support the attainment of the OC Program's objectives establishing a training program for departmental/ agency OC Advisers that supports the development of their analytical skills reviewing new government and central agencies initiatives that could affect the classification program and identifying related departmental/agency policy requirements reviewing accreditation portfolios to recommend the approval of delegation of classification authority determining the level of efficiency of corrective measures and identifying required adjustments determining if all aspects of the departmental/agency OC Program are in line with the employer's policies and directives and identifying required corrective measures conducting environmental scans of the OC Program to forecast workload and resource requirements thoroughly identifying all potential impacts (internal and external) of grievance decisions

Level 1

Level 2

Level 3

OC Advisers demonstrate their analytical skills by:

researching and gathering relevant information, organizing findings and identifying critical issues,
e.g. in relativity studies, cost analyses, grievance cases
determining appropriate information to be provided to the client
providing support to research on development of possible options for organisational changes, including cost analysis
producing and preparing various types of analyses such as relativity studies and on‑site reviews
performing on‑site reviews to ensure a better understanding of the work and coincidence of duties
analysing, under guidance, work descriptions (WD) against appropriate classification standards to arrive at accurate and consistent evaluations
drafting rationales under guidance

OC Advisers demonstrate their analytical skills by:

analysing the organisation, mandate, structure, informal and formal decision patterns, business plan, resources and budget to recommend relevant and efficient options and solutions to clients, e.g. in an organisational design service
determining appropriate information to provide to clients on options and solutions to classification issues, e.g. cost analysis
researching and developing possible options on organisational changes, including cost analysis
performing complete, accurate and consistent relativity studies
researching similar organisations to identify relevant models of organisational structures,
e.g. best practices
producing comprehensive rationales and explaining them to stakeholders
analysing WD against appropriate classification standards to arrive at accurate and consistent evaluations
participating in the review of government and central agencies initiatives to identify potential effect on OC Program
conducting environmental scans of the OC Program to forecast workload and resource requirements
participating in the drafting of business case scenarios to achieve organisational objectives
thoroughly identifying all potential impacts (internal and external) of grievance decisions
identifying corrective measures in the context of the monitoring activities

OC Advisers demonstrate their analytical skills by:

providing advice on the feasibility and implications of business plans to senior management and OC Advisers
analysing trends in grievance decisions to determine if follow‑up action is required
establishing standards for analysis that support the attainment of the OC Program's objectives
establishing a training program for departmental/ agency OC Advisers that supports the development of their analytical skills
reviewing new government and central agencies initiatives that could affect the classification program and identifying related departmental/agency policy requirements
reviewing accreditation portfolios to recommend the approval of delegation of classification authority
determining the level of efficiency of corrective measures and identifying required adjustments
determining if all aspects of the departmental/agency OC Program are in line with the employer's policies and directives and identifying required corrective measures
conducting environmental scans of the OC Program to forecast workload and resource requirements
thoroughly identifying all potential impacts (internal and external) of grievance decisions

Competency: Client service orientation

General definition
OC Advisers provide services to clients in a manner that demonstrates creativity, flexibility, adaptability, and open‑mindedness. They challenge the expectations of their clients where these expectations exceed the potential of the system and offer a viable range of options to address the client's needs.

OC Advisers deliver a service or a product that is attuned to both the client's and corporate needs.

Definition by level

Level 1

Level 2

Level 3

Support the provision (under supervision) of services to clients in a manner that demonstrates creativity, flexibility, adaptability, and open‑mindedness

Deliver a service or a product that is attuned to clients' and corporate needs

Provide services to clients in a manner that demonstrates creativity, flexibility, adaptability, and open‑mindedness

Deliver a service or a product that is attuned to clients' and corporate needs

Manage the provision of services to clients in a manner that demonstrate creativity, flexibility, adaptability, and open‑mindedness

Lead the delivery of services or products that are attuned to clients' and corporate needs

Behavioural indicators

Level 1	Level 2	Level 3
OC Advisers demonstrate their client services skills by: providing basic information and advice on the OC Program to clients, using creativity where necessary to present information in ways that are adapted to the client requirements listening with an open mind to managers and employees to achieve an understanding of the work performed using flexible approaches to respond to expressed needs of clients for information explaining clearly to clients the potential of the OC Program in relation to their expectations respecting service agreements keeping all stakeholders informed throughout grievance processes	OC Advisers demonstrate their client service skills by: providing clear, accurate and consistent advice on all aspects of the implementation of the OC Program recommending organisational design options adapted to clients' needs using creativity to present information in ways that are adapted to client's expressed requirements ensuring that evaluation rationales are clearly understood by the client being creative and flexible in negotiating service level agreements acting in partnership with stakeholders to develop joint understanding and action on various OC issues using their understanding of client's organisation (mandate, vision, business plan,…) to anticipate clients' needs explaining to clients the extent to which the OC system can meet their expectations and proposing viable alternatives that address clients' expectations	OC Advisers demonstrate their client service skills by: using creativity in recommending organisational design options, including at the corporate level, that are well matched to the client business plan establishing, promoting and managing an Alternate Dispute Resolution (ADR) program as part of the classification grievance process, in close consultation with stakeholders ensuring that appropriate corrective actions are implemented as a result of a grievance decision or relativity study leading the establishment and delivery of training programs for OC Advisers that support the development of the client service orientation competency. establishing service standards in close consultation with stakeholders responding to the client requirements for reviews or central agency (e.g. employer) initiatives, e.g. generic WD, HR studies, resources issues promoting an in‑depth understanding among HR advisers of the departmental/agency business plan and its implications acting in partnership with stakeholders to develop joint understanding and action on various OC issues resolving situations where clients expectations have not been reconciled with the capacity of the OC Program to accommodate them

Level 1

Level 2

Level 3

OC Advisers demonstrate their client services skills by:

providing basic information and advice on the OC Program to clients, using creativity where necessary to present information in ways that are adapted to the client requirements
listening with an open mind to managers and employees to achieve an understanding of the work performed
using flexible approaches to respond to expressed needs of clients for information
explaining clearly to clients the potential of the OC Program in relation to their expectations
respecting service agreements
keeping all stakeholders informed throughout grievance processes

OC Advisers demonstrate their client service skills by:

providing clear, accurate and consistent advice on all aspects of the implementation of the OC Program
recommending organisational design options adapted to clients' needs
using creativity to present information in ways that are adapted to client's expressed requirements
ensuring that evaluation rationales are clearly understood by the client
being creative and flexible in negotiating service level agreements
acting in partnership with stakeholders to develop joint understanding and action on various OC issues
using their understanding of client's organisation (mandate, vision, business plan,…) to anticipate clients' needs
explaining to clients the extent to which the OC system can meet their expectations and proposing viable alternatives that address clients' expectations

OC Advisers demonstrate their client service skills by:

using creativity in recommending organisational design options, including at the corporate level, that are well matched to the client business plan
establishing, promoting and managing an Alternate Dispute Resolution (ADR) program as part of the classification grievance process, in close consultation with stakeholders
ensuring that appropriate corrective actions are implemented as a result of a grievance decision or relativity study
leading the establishment and delivery of training programs for OC Advisers that support the development of the client service orientation competency.
establishing service standards in close consultation with stakeholders
responding to the client requirements for reviews or central agency (e.g. employer) initiatives, e.g. generic WD, HR studies, resources issues
promoting an in‑depth understanding among HR advisers of the departmental/agency business plan and its implications
acting in partnership with stakeholders to develop joint understanding and action on various OC issues
resolving situations where clients expectations have not been reconciled with the capacity of the OC Program to accommodate them

Competency: Communication skills

General definition
OC Advisers interact with clients and colleagues to achieve effective understanding of the information to be conveyed and received.

OC Advisers inform, explain and adapt the information to arrive at mutual understanding.

Definition by level

Level 1

Level 2

Level 3

Understand various requests, and provide relevant information

Adapt the content of the information provided to ensure comprehension

Interact with clients and colleagues to achieve effective understanding of the information to be conveyed and received

Inform clients and stakeholders, explain and adapt the information to arrive at mutual understanding

Interact with clients and colleagues to achieve effective understanding of the information to be conveyed and received

Inform clients and stakeholders, explain and adapt the information to arrive at mutual understanding

Develop communication standards and ensure adherence

Behavioural Indicators

Level 1	Level 2	Level 3
OC Advisers demonstrate their communication skills by: interacting with clients in order to achieve effective common understanding of their needs building business-client relationships providing reports, information, and advice in a language that managers and employees understand, e.g. writing, critiquing and providing guidance on WD, information on processes, rationales, ratings, reviews and on‑sites explaining clearly and discussing their ratings at evaluation committees applying interview techniques in order to obtain information showing empathy towards the client's needs and requests using processes/tools to develop consensus among stakeholders	OC Advisers demonstrate their communication skills by: preparing communication plans and strategies adapted to the audience and objectives explaining service agreements, receiving feedback and confirming mutual understanding adapting the content of the information to their audience justifying the relevance of corrective actions and negotiating the acceptance of corrective actions using their contact with clients, colleagues (internal and external), and central agencies, to gather and share relevant information efficiently, e.g. relativity studies critiquing and providing guidance on WD in a style and a language that is adapted to their audience achieving common understanding of negotiated service agreements developing agreements and common understandings on HR resourcing and costing issues that may affect the organisation's business plans using the appropriate facilitation techniques to deliver training on OC issues facilitating meetings efficiently and effectively using appropriate coaching techniques to coach/tutor trainees	OC Advisers demonstrate their communication skills by: preparing communication plans and strategies with senior management related to OC initiatives and training programs using different communication tools to promote understanding of national standards, guides, policies, tools and procedures on OC issues justifying the relevance of corrective actions and negotiating the acceptance of corrective actions leading the communication of authoritative and functional advice on OC matters ensuring that changes to legislation, policies, rules, classification standards and their impacts on the department are communicated to and understood by senior management, employees and unions negotiating with senior management levels of services and resources required to implement the OC Program promoting and implementing horizontal and vertical communication strategies ensuring that the management team understands OC issues related to various scenarios considered during the making of a business plan and making clear recommendations during that process. establishing a departmental training program for OC Advisers that supports the development of required communication skills establishing and implementing the monitoring protocol for the application of communication standards and implementing corrective measures promoting an in‑depth understanding among HR advisers of departmental/agency business plan and its implications

Level 1

Level 2

Level 3

OC Advisers demonstrate their communication skills by:

interacting with clients in order to achieve effective common understanding of their needs
building business-client relationships
providing reports, information, and advice in a language that managers and employees understand, e.g. writing, critiquing and providing guidance on WD, information on processes, rationales, ratings, reviews and on‑sites
explaining clearly and discussing their ratings at evaluation committees
applying interview techniques in order to obtain information
showing empathy towards the client's needs and requests
using processes/tools to develop consensus among stakeholders

OC Advisers demonstrate their communication skills by:

preparing communication plans and strategies adapted to the audience and objectives
explaining service agreements, receiving feedback and confirming mutual understanding
adapting the content of the information to their audience
justifying the relevance of corrective actions and negotiating the acceptance of corrective actions
using their contact with clients, colleagues (internal and external), and central agencies, to gather and share relevant information efficiently, e.g. relativity studies
critiquing and providing guidance on WD in a style and a language that is adapted to their audience
achieving common understanding of negotiated service agreements
developing agreements and common understandings on HR resourcing and costing issues that may affect the organisation's business plans
using the appropriate facilitation techniques to deliver training on OC issues
facilitating meetings efficiently and effectively
using appropriate coaching techniques to coach/tutor trainees

OC Advisers demonstrate their communication skills by:

preparing communication plans and strategies with
senior management related
to OC initiatives and training programs
using different communication tools to promote understanding of national standards, guides, policies, tools and procedures on OC issues
justifying the relevance of corrective actions and negotiating the acceptance of corrective actions
leading the communication of authoritative and functional advice on OC matters
ensuring that changes to legislation, policies, rules, classification standards and their impacts on the department are communicated to and understood by senior management, employees and unions
negotiating with senior management levels of services and resources required to implement the OC Program
promoting and implementing horizontal and vertical communication strategies
ensuring that the management team understands OC issues related to various scenarios considered during the making of a business plan and making clear recommendations during that process.
establishing a departmental training program for OC Advisers that supports the development of required communication skills
establishing and implementing the monitoring protocol for the application of communication standards and implementing corrective measures
promoting an in‑depth understanding among HR advisers of departmental/agency business plan and its implications

Competency: Consultation

General definition
OC Advisers create and maintain rapport and partnership with stakeholders and community members in order to obtain and share information.

OC Advisers use interpersonal skills to negotiate partnerships and resolve conflicts.

Definition by level

Level 1

Level 2

Level 3

Support the creation and maintenance of rapport and partnerships with stakeholders and community members in order to obtain and share information

Create and maintain rapport and partnerships with stakeholders and community members in order to obtain and share information

Use interpersonal skills to negotiate partnerships and resolve conflicts

Lead, encourage, and promote the creation and maintenance of rapport and partnerships with stakeholders and community members aimed at sharing and collecting information

Lead more complex negotiations and conflict resolution cases

Behavioural indicators

Level 1	Level 2	Level 3
OC Advisers demonstrate their consultation skills by: using processes/tools to gather stakeholders' views under supervision, conferring with clients and internal and external stakeholders, to obtain and share required information to provide OC services e.g. grievances, relativity studies, WD establishing and maintaining rapport with stakeholders	OC Advisers demonstrate their consultation skills by: establishing, maintaining and using networks to confer with stakeholders, obtaining and sharing required information to provide OC services such as grievance resolution, monitoring, relativity studies conferring with stakeholders to resolve conflicts informally forming partnerships with stakeholders to attain the objectives of the OC Program involving other HR functions as required creating and maintaining tools and processes to ensure that required input is received and information shared creating processes that support the involvement of all stakeholders in informal resolution of conflicts	OC Advisers demonstrate their consultation skills by: leading the development and maintenance of rapport and partnership with stakeholders required to ensure that the OC Program fully supports the business plan of the organisation in accordance with the employer's policies and directives conferring with stakeholders on service agreements promoting and implementing horizontal and vertical consultation processes obtaining feedback from stakeholders on proposed or established processes, policies and initiatives creating and maintaining tools and processes to ensure that required input is received and information is shared creating and promoting processes that support the involvement of all stakeholders in informal resolution of conflicts creating and maintaining a training program for OC Advisers that supports the development of consultation skills obtaining and sharing information required to resolve more complex conflicts or conduct more complex negotiations meeting with clients, colleagues and stakeholders (e.g. central agencies representatives) to establish a framework for networking and the sharing of information

Level 1

Level 2

Level 3

OC Advisers demonstrate their consultation skills by:

using processes/tools to gather stakeholders' views
under supervision, conferring with clients and internal and external stakeholders, to obtain and share required information to provide OC services e.g. grievances, relativity studies, WD
establishing and maintaining rapport with stakeholders

OC Advisers demonstrate their consultation skills by:

establishing, maintaining and using networks to confer with stakeholders, obtaining and sharing required information to provide OC services such as grievance resolution, monitoring, relativity studies
conferring with stakeholders to resolve conflicts informally
forming partnerships with stakeholders to attain the objectives of the OC Program
involving other HR functions as required
creating and maintaining tools and processes to ensure that required input is received and information shared
creating processes that support the involvement of all stakeholders in informal resolution of conflicts

OC Advisers demonstrate their consultation skills by:

leading the development and maintenance of rapport and partnership with stakeholders required to ensure that the OC Program fully supports the business plan of the organisation in accordance with the employer's policies and directives
conferring with stakeholders on service agreements
promoting and implementing horizontal and vertical consultation processes
obtaining feedback from stakeholders on proposed or established processes, policies and initiatives
creating and maintaining tools and processes to ensure that required input is received and information is shared
creating and promoting processes that support the involvement of all stakeholders in informal resolution of conflicts
creating and maintaining a training program for OC Advisers that supports the development of consultation skills
obtaining and sharing information required to resolve more complex conflicts or conduct more complex negotiations
meeting with clients, colleagues and stakeholders (e.g. central agencies representatives) to establish a framework for networking and the sharing of information

Competency: Leadership

General definition
OC Advisers tutor, train, coach, influence their environment of work and integrate the corporate vision and values in all aspects or their work.

Definition by level

Level 1

Level 2

Level 3

Influence their environment of work, their colleagues and clients

Model corporate vision, integrity, ethics and the respect for diversity

Lead the work of teams by influencing others and supervising their work

Develop training materials, deliver training, tutor and coach

Model corporate vision, integrity, ethics and the respect for diversity

Establish learning objectives, influence the business plan, promote and model corporate vision, integrity, ethics and the respect for diversity

Behavioural indicators

Level 1	Level 2	Level 3
OC Advisers demonstrate their leadership skills by: promoting alignment of OC Program with business goals and organisational values eliciting support for new initiatives fostering acceptance of change	OC Advisers demonstrate their leadership skills by: identifying new approaches for organisational design to meet department requirements/business plan developing processes, procedures and guidelines to lead OC activities within the department taking a lead with stakeholders in influencing the design of implementation strategies and the negotiation of timelines for implementation initiating the development, and influencing the scope and direction of the training program delivering training related to the OC Program to clients, colleagues and stakeholders training, tutoring, coaching staff involved in the OC Program advocating and implementing new initiatives from central agencies in order to meet departmental obligations and responsibilities influencing and guiding the work of teams in the context of the monitoring program , identifying gaps and risks in the departmental/agency OC Program that are not addressed through the implementation of corrective measures, and promoting and influencing remedial action providing a work environment that fosters personal growth and job satisfaction	OC Advisers demonstrate their leadership skills by: identifying to senior management new visions and approaches and innovative alternatives for organisational design to meet department requirements/business plan overseeing and advancing the implementation of major initiatives and ensuring OC implications are understood and incorporated as necessary promoting, advocating and shaping an OC vision promoting the use of ADR and influencing the acceptance of related corrective actions establishing organisational learning objectives for the OC training program, e.g. for employees, tutors, coaches, and OC Advisers ensuring that the organisation has a training program for OC Advisers that supports the development of all competencies included in this competency profile influencing the department business plan via their advice on the feasibility and OC implications of various scenarios being considered representing the department in OC activities with other departments and central agencies developing OC accreditation standards/program championing at senior level the implementation of corrective measures to address issues that remain after other processes have been exhausted providing a work environment that fosters personal growth and job satisfaction

Level 1

Level 2

Level 3

OC Advisers demonstrate their leadership skills by:

promoting alignment of OC Program with business goals and organisational values
eliciting support for new initiatives
fostering acceptance of change

OC Advisers demonstrate their leadership skills by:

identifying new approaches for organisational design to meet department requirements/business plan
developing processes, procedures and guidelines to lead OC activities within the department
taking a lead with stakeholders in influencing the design of implementation strategies and the negotiation of timelines for implementation
initiating the development, and influencing the scope and direction of the training program
delivering training related to the OC Program to clients, colleagues and stakeholders
training, tutoring, coaching staff involved in the OC Program
advocating and implementing new initiatives from central agencies in order to meet departmental obligations and responsibilities
influencing and guiding the work of teams
in the context of the monitoring program , identifying gaps and risks in the departmental/agency OC Program that are not addressed through the implementation of corrective measures, and promoting and influencing remedial action
providing a work environment that fosters personal growth and job satisfaction

OC Advisers demonstrate their leadership skills by:

identifying to senior management new visions and approaches and innovative alternatives for organisational design to meet department requirements/business plan
overseeing and advancing the implementation of major initiatives and ensuring OC implications are understood and incorporated as necessary
promoting, advocating and shaping an OC vision
promoting the use of ADR and influencing the acceptance of related corrective actions
establishing organisational learning objectives for the OC training program, e.g. for employees, tutors, coaches, and OC Advisers
ensuring that the organisation has a training program for OC Advisers that supports the development of all competencies included in this competency profile
influencing the department business plan via their advice on the feasibility and OC implications of various scenarios being considered
representing the department in OC activities with other departments and central agencies
developing OC accreditation standards/program
championing at senior level the implementation of corrective measures to address issues that remain after other processes have been exhausted
providing a work environment that fosters personal growth and job satisfaction

Competency: Management

General definition
OC Advisers direct in a manner that shows consideration for strategic and people issues, identifying milestones, priorities and risks.

Definition by level

Level 1

Level 2

Level 3

Not applicable

Direct projects and teams taking into consideration strategic
and people issues. Identify milestones, priorities and risks

Direct the OC Program

Direct projects and teams taking into consideration strategic and
people issues. Identify milestones, priorities and risks

Behavioural indicators

Level 1	Level 2	Level 3
	OC Advisers demonstrate their management skills by: recommending organisational design scenarios and options that take into consideration departmental/agency priorities and other strategic issues and identify associated risks, HR/people issues, and milestones clarifying the roles and responsibilities of HR team members coordinating grievance committees taking into consideration management priorities identifying risks, strategic issues, and priorities through activities linked to the implementation of the OC Program e.g. monitoring, updating WD, implementing corrective measures and job evaluation negotiating service level agreements that reconcile competing priorities and generate reasonable workloads while respecting work/life balance identifying to managers cost implications and the human resources impact of options identifying and working with managers in the development of business cases that integrate strategic and people issues, and identify risks identifying needs for additional resources to achieve priorities and maintain reasonable workloads recommending resource levels required to address management expectations in a timely and sufficient way taking appropriate action to alleviate issues that may affect morale, increase stress or otherwise impact on the wellness of the work unit reviewing and recommending the approval of accreditation portfolios ensuring that activities of the OC Program are aligned with other departments and central agencies	OC Advisers demonstrate their management skills by: creating and directing an OC Program that supports the integration of strategic and people issues defining and monitoring service agreements in a manner that ensures priorities are met and that work loads are reasonable developing and approving policies, guidelines, performance standards and monitoring program in line with the employer policies and directives facilitating effective implementation of department business lines, e.g. via the approval of required policies, processes, and their recommendations concerning the implementation of efficient organisational structures directing and providing needed resources approving resource level required to address management requirement in a timely fashion ensuring implementation of corrective measures identifying risks, strategic issues, and priorities in the management of the OC Program promoting alignment of resource levels with departmental business plans ensuring that advisers are identifying the right managers and work with them in the development of business cases establishing and monitoring service standards managing the development and implementation of business cases for the OC Program that show how the program supports the departmental/agency business plan, identify risks, and set reasonable expectations directing the implementation of the OC component of approved business cases designing a recruitment plan to ensure departmental access to qualified OC Advisers taking appropriate action to alleviate issues that may affect morale, increase stress or otherwise impact on the wellness of those who implement the OC Program ensuring that management understand requirements for the implementation of corrective measures and risks associated with gaps that are not addressed reviewing and recommending the approval of accreditation portfolios

Level 1

Level 2

Level 3

OC Advisers demonstrate their management skills by:

recommending organisational design scenarios and options that take into consideration departmental/agency priorities and other strategic issues and identify associated risks, HR/people issues, and milestones
clarifying the roles and responsibilities of HR team members
coordinating grievance committees taking into consideration management priorities
identifying risks, strategic issues, and priorities through activities linked to the implementation of the OC Program e.g. monitoring, updating WD, implementing corrective measures and job evaluation
negotiating service level agreements that reconcile competing priorities and generate reasonable workloads while respecting work/life balance
identifying to managers cost implications and the human resources impact of options
identifying and working with managers in the development of business cases that integrate strategic and people issues, and identify risks
identifying needs for additional resources to achieve priorities and maintain reasonable workloads
recommending resource levels required to address management expectations in a timely and sufficient way
taking appropriate action to alleviate issues that may affect morale, increase stress or otherwise impact on the wellness of the work unit
reviewing and recommending the approval of accreditation portfolios
ensuring that activities of the OC Program are aligned with other departments and central agencies

OC Advisers demonstrate their management skills by:

creating and directing an OC Program that supports the integration of strategic and people issues
defining and monitoring service agreements in a manner that ensures priorities are met and that work loads are reasonable
developing and approving policies, guidelines, performance standards and monitoring program in line with the employer policies and directives
facilitating effective implementation of department business lines, e.g. via the approval of required policies, processes, and their recommendations concerning the implementation of efficient organisational structures
directing and providing needed resources
approving resource level required to address management requirement in a timely fashion
ensuring implementation of corrective measures
identifying risks, strategic issues, and priorities in the management of the OC Program
promoting alignment of resource levels with departmental business plans
ensuring that advisers are identifying the right managers and work with them in the development of business cases
establishing and monitoring service standards
managing the development and implementation of business cases for the OC Program that show how the program supports the departmental/agency business plan, identify risks, and set reasonable expectations
directing the implementation of the OC component of approved business cases
designing a recruitment plan to ensure departmental access to qualified OC Advisers
taking appropriate action to alleviate issues that may affect morale, increase stress or otherwise impact on the wellness of those who implement the OC Program
ensuring that management understand requirements for the implementation of corrective measures and risks associated with gaps that are not addressed
reviewing and recommending the approval of accreditation portfolios

Competency: Technical knowledge

General definition
OC Advisers demonstrate knowledge of legislation, OC principles, practices, policies and techniques and tools relevant to organisation and classification.

OC Advisers have a significant level of understanding of the work performed in the public service and the organisation they serve.

Definition by level

Level 1

Level 2

Level 3

Know basic OC principles and techniques and develop organisational awareness

Seek advice and direction as required

Apply OC principles and techniques

Coach and tutor trainees and other stakeholders

Seek direction in complex or unusual cases

Manage and direct the OC function

Are responsible for ensuring that methods and techniques are current and implemented

Monitor quality of work and ensure standards are maintained

Behavioural indicators

Level 1	Level 2	Level 3
OC Advisers demonstrate their technical knowledge by: using basic OC principles and techniques, and various HR systems (e.g. HRIS and PCIS), to provide consistent and accurate advice and OC services to clients providing basic advice and services that are adapted to the current environment of the client applying an understanding of a client's organisational structure and history to support activities related to the provision of organisational design services interpreting policies and procedures accurately and consistently to provide advice to clients (under guidance), e.g. central agency and departmental policies applying classification standards accurately and consistently writing, critiquing and providing guidance on WD preparing complete, accurate and consistent rationales, under guidance, and explaining evaluation results to colleagues, management and employees with guidance, providing advice that demonstrates an understanding of the business lines or plans of the organisation participating efficiently, under guidance, in evaluation committees undertaking relativity reviews/ studies/ analysis (internal and external), under guidance, and integrating results to the evaluation process ensuring complete files and documentation are prepared to meet central agencies standards, e.g. grievance files that cover previous decisions, classification files that include all required documentation establishing a Bring Forward (B.F.) system for grievances	OC Advisers demonstrate their technical knowledge by: using OC principles and techniques, and various HR systems (e.g. HRIS and PCIS), to provide consistent and accurate advice and OC services to clients identifying, designing and making recommendations on organisational structures that are suited to the delivery of the departmental/ agency business plan providing advice and services that are adapted to the current environment of the client interpreting policies and procedures accurately and consistently to provide advice to clients, e.g. central agency and departmental policies conducting reviews of positions and organizational structures as part of the monitoring framework suggesting alternative dispute resolution (ADR) processes or other informal practices to resolve potential grievances in accordance with the grievor's rights delivering training on classification grievances to clients and potential grievance committee members identifying potential impact (internal and external) of grievance decisions preparing complete, accurate and consistent rationales and explaining evaluation results to colleagues, management and employees participating in the development of the HR component of the business lines or plans of the organisation organizing and chairing evaluation committees undertaking relativity reviews/ studies/ analysis (internal and external) and integrating results into the evaluation process preparing impact analysis reports including cost analysis and identifying options to the client applying training and coaching techniques to provide guidance/training to trainees and other stakeholders monitoring the implementation of the OC Program and identifying and taking required corrective actions ensuring the integrity of classification data in the departmental HRIS linking their impact analysis reports/scenarios to other HR functions e.g. staffing, staff relations and training recommending changes to departmental policies and procedures to improve service delivery to clients identifying resources needed to undertake new initiatives and or projects	OC Advisers demonstrate their technical knowledge by: ensuring OC principles and techniques are adhered to in the provision of the departmental/ agency OC Program encouraging and supporting innovation in the identification, design of, and recommendations for organisational structures that are suited to the delivery of the departmental/ agency business plan providing authoritative expertise in organisational design providing advice on the feasibility and OC implications of departmental/ agency business plans establishing and promoting an ADR program as an alternative to the formal grievance process in accordance with the rights of the grievors establishing and maintaining a complete and efficient monitoring program for the implementation of the departmental/agency OC Program monitoring the application of corrective measures identified in the context of the monitoring program ensuring compliance with department policies, guidelines and service standards ensuring that all activities of the departmental/ agency OC Program are in line with the employer's policies and directives ensuring that appropriate OC training programs are developed and delivered for employees, managers, trainees, tutors and evaluators ensuring departmental compliance with the requirement for HRIS reporting developing the resources plan to carry out the department/agency OC Program developing and approving, in consultation with stakeholders, departmental policies and guidelines that are in line with the employer's policies and directives reviewing accreditation portfolios to recommend the approval of delegation of classification authority

Training/learning competency profile for Organisation and Classification Advisors

Contents

Introduction

Overview

Sections

The Role of the Organisation and Classification Adviser

Purpose

Overview

Government priorities

Departmental and agency priorities

Human resources priorities

Competencies

Analytical skills

Client service orientation

Communication skills

Technical knowledge

Conclusion

Activity Levels

Objective

Introduction

Definition

Why three levels?

The levels in general

Goals of the three levels

Training/learning competency profile

Introduction

Definitions and behavioural indicators

Note on level 2

Competency: Analytical skills

Competency: Client service orientation

Competency: Communication skills

Competency: Consultation

Competency: Leadership

Competency: Management

Competency: Technical knowledge