Principles of the. Career Management Structure

Transcription

1 Principles of the Career Management Structure for Procedural at the House Clerks of Commons September 2008

2 The House of Commons Stone This sculpture, known as a haut-relief, graces the House of Commons Chamber and was co-designed by Eleanor Milne and Maurice Joanisse and carved by Maurice Joanisse. The base stone which portrays an election campaign was designed and carved by Maurice Joanisse. The entire haut-relief was installed on the west wall of the Chamber in The artwork symbolizes the elected House of Commons. On top is a mythical figure a Janus who is addressing the present as well as looking back in time and forward to the future. The two figures in tilted oval frames represent the Leader of the Opposition on the right; and on the left, the leader of the governing party who is, of course, the Prime Minister. On the left and right hand sides of the image are twenty elected representatives composing a quorum the minimum number of Members required to constitute a meeting of the House. In the centre towards the bottom of the image sits the Speaker, the spokesperson and presiding officer of the House; at the top stands the Sergeant at Arms with the Mace in hand prepared to maintain order. In the centre of the image stands the Clerk, the custodian of the records of the institution, and adviser to all Members, and in particular, the Speaker. The House of Commons Stone is one of a series of twelve haut-reliefs depicting, in a symbolic and story form, the federal roles and responsibilities arising out of the British North America Act. They are all found in the Commons Chamber.

3 Principles of the Career Management Structure for Procedural Clerks at the House of Commons DEFINITION AND PURPOSE The Career Management Structure is an integrated approach to human resources management setting out how all Procedural Clerks are classified, appointed and promoted, and what mechanisms are available to employees for achieving their career objectives in the House of Commons. OB J E C T I V E S The objective of this Career Management Structure is threefold: 1. to provide the means for developing a corps of professional clerks who, by their education, experience and learning, will provide a high degree of expert advice and administrative support to the Speaker and Chair occupants, to Chairs and Vice-Chairs of committees and parliamentary associations, and to individual Members on the procedure, practice, privileges and operations of the House, its committees and parliamentary associations; 2. to provide a means for encouraging and recognizing capable and talented individuals; and 3. to develop human resources for management at all levels. ORGANIZATIONAL CONTEXT Clerks perform their assignments at the House of Commons within an organizational structure that is composed of three directorates and one executive office as described below. COMMITTEES DIRECTORATE The Committees Directorate supports all standing, special, legislative and joint committees of the House of Commons. This support includes providing advice on parliamentary procedure, practice and precedents as well as all the administrative, financial, technical and logistical assistance required for committees to meet their legislative and investigative objectives. This support is provided to Chairs, Vice- Chairs and all members of a committee in an impartial manner. The Directorate is also responsible for sending notices of meetings, for composing the Minutes of meetings, for preparing committee reports to the House and for archiving all official committee papers. During the study of legislation, the Directorate advises Chairs, Vice- Chairs and committee members on the procedural admissibility of amendments during clause-by-clause committee consideration and provides advice relating to committee proceedings. During the consideration of bills at report stage in the House, the Directorate House of Commons Procedural Services 1

4 Principles of the Career Management Structure for Procedural Clerks at the House of Commons ORGANIZATIONAL CONTEXT advises the Speaker and Members on the admissibility and selection of proposed amendments, and on appropriate groupings for debate and divisions. HOUSE PROCEEDINGS DIRECTORATE The House Proceedings Directorate has several component parts: Journals Branch The Journals Branch is responsible for the production of various publications, including the Order Paper and Notice Paper and the Journals of the House of Commons. It also produces the daily forms and other papers for use in the House by the Speaker, the Chair occupants, and the Table Officers. It is responsible for providing advice on parliamentary practice and procedure to Members of the House and Table Officers and answering general queries about House business. As the secretariat of the House, it acts as the custodian of the House s official records, including both paper and electronic information assets. The Journals Branch is also responsible for the coordination of Private Members Business, including petitions, adjournment proceedings, motions, bills, notices of motions (papers), and private bills. It manages the establishment and the replenishment of the order of precedence and provides support to committees charged with studying issues related to Private Members Business. The Page Program falls within the Journals Branch. The Pages selected each year assist several Page Supervisors in contributing to the smooth functioning of the Chamber and providing efficient service to Members of Parliament, the Chair and the Table. The Information Management Group is responsible for the coordination and support of information technology activities of Procedural Services and the development and implementation of strategies to effectively manage its information assets. It provides services to support and develop PRISM applications as well as expertise for the development of related projects for delivering new information services. It provides leadership and coordination within Procedural Services and across the House in the governance of parliamentary information service delivery. Table Research Branch The Table Research Branch is the centre of research, analysis and training on parliamentary procedure. Its mandate is to compile, 2 House of Commons Procedural Services

5 Principles of the Career Management Structure for Procedural Clerks at the House of Commons ORGANIZATIONAL CONTEXT catalogue, analyse, synthesize and publish information relating to the procedures, precedents and practices of the House of Commons and its committees; to provide information and advice on parliamentary procedure to the Speaker, the Table, Members and their staff, and other interested parties (public servants, academics, procedural officers in other jurisdictions in Canada and abroad, the media and the general public); and to develop and direct the procedural training and development of staff of the House of Commons and to coordinate procedural briefing and orientation sessions for Members and their staff, officers from legislatures in other jurisdictions and others. The Branch is also responsible for the creation of numerous Procedural Services Web sites and for the planning, design, layout and Web conversion of many Procedural Services publications. Finally, the Branch encompasses the Elections Readiness and Orientation Secretariat which provides support to the Elections Readiness and Orientation Program for the House of Commons. IN T E R N A T I O N A L A N D IN T E R P A R L I A M E N T A R Y AFFAIRS DI R E C T O R A T E The International and Interparliamentary Affairs Directorate (IIA) is responsible for the coordination of the Parliament of Canada s external relations and activities. IIA provides support to parliamentary associations and recognized interparliamentary groups (formerly known as friendship groups) and serves as secretariat to the Joint Interparliamentary Council. Such organizations provide an opportunity to Senators and Members of the House of Commons to participate in various parliamentary assemblies, symposiums, seminars, observation missions and various working groups meeting in Canada or abroad. IIA is also responsible for Parliamentary Exchanges which plans and coordinates visits abroad by the Speakers of the Senate and the House of Commons, as well as visits to Canada by their foreign counterparts, and administers the Parliamentary Officers Study Program. In addition, IIA provides support and expertise for all protocol functions (for example, arranging visits by heads of state and heads of government to the Parliament of Canada) and organizes all conferences officially hosted by Parliament. House of Commons Procedural Services 3

6 Principles of the Career Management Structure for Procedural Clerks at the House of Commons ORGANIZATIONAL CONTEXT EXECUTIVE OFFICE The office of the Deputy Clerk has one position which has typically been staffed by a Procedural Clerk. This position may involve executive assistant functions as well as responsibilities in the procedural and administrative domains. ST R U C T U R E O F T H E PROCEDURAL PROFESSION The procedural profession is composed of Clerks at both managerial levels and professional levels. At the professional levels, individuals are appointed as Procedural Clerks. PROCEDURAL CLERKS There are two levels for Procedural Clerks: the IPG-E and IPG-C levels. The criteria for the determination of these levels are set out in the Procedural Clerks Competency Profile found in the Appendix. The IPG-E level is the usual entry level to the procedural profession and newly-hired individuals are subject to a one-year probationary period of monitoring and feedback. At the entry level, knowledge is developed initially through formal training in parliamentary procedure and then through on-the-job training. In this way, knowledge of parliamentary procedure and administrative practices is demonstrated and applied through rotation to a variety of service areas within Procedural Services. Procedural Clerks at this level are not eligible for rotation to the office of the Deputy Clerk, the Private Members Business Office or the Page Program. At the IPG-C level, a thorough knowledge of parliamentary procedure and administrative practices is demonstrated and applied through experience in more complex assignments within Procedural Services. Individuals at this level usually take on leadership roles and undertake major assignments in a variety of service areas within Procedural Services. MANAGERIAL LEVELS In addition to the Clerk of the House and the Deputy Clerk, the structure of the procedural profession also includes managerial positions at the Clerk Assistant, Principal Clerk and Deputy Principal Clerk levels. All these managerial positions serve as Table Officers in the House of Commons Chamber. The responsibilities of these managerial levels are as follows: Clerks Assistant are responsible for all administrative and procedural matters for one of 4 House of Commons Procedural Services

7 Principles of the Career Management Structure for Procedural Clerks at the House of Commons ORGANIZATIONAL CONTEXT the three directorates within Procedural Services; Principal Clerks are responsible for heading a branch within Procedural Services or for overseeing major operational tasks; and Deputy Principal Clerks are responsible for one or more specific operational components within a branch or directorate. STAFFING T O T H E PROCEDURAL PROFESSION Appointment as a Procedural Clerk is to a level, not to a specific position. Usually, staffing is conducted by way of a competitive process which takes place when vacancies occur or when operational requirements demand staffing actions. Candidates for Procedural Clerk positions must meet certain basic entry requirements to be considered in a competition. Successful candidates are normally offered employment as a Procedural Clerk at the IPG-E level and are under probation or monitored for one year. A formal probationary review, or monitoring and feedback review, is also incorporated into the staffing process. BASIC ENTRY REQUIREMENTS The basic entry requirements for a Procedural Clerk at the IPG-E level are as follows: 1. Education A degree from a recognized university is required, preferably but not limited to law, history, political science or social science. 2. Language Individuals shall meet, in their second official language, intermediate levels of competency in writing and reading, and advanced levels in oral interaction (i.e., BBC levels). 3. Personal Suitability Individuals shall possess the potential to achieve the competencies set out in the Procedural Clerks Competency Profile found in the Appendix. PROBATIONARY REVIEW (OR MONITORING AND FEEDBACK) Newly-hired Procedural Clerks are under probation for a period of one year following the date of appointment. During this period, a systematic evaluation is conducted to ensure that they meet the basic competencies of a Procedural Clerk. A Probation Board reviews the progress of all newly-hired Clerks to ensure that they are being evaluated in an objective manner against the competency profile and that they are being assigned tasks upon which a clear assessment may House of Commons Procedural Services 5

8 Principles of the Career Management Structure for Procedural Clerks at the House of Commons STAFFING T O T H E PR O C E D U R A L PR O F E S S I O N be made. At the end of the probationary period, a recommendation is made by the Probation Board to the Career Management Review Board (see below) which will take the final decision. Those newly-hired Procedural Clerks who were already indeterminate employees of the House of Commons are subject to a monitoring and feedback review similar to the system described above. This monitoring and feedback review is in keeping with the Staffi ng Policy of the House of Commons. ME C H A N I S M S F O R CA R E E R MA N A G E M E N T The Career Management Structure for Procedural Clerks at the House of Commons offers employees opportunities to achieve enriching career objectives within the House of Commons. The components of this Structure are described below. WORK ASSIGNMENTS Procedural Clerks undertake work assignments under the supervision of a manager, usually a Deputy Principal Clerk or a Principal Clerk. The assignments are in conformity with the professional level of the Procedural Clerk and his or her experience. At the beginning of each assignment and from time to time, objectives will be set and expectations clearly explained. A periodic review of all assignments is conducted by management which may result in reassignments to meet a rapidly evolving environment. PERFORMANCE EVALUATION Each Procedural Clerk s performance is evaluated by their manager on an annual basis. The evaluation cycle for each procedural clerk at the IPG-E level is based on their anniversary date of hiring and maintained until they are promoted to the IPG-C level. Once the procedural clerk is promoted to the IPG-C level, the employee is integrated into the regular annual cycle (September to August of each year). The performance evaluation is based on objectives set at the beginning of the review period and on the competency profiles established for all Clerks at the IPG-E and IPG-C levels. Performance evaluations provide a basis for recognising performance, identifying areas for improvement and improving communications between the Procedural Clerk and the manager. These evaluations also serve as a basis for training and development, and for recommendations to the Career Management Review Board (see below) on rotations and promotions 6 House of Commons Procedural Services

9 Principles of the Career Management Structure for Procedural Clerks at the House of Commons ME C H A N I S M S F O R CA R E E R MA N A G E M E N T LEARNING AND DEVELOPMENT Based on the performance evaluation, recommendations may be made by the manager for specific learning needs for a particular Procedural Clerk. These may pertain, for example, to the use of information management tools. From time to time, training is also offered to Procedural Clerks for developmental purposes. This may take the form of specialized courses on such topics as leadership and supervisory skills, project management, or communication skills. CAREER MANAGEMENT REVIEW BOARD The Career Management Review Board (CMRB) meets to consider matters of rotation, promotion and probationary reviews. The Board consists of the Deputy Clerk and the Clerks Assistant. The Deputy Clerk will chair the Board and a representative from the Human Resources Directorate will serve as an adviser. The Procedural Clerk on assignment in the Deputy Clerk s office will serve as secretary to the Board. RO T A T I O N S Rotation is one of the principal means of ensuring the professional development of all Procedural Clerks and involves the systematic change of work assignments for the purpose of forming a pool of experienced, versatile Clerks able to perform a wide range of tasks. Rotation may involve a reassignment within Procedural Services or a secondment or assignment elsewhere within the House of Commons. Assignments beyond these parameters may be considered when appropriate to the profession. The CMRB shall meet at least once a year to consider requests and recommendations on rotation assignments. In selecting a candidate for rotation within the Procedural Services, the CMRB shall be guided by the following considerations: the operational needs; the candidate s performance evaluations; and the candidate s career objectives. Other assignments can be made to allow for greater flexibility in meeting operational requirements and to offer Procedural Clerks an exposure to different professional experiences. House of Commons Procedural Services 7

10 Principles of the Career Management Structure for Procedural Clerks at the House of Commons ME C H A N I S M S F O R CA R E E R MA N A G E M E N T Whenever a Procedural Clerk is on assignment outside of Procedural Services, an agreement governing the assignment will be drafted. Employees will receive a written evaluation report for the period of such an assignment. PR O M O T I O N The CMRB shall meet at least once a year to consider candidates for promotion. The Board shall consider for promotion to the IPG-C level, all Clerks at the IPG-E level. In considering Procedural Clerks for promotion to the IPG-C level, the CMRB will be guided by the following criteria: 1. (a) the candidate has served at least four years at the IPG-E level and has received four performance evaluations indicating global performance that meets expectations in two or more significantly different professional experiences*; or (b) the candidate has served at least two years at the IPG-E level and has received at least two performance evaluations indicating global performance exceeding expectations at the IPG-E level in two or more significantly different professional experiences*; 2. the candidate has demonstrated the desired level of proficiency for all competencies**; and 3. the candidate has met language requirements at the C level in all abilities. * Significantly different professional experience is generally but not exclusively interpreted as experience within another operational areas of Procedural Services. ** In instances where a competency has not been evaluated during the year where the candidate would be eligible for consideration for promotion, the last occasion on which the competency was evaluated would be taken into account. When the professional development of Procedural Clerks may be affected by leave associated with health conditions or pregnancy, or parental leave, or where it is determined that an accommodation measure is required, the Career Management Review Board will adopt a personalized case management approach with a view to allowing promotion opportunities to not be unreasonably delayed. Promotion to managerial positions is conducted by way of a competition. 8 House of Commons Procedural Services

11 Appendix Procedural Clerks Competency Profile Procedural Services

12 TABLE OF CONTENTS WH A T IS A C O M P E T E N C Y PR O F I L E?...3 HO W D O I R E A D M Y C O M P E T E N C Y P R O F I L E?...3 HO W C A N M Y C O M P E T E N C Y P R O F I L E H E L P M E?...4 HO W W A S M Y C O M P E T E N C Y P R O F I L E D E V E L O P E D?...4 CO M P E T E N C I E S...4 PROFESSIONAL KNOWLEDGE...5 CLIENT RELATIONS...6 ANALYTICAL AND RESEARCH SKILLS...7 PROJECT MANAGEMENT...8 ADAPTABILITY...9 COMMUNICATION...10 TEAMWORK...11 LEADERSHIP...12 PROFESSIONAL ATTITUDE AND SELF-MANAGEMENT House of Commons Procedural Services

13 WH A T IS A C O M P E T E N C Y PR O F I L E? A competency profile is a human resource management tool that is developed and used based on the belief that an organization is as effective as the people who are part of it. Since a competency profile indicates the essential competencies required to perform ideally in a job or a role, it includes all the information needed: to effectively recruit the best person for a job; to identify employees learning and development needs; to facilitate discussions on job performance; and to help employees plan and manage their careers. Competencies include the knowledge, skills, and qualities required to best perform in a position or role within an organization. What is unique about a competency profile is that it translates competencies into observable behaviours. HO W D O I R E A D M Y COMPETENCY PROFILE? This competency profile includes: the competencies that are essential for procedural clerk positions; a definition of each competency; and a list of observable, measurable behaviours associated with each competency. The competencies and behaviours are the same for both levels of the procedural clerk positions (IPG-E and IPG-C). However, the level of proficiency expected may be different for IPG-Es and IPG-Cs. For each competency, the desired proficiency level for IPG-Es and IPG-Cs is indicated in the lower right-hand corner of each page of the profile. The proficiency level scale below explains the different levels of proficiency expectations. Level of proficiency Description Basic Intermediate Advanced The person is able to demonstrate most of the behaviours associated with this competency, in predictable situations. The person is able to demonstrate most of the behaviours associated with this competency, in any given situation. The person is able to demonstrate all the behaviours associated with this competency, in any given situation. House of Commons Procedural Services 3

14 HO W C A N M Y C O M P E T E N C Y PROFILE HELP ME? You can use your competency profile in the following ways: You can prepare for performance discussions by reading your profile and highlight behaviours you demonstrate well and those you think you may need to improve. You can use your profile to determine the expected competencies for your position and to assess those you need to develop. By referring to the competency profile of a position for which you would like to apply, you can better understand the competencies and behaviours required for that job, and prepare accordingly: by working on developing the appropriate competencies; and by focusing on competencies and behaviours listed to prepare for a coming interview or test. HO W W A S M Y C O M P E T E N C Y PROFILE DEVELOPED? The Learning and Development team of Human Resources, in collaboration with Procedural Services managers, gathered data through consultations with employees. The data was analyzed and a first draft of the competency profile was produced. Managers and employees from all branches were asked to comment on the profile to ensure that it accurately reflects what is needed to perform well in this position. The next step involved analyzing the comments received during these consultations and making changes to the profile. Finally, a representative group of procedural clerks and their managers were asked to validate the profile which was finalized, incorporating further changes. CO M P E T E N C I E S 1. PROFESSIONAL KNOWLEDGE 2. CLIENT RELATIONS 3. ANALYTICAL AND RESEARCH SKILLS 4. PROJECT MANAGEMENT 5. AD A P T A B I L I T Y 6. CO M M U N I C A T I O N 7. TE A M W O R K 8. LE A D E R S H I P 9. PROFESSIONAL ATTITUDE AND SELF-MANAGEMENT 4 House of Commons Procedural Services

15 PROFESSIONAL KNOWLEDGE 1 To understand House of Commons operations, to behave in accordance with its environment and culture and to apply knowledge and techniques related to Procedural Services various areas. 1.1 Demonstrates knowledge of the rules of procedure, practices and precedents. 1.2 Demonstrates general knowledge of the theories and concepts relating to the areas of activity. 1.3 Demonstrates specialized knowledge relating to his/her assignment area and applies it to a variety of situations and matters. 1.4 Demonstrates knowledge of the operations, objectives, issues and priorities of his/her assignment area by aligning his/her actions with them. 1.5 Effectively uses information-related, administrative and logistical tools in order to perform his/her duties. 1.6 Contributes knowledge in the development of other Procedural Services areas by getting involved in special projects. 1.7 Provides expert opinions that reflect an understanding of the organizational environment and culture. 1.8 Maintains established standards of information quality. 1.9 Is familiar with the organization s structures and understands the reporting relationships within the House. Competency Proficiency Level IPG-E Basic IPG-C Advanced House of Commons Procedural Services 5

16 CLIENT RELATIONS 2 To interact with clients and offer them advice and solutions, while respecting HOC administrative guidelines and resources and parliamentary practice and procedure. 2.1 Proposes appropriate solutions to problems, highlighting the benefits and limitations of each. 2.2 Demonstrates creativity in addressing problems and presenting solutions. 2.3 Supports clients by providing them with information, tools and/ or training. 2.4 Remains sensitive to the political realities and issues of clients. 2.5 Treats clients with tact and seeks common ground to collaboratively address solutions. 2.6 Ensures services are delivered uniformly so that all political parties receive equal treatment. 2.7 Demonstrates and promotes understanding and respect for elected officials and parliamentary institutions. Competency Proficiency Level IPG-E Intermediate IPG-C Advanced 6 House of Commons Procedural Services

17 AN A L Y T I C A L A N D RE S E A R C H SK I L L S 3 To gather, identify and process data for the purpose of providing appropriate advice and information. 3.1 Identifies information that is relevant, reliable and necessary for his/her work. 3.2 Gathers information from the usual specialized reference tools, newspapers, online information systems and other pertinent and credible sources. 3.3 Demonstrates the skills necessary to gather useful and sufficient information from others. 3.4 Identifies the relative importance of components of questions or issues and understands their impact, in order to take appropriate action and/or provide suitable advice. 3.5 Develops and applies a methodology for assigned duties in order to achieve the best results based on appropriate data and relevant factors. 3.6 Reviews, analyzes, validates and synthesizes information, organizing it in keeping with the context, requirements and issues. 3.7 Recognizes relationships and trends in a situation or problem in order to identify the cause and propose logical solutions. 3.8 Accurately assesses the consequences and risks of answers, recommendations, opinions and proposed solutions. Competency Proficiency Level IPG-E Intermediate IPG-C Advanced House of Commons Procedural Services 7

18 PROJECT MANAGEMENT 4 To plan, coordinate and carry out activities efficiently. 4.1 Plans and coordinates activities and resources, in order to meet the deadlines and objectives set. 4.2 Accurately assesses the time required to complete work, considering the scope of the work, and sets/adjusts timeframes accordingly. 4.3 Uses work methods that maximize his/her efforts and contribution to clients and colleagues. 4.4 Defines parameters and proposes innovative methods to maximize the effectiveness of allocated resources. 4.5 Prepares appropriate documentation and keeps files up to date. 4.6 Prepares practical and efficient plans for implementing chosen options. 4.7 Anticipates potential issues that may arise in connection with assigned projects and prepares alternative plans. 4.8 Ensures the preparation and management of budgets and contracts. Competency Proficiency Level IPG-E Intermediate IPG-C Advanced 8 House of Commons Procedural Services

19 AD A P T A B I L I T Y 5 To demonstrate a favourable outlook on change, while helping others accept change. 5.1 Demonstrates, through his/her words and actions, versatility and an openness to change. 5.2 Identifies the positive aspects of change, thereby fostering a climate that helps others accept change, while maintaining their effectiveness. 5.3 Identifies the negative aspects of certain changes and proposes solutions to minimize those effects. 5.4 Quickly adapts to changes in assignments, issues, priorities and objectives. 5.5 Proposes and implements new ways of doing things, without prejudice to prevailing tradition and/or rules. 5.6 Provides information, encouragement, tools and/or training to help others adapt to new situations or systems. Competency Proficiency Level IPG-E Intermediate IPG-C Advanced House of Commons Procedural Services 9

20 CO M M U N I C A T I O N 6 To effectively process and convey information and ideas, in order to promote the attainment of desired results and good relations. 6.1 Demonstrates good listening skills. 6.2 Uses oral and written language that is adapted to the context and the audience. 6.3 Clearly and accurately expresses ideas, concepts and information. 6.4 Ensures that the meaning of the message is understood by all parties. 6.5 Keeps his/her colleagues and/or manager informed of the status of his/her files and projects. 6.6 Shows empathy and sensitivity in individual conversations, taking linguistic and cultural differences into account. 6.7 Demonstrates the presentation and facilitation skills needed to convey information, provide training or convince people. 6.8 Establishes and promotes information quality standards. 6.9 Ensures the quality of documents for which he/she is responsible Creates, maintains, solicits and nurtures his/her networks of internal and external contacts, in his/her area of expertise and in related areas Identifies the similarities among various viewpoints in order to enhance cooperation and help build consensus. Competency Proficiency Level IPG-E Intermediate IPG-C Advanced 10 House of Commons Procedural Services

21 TE A M W O R K 7 To form and nurture relationships based on professional interests and to collaborate proactively with others to achieve common goals. 7.1 Listens to and takes into account various opinions in discussions with others. 7.2 Understands and fully assumes his/her role and the scope of his/her responsibilities on the various teams and grasps the relationship between his/her role and the roles of others. 7.3 Promotes cohesiveness within work teams by making compromises when necessary and by respecting differences. 7.4 Shares with colleagues any useful information for carrying out and furthering the team s work and achieving objectives. 7.5 Recognizes colleagues expertise and does not hesitate to make use of it. 7.6 Supports colleagues in carrying out their duties as necessary. 7.7 Recognizes potential conflict situations in which he/she is involved, attempts to resolve them and requests assistance if necessary. 7.8 Recognizes situations that require the support of his/her superiors. Competency Proficiency Level IPG-E Intermediate IPG-C Advanced House of Commons Procedural Services 11

22 LE A D E R S H I P 8 To contribute to the development and direction of people and initiatives. 8.1 Helps colleagues understand their roles and responsibilities with regard to the projects he/she manages. 8.2 Coordinates the efforts of others when he/she is accountable for project results. 8.3 Takes initiative and makes sound decisions as part of his/her roles and responsibilities. 8.4 Guides and promotes the development of colleagues adapting to a new area of activity, by sharing his/her knowledge and providing them with feedback. 8.5 Assesses the performance of subordinates as required, and gives them constructive feedback when required. 8.6 Openly acknowledges and recognizes subordinates efforts and good work, when appropriate. Competency Proficiency Level IPG-E Intermediate IPG-C Advanced 12 House of Commons Procedural Services

23 PR O F E S S I O N A L AT T I T U D E AND SELF-MANAGEMENT 9 To possess the self-awareness and self-mastery skills necessary to constantly behave in a positive and professional manner. 9.1 Confidently and honestly assumes responsibility for his/her decisions and the consequences of his/her actions, and learns from his/her mistakes. 9.2 Exercises judgment and shows transparency in the decisions and actions he/she takes, so as to be able to justify them satisfactorily. 9.3 Perseveres in seeking solutions to problems despite obstacles and tight deadlines. 9.4 Is aware of and openly acknowledges his/her abilities and limitations. 9.5 Is aware of the things that bother him/her and is able to control his/her emotions in order to maintain a healthy working environment. 9.6 Is aware of the response he/she may elicit from others and chooses a suitable way of maximizing positive and minimizing negative responses, when appropriate, in order to maintain or increase his/her credibility. 9.7 Seizes opportunities to learn and develop his/her skills, by taking part in more complex projects with more experienced people. Competency Proficiency Level IPG-E Advanced IPG-C Advanced House of Commons Procedural Services 13

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