CORE
COMPETENCIES
PROFESSIONAL PATHWAYS / TECHNICAL COMPETENCIES
CORE VALUES
GOJ
Competency
Model
Developing Capability

The effective management of talent to ensure a diverse blend of capabilities and skills are identified and developed to meet the current and future business needs of the Public Sector.

Sub-competencies include, but are not limited to:

  • Coaching
  • Mentoring
  • Strength spotting
  • Gap analysis
  • Monitoring and evaluation
Professional Bands
BAND 1
  • Takes responsibility for the quality of own work and seeks opportunities for improvement through continuous learning/ feedback.
  • Identifies own skills, knowledge and behaviour gaps to inform development plan and discusses these with the line manager.
  • Takes time to achieve own learning and development objectives.
  • Improves own performance by taking feedback from colleagues.
  • Develops performance expectations andagreements with direct reports.
  • Deals with team or individual capability requirements and identifies gaps in capability thatimpact the delivery of current and future work.
  • Responds to the personal needs of the individuals in the team / develops others and promotes inclusiveness.
  • Manages data collectionon the L&D spend and makes this available in a readily understood format.
  • Manages own career and identifies own learning needs with line manager/ plans and carries out workplace learning opportunities.
  • Creates an inclusive environment, one from which all team member/s, including vulnerable and underrepresented groups can benefit.
  • Develops systems and processes to facilitate workplace-based learning and enforces these to build organisational capability.
  • Identifies capability requirements to deliver the MDA’s strategy and grows capability across all areas of the MDA.
  • Demonstrates continuous learning and self-development, evaluating own effectiveness and growth and planning next learning steps accordingly.
  • Engages with HR and other parties to analyse the data on L&D spend and uses this information to shift resources and target underserved areas of the MDA.
  • Develops and maintains organisational commitment to problemsolving, empowering people to experiment and achieve organisational results together.
  • Implements performance development systems and procedures to align employee capabilities with the MDA’s current and future priorities.
  • Operates with an acute awareness of inclusivity, equity, equality and fairness and builds capability strategies to support functions of all employees of the MDA.
  • Encourages development, talent and career management for all employees and makes learning a reality by encouraging and providing a range of development experiences.
  • Creates support systems and processes for employee development and the capability of the MDA.
  • Puts processes in place to determine the Return on Investment (ROI) on Learning and Development (L&D) and uses this information to make decisions that affect how money is spent.
  • Drives development of employee capability and ensures effective succession management practices.
  • Models and encourages a culture of lifelong learning and continuous improvement.
  • Builds a culture that factors in and values Return on Investment (ROI) for the Learning and Development (L&D) spend.
Return to The Inspiring Cluster
The Inspiring Cluster
light
Communicating Effectively
light
Working Collaboratively
light
Developing Capability
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