CSC Competencies Modified

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Competencies Levels Sample Behaviors

1 Exemplifying Integrity Basic Demonstrates trustworthiness by protecting sensitive or confidential information, following required procedures, and honoring

one's commitment to others or to the Commission.

2 Exemplifying Integrity Basic Acts under a defined sense of right and wrong, but may allow situational factors to influence one’s judgment.

3 Exemplifying Integrity Intermediate Identifies and differentiates ethical and moral principles and values from unethical or dishonest behaviors.

4 Exemplifying Integrity Intermediate Takes responsibility for own actions.

5 Exemplifying Integrity Intermediate Discusses ethical implications of professional work and recognizes limits of own ethical knowledge.

6 Exemplifying Integrity Intermediate Acts as a good steward of all public resources ensuring their efficient and effective use and maintenance.

7 Exemplifying Integrity Intermediate Avoids spreading gossip, rumor, and false information.

8 Exemplifying Integrity Intermediate Takes on a fair share of the work and acknowledges others to whom credit is due.

9 Exemplifying Integrity Intermediate Demonstrates honesty consistently in all situations or conditions.

10 Exemplifying Integrity Intermediate Takes independent action to correct situations that are in conflict with professional value.

11 Exemplifying Integrity Advanced Challenges alibis and misconceptions behind unethical or dishonest behaviors.

12 Exemplifying Integrity Advanced Spontaneously and reliably identifies complex ethical issues, analyzes them accurately and proactively addresses them (e.g.

ethical dilemmas or right vs. right and hierarchy of values)

13 Exemplifying Integrity Advanced Maintains confidentiality and protects the privacy of employees, customers, and the public.

14 Exemplifying Integrity Advanced Shows moral courage by doing the right thing even when it is not popular or by expressing disagreement when actions or

pending decisions would violate organizational and/or constitutional values, laws, and regulations.

15 Exemplifying Integrity Advanced Confronts peers and or offices regarding ethical problems or issues and deals proactively with conflict when addressing

professional behavior with others.

16 Exemplifying Integrity Advanced Adheres to appreciation of moral and ethical behavior, acting out of a strong sense of obligation, and considering right and wrong

in making decisions.

17 Exemplifying Integrity Superior Inspires others to act at the highest level of honesty and integrity.

18 Exemplifying Integrity Superior Inspires public appreciation for confidence and trust in the necessary work of government both through personal example and

agency policies, procedures, products and services that deserve such appreciation, confidence and trust.

19 Exemplifying Integrity Superior Demonstrates public service as a higher calling and an honorable profession, both through personal example as well as through

the principles that visibly guide the organization one leads.

20 Exemplifying Integrity Superior Establishes procedures and policies that support an organizational moral direction - advocating the principles of integrity and

honesty, setting clear and explicit standards of behavior, and ensuring aggressive and visible commitment in observing these.

21 Exemplifying Integrity Superior Provides accurate, current and understandable information to policy makers and citizens, exposing the implications of choice in

an unbiased fashion.

22 Delivering Service Excellence Basic Explains basic CSC rules, policies and service standards, e.g. recruitment processes, examination administration, administrative

discipline and other civil service matters.

23 Delivering Service Excellence Basic Provides correct, adequate and prompt information to customers as may be necessary.

24 Delivering Service Excellence Basic Refers to next-level supervisor all concerns beyond the scope of one’s work.

25 Delivering Service Excellence Basic Acts as the customers’ point of contact and avoids “passing” customers around unnecessarily.

26 Delivering Service Excellence Basic Shows sense of urgency in attending to customer needs and requests by considering commitment to turn-around time.

27 Delivering Service Excellence Basic Decides on simple queries/concerns within one’s jurisdiction

28 Delivering Service Excellence Intermediate Explains CSC’s structure and standards of service delivery and the turn-around time of delivery by the Unit to customers.

29 Delivering Service Excellence Intermediate Articulates service flow, service standards, and service pledges that are expected from the Division.

30 Delivering Service Excellence Intermediate Provides courteous, correct, adequate and prompt information to customers as may be necessary.

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31 Delivering Service Excellence Intermediate Takes extra mile in providing excellent customer service by consistently exceeding expectations established in the service level

agreement

32 Delivering Service Excellence Intermediate Initiates/recommends process improvements based on customers’ feedback.

33 Delivering Service Excellence Advanced Anticipates and identifies what stakeholders need and value based on knowledge of the CSC Road Map, strategies and scorecard;

customer satisfaction survey; latest industry practices and trends; and an in-depth understanding of the parameters and

conditions.

34 Delivering Service Excellence Advanced Provides advice and guidance to subordinates with regard to concerns elevated to their level.

35 Delivering Service Excellence Advanced Anticipates stakeholders’ needs and responds immediately.

36 Delivering Service Excellence Advanced Proactively comes up with solutions to manage stakeholders’ expectations.

37 Delivering Service Excellence Advanced Initiates improvements in service delivery based on stakeholder feedback.

38 Delivering Service Excellence Advanced Influence changes in system, practices or policies to attend to a customer’s unusual or outside-of-scope needs, cognizant that

the requirement does not impact the bureaucracy or organization processes adversely.

39 Delivering Service Excellence Superior Consistently exceeds stakeholders’ needs and expectations by keeping abreast with local and global best practices in the industry

and the condition/situation in the bureaucracy necessary to implement a successful change strategy.

40 Delivering Service Excellence Superior Directs the organizations towards the achievement of the service excellence platform in the entire bureaucracy based on the

Road Map.

41 Delivering Service Excellence Superior Consults CSC officials for the institutionalization of a service culture.

42 Delivering Service Excellence Superior Establishes parameters of authority within the CSC and empowers CSC leaders to manage CSC’s culture of service excellence.

43 Delivering Service Excellence Superior Offers additional services to customer as a result of analysis, appreciation and understanding of the customer’s goals, needs and

direction.

44 Solving Problems and Making

Decisions

Basic Identifies nature and various aspects of a problem and gathers and analyzes information relevant to the problem.


Decisions

Basic Follows standards and procedures to solve simple problems or arrive at a decision relative to or within one's job.


Decisions

Basic Effectively distinguishes which problems or issues will require the help or intervention of the immediate superior or appropriate

authority.


Decisions

Basic Follows defined steps or procedures, or uses past experience to gather and analyze information before offering conclusions or

making decisions.


Decisions

Basic Sources for the requisite data or information that will support or confirm accuracy and/or correctness and validity of one’s

decision.


Decisions

Intermediate Investigates, gathers, and organizes information in order to understand the problem or the dilemma before making decision.


Decisions

Intermediate Breaks down problems or dilemma into small components and examines them using analytical techniques before making

decision.


Decisions

Intermediate Distinguishes the musts and wants in a decision or choice dilemma and compares or matches these with available alternatives to

produce an accurate decision.


Decisions

Intermediate Demonstrates knowledge of the benefits and risks - both actual and potential - of a chosen decision by setting up or

recommending plans to mitigate this or strengthen decision.


Decisions

Intermediate Seeks guidance or support from others or appropriate channels in resolving difficult problems or decision dilemmas that are

beyond one’s jurisdiction or capacity.


Decisions

Advanced Creates or offers alternatives or outright decision to a problem, cognizant of the trends, patterns and related factors in the choice

and its effects to individuals or groups as well as existing policies or practices of the organization.

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Decisions

Advanced Seeks information from other sources who are not directly involved or not routinely consulted for their perspective but may be

useful to the study of the problem.


Decisions

Advanced Offers several alternatives to solve the problem, providing an analytical framework for weighing the pros and cons of proposed

solutions.


Decisions

Superior Identifies and analyzes patterns and trends to reveal new dimensions before presenting alternative solutions; and arrives at the

best and appropriate solution to complex problems.


Decisions

Superior Provides information that is not directly involved in the deviation but may be affected with the potential solutions identified to

resolve the situation or arrive at a solution.

59 Demonstrating Personal

Effectiveness

Basic Able to explain what needs to be done based on the instructions given to successfully complete assigned task.


Effectiveness

Basic Complies and performs given instructions or seeks clarification/guidance to successfully complete assigned task.


Effectiveness

Basic Focuses on assigned tasks, using available tools to keep track of status at regular intervals to ensure its completion.


Effectiveness

Basic Knows the importance of self-direction or self-motivation in the job; and maintains active personal energy and interest in

learning by responding positively to feedbacks and correcting or improving behavior based on the feedbacks.


Effectiveness

Intermediate Able to communicate and explain the task and its implications to team or office welfare.


Effectiveness

Intermediate Performs and completes given tasks, provides inputs on how the task will affect and influence team or office dynamics.


Effectiveness

Intermediate Performs assigned tasks, using available tools or processes to keep track of status and ensure that task completion matches with

team or office requirements.


Effectiveness

Intermediate Demonstrates awareness for need to balance work, family and personal life.


Effectiveness

Intermediate Accepts and participates in the activities or interventions recommended by one’s immediate superior, peers or appropriate

authorities relevant to one’s development opportunities.


Effectiveness

Advanced Able to communicate and explain the task or plan and their implications to the various offices in the Commission including how

each office's actions may affect its success.


Effectiveness

Advanced Performs and completes given tasks, providing inputs on how the task will affect and influence dynamics across offices or within

the Commission.


Effectiveness

Advanced Establishes personal goals that drive career plans and day-to-day activities/tasks to reach goals.


Effectiveness

Advanced Accepts personal and professional development as life-long process


Effectiveness

Advanced Sees role and career path within the large context of the organization and industry.


Effectiveness

Advanced Promotes and instills strong values and work ethics within the organization.


Effectiveness

Advanced Identifies personal value system, beliefs and convictions and aligns career/work with them.


Effectiveness

Advanced Seeks for strategies or authorities who can help coach or provide guidance in improving one’s performance, well being and

learning opportunities.

76 Demonstrating Personal Superior Able to communicate and explain the task or plan and their implications as well as ensure buy-in in the Commission or various

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Effectiveness agencies, taking into account potential variations across agencies that may affect their success.


Effectiveness

Superior Performs and completes given tasks, considering and addressing their potential impact, Commission-wide and across the

bureaucracy.


Effectiveness

Superior Acts as a role model for balanced work and personal life.


Effectiveness

Superior Creates a culture that fosters high standards of values and work ethics.


Effectiveness

Superior Instills mutual trust and confidence with/among groups and individuals.


Effectiveness

Superior Asks for and uses feedback to improve performance. Seeks and acquires new work methods, ideas, and information that will

improve efficiency and effectiveness on the job.

82 Speaking Effectively Basic Effectively listens to and understands instructions and can understand the information needs of others.

83 Speaking Effectively Basic Actively participates in discussions and is appropriately assertive in expressing own ideas.

84 Speaking Effectively Basic Knows where and how to get information in order to substantiate or prepare for one’s communication agenda.

85 Speaking Effectively Basic Aware of and can use basic communication tools or materials that can be used for giving and receiving information (i.e.,

coaching, conference room, handouts, audio visual equipment etc.).

86 Speaking Effectively Intermediate Clarifies as well as summarizes discussions, providing insights on underlying issues not readily obvious to the audience.

87 Speaking Effectively Intermediate Adjusts communication style according to the needs of the audience and/or situation.

88 Speaking Effectively Intermediate Takes into account others’ point of view, listening actively and asking questions to check for understanding of others’ inputs,

acting appropriately to non-verbal cues.

89 Speaking Effectively Intermediate Disseminates information accurately, sharing information and using established methods or channels to keep appropriate parties

informed.

90 Speaking Effectively Advanced Understands common conventions of language and grammar appropriate to professional settings and audience.

91 Speaking Effectively Advanced Chooses and uses the appropriate medium for the message and adapts spoken language to that medium.

92 Speaking Effectively Advanced Presents and discusses suggestions and proposals in English to superiors for the improvement of processes and procedures

proficiently.

93 Speaking Effectively Advanced Anticipates possible questions or objections from the audience and prepares materials or means to address it.

94 Speaking Effectively Advanced Disseminates Policy Guidelines and Resolutions to subordinates.

95 Speaking Effectively Advanced Confidently explains CS Law, rules and programs to External Partners/Client.

96 Speaking Effectively Advanced Devises improvements to communication systems, practices and style within and across teams/units/divisions in order to

improve clarity and reception of messages.

97 Speaking Effectively Superior States technical concepts in an understandable manner and uses appropriate supporting materials.

98 Speaking Effectively Superior Advocates Strategy Map regularly and effectively; and operationalizes broad objectives into accessible and understandable

language to help people identify their contribution in the organization.

99 Speaking Effectively Superior Promotes an open line and on-going communication to address issues and align efforts to organizational goals.

100 Speaking Effectively Superior Cascades strategy map of the Agency and builds support and buy-in.

101 Speaking Effectively Superior Presents to the Heads of Agency programs, projects and issues relative to their areas of responsibility for decision/resolution.

102 Speaking Effectively Superior Presents budget to Congress during Budget Hearings.

103 Speaking Effectively Superior Responds appropriately, accurately, and with confidence to challenging questions or comments.

104 Writing Effectively Basic Knows and uses basic business writing principles and rules such as sentence construction, rules in grammar, word usage and

spelling.

105 Writing Effectively Basic Seeks, identifies, and is able to distinguish the appropriate template or reference material that will be used as basis for writing

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correspondences.

106 Writing Effectively Basic Writes simple pro-forma communications such as Acknowledgment, Transmittal Letters, and Forms.

107 Writing Effectively Intermediate Knows and uses appropriate vocabulary, formats, and sentence formation to achieve cohesion in the composition of sentences.

108 Writing Effectively Intermediate Understands the advantages and limitations of email and designs written work to capitalize on the advantages.

109 Writing Effectively Intermediate Solicits feedback from superiors or experts on the appropriateness of the written material for a given audience.

110 Writing Effectively Intermediate Replies to Queries and prepares Memoranda, Presentations, Position Papers, Talking Points and Reports using templates,

references and research tools.

111 Writing Effectively Advanced Gathers relevant and appropriate materials for content; uses simple words and sentence construction; and presents logical

sequence of ideas in written communications.

112 Writing Effectively Advanced Recognizes the legal and regulatory requirements in written communications, and tailors written work for the intended purpose

and readers.

113 Writing Effectively Advanced Drafts Resolutions, Pleadings, Training Designs, Terminal Reports, and Speeches in compliance with agreed or prescribed

communication standards.

114 Writing Effectively Advanced Utilizes variety of visual elements such as graphs, charts, and illustrations to enhance understanding of the written content.

115 Writing Effectively Superior Understands and uses current trends in business writing styles and written marketing collaterals.

116 Writing Effectively Superior Identifies or benchmarks examples of effective written communication that can be used by the organization; and applies these

best practices in developing communication standards for the organization.

117 Writing Effectively Superior Undertakes in-depth research to develop policy guidelines and communication plan for written work and related protocols.

118 Writing Effectively Superior Keeps people informed about the changes and developments in organizational goals, strategies and performance through written

documentation

119 Championing and Applying

Innovation

Basic Recognizes and articulates the processes, methods, and services which need improvement and identifies the gaps and possible

improve points of such.


Innovation

Basic Demonstrates willingness in adapting to new approaches or technologies applicable to work practices/systems and can articulate

or defend the value of embracing these improvements.


Innovation

Basic Acknowledges and acts on suggestions/recommendations from others to simplify work processes or procedures compliant to

organization standards and policies.


Innovation

Intermediate Seeks information from other fields and/or areas to discover new approaches or alternatives applicable to current work or

organizational setup.


Innovation

Intermediate Seeks clarity on processes, methods, or work in order to discover possible modifications and/or improvement areas in the

existing systems and processes.


Innovation

Intermediate Challenges current or conventional practices, systems, or processes while considering trends, patterns, and the needs of the

times.


Innovation

Intermediate Makes practical improvements in one's job based on common sense, simple analysis, best practices or ideas.


Innovation

Advanced Builds on others' ideas to come up with original and new alternatives to put in place solutions that are beyond standard

approaches to work/service delivery.


Innovation

Advanced Identifies accurately when and where changes may be applied based on trends and patterns.


Innovation

Advanced Develops creative approaches or unique solutions to improve practices, systems, or services including the reduction and

management of risks.


Innovation

Superior Influences or inspires others to welcome and propose changes that improve organizational systems and processes.

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Innovation

Superior Supports and encourages innovations and creative thinking by championing the testing of new approaches

131 Planning and Delivering Basic Plans for personal and/or team activities or tasks based on office/division goals and strategies.

132 Planning and Delivering Basic Effectively prioritizes and schedules one’s own or division/office targets based on strategies to achieve the goals of the team.

133 Planning and Delivering Basic Effectively implements plans with minor unexpected obstacles or is able to control and correct deviations in plans immediately.

134 Planning and Delivering Basic Uses simple tools or methods to outline project tasks, and identifies responsible staff, schedule, resources, and time frame based

on project plan.

135 Planning and Delivering Intermediate Identifies and negotiates directions with stakeholders with the intent of prioritizing, sequencing and scheduling goals based on

communicated strategies of the organization.

136 Planning and Delivering Intermediate Effectively crafts or creates goals, strategies (measures) and targets and the tasks/activities in order to accomplish them,

identifying the resources needed and ways to monitor or control progress of plans.

137 Planning and Delivering Intermediate Creates or enhances tools and improves work planning and delivery methods and processes to ensure effective and efficient

execution of strategies to achieve goals.

138 Planning and Delivering Intermediate Efficiently executes and completes projects within stated and agreed criteria such as people, time, and budget resources

involved.

139 Planning and Delivering Intermediate Anticipates potential challenges and takes active role in controlling and optimizing resources and processes to come up with

preventive measures and ensure success.

140 Planning and Delivering Intermediate Coordinates with individuals or groups or seeks out partnerships to ensure that the implementation of various tasks/activities of

a plan succeeds.

141 Planning and Delivering Advanced Demonstrates ability to distribute and/or assign work to individuals based on their role or capability, effectively prioritizing and

scheduling their work to achieve goals.

142 Planning and Delivering Advanced Reviews and analyzes project proposals and/or plans of different units, ensuring their alignment to CSC mission and vision and

mitigating risks or conflicts in resources, schedules and implementation.

143 Planning and Delivering Advanced Develops or customizes project management approaches, methods, and techniques in project implementation in order to adhere

to stakeholders requirements.

144 Planning and Delivering Advanced Creates a structure for communicating and keeping abreast of projects to ensure that stakeholders are informed.

145 Planning and Delivering Superior Charts and sells key priorities and goals to stakeholders with the intent of prioritizing and scheduling plan of actions based on

communicated strategies.

146 Planning and Delivering Superior Creates strategic alliances to ensure that plans are aligned and relevant to the interests of other groups and their respective

organization strategies leading to attainment of goals

147 Planning and Delivering Superior Distinguishes between tactical and operational goals and strategies, redirecting or balancing resources so that the bigger or more

relevant plans take priority in execution while not necessarily forsaking other plans.

148 Planning and Delivering Superior Formulates policies, objectives, and structures, securing partners, resources and talent for the effective and efficient

implementation of projects within CSC.

149 Planning and Delivering Superior Validates appropriateness of projects within the commission, seeking their alignment to each other and to the overall strategic

imperative of CSC.

150 Planning and Delivering Superior Acts as project consultant by providing technical advice on project implementation.

151 Managing Information Basic Understands and complies with the set standards, policies and guidelines on the information management processes of the

organization.

152 Managing Information Basic Describes and distinguishes data or information that is relevant to the job and the value this brings to one’s functional role,

group or the organization.

153 Managing Information Basic Uses information channels and sources relevant to the job in order to identify data and transactions that need to be captured or

recorded.

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154 Managing Information Basic Uses available tools such as notebooks or computers to document, manage, retrieve and/or distribute data or information to

appropriate individuals, groups or parties.

155 Managing Information Intermediate Knows and can articulate the importance of having accurate, readily available, timely and relevant information.

156 Managing Information Intermediate Compares, recognizes and corrects discrepancies with multiple sets of data to balance records and facts, assessing the accuracy,

validity, and integrity of the information.

157 Managing Information Intermediate Evaluates information in a manner free of distortions, personal bias or conflicts of interests using effective information

management processes, tools and standards.

158 Managing Information Intermediate Provides information on a timely basis and in a usable form to others who need to act on it, ensuring the availability and

accessibility of organizational information resources.

159 Managing Information Advanced Identifies and implements improvements to information management processes and techniques as gathered from analysis and

observation of information.

160 Managing Information Advanced Facilitates the acquisition, design, or development of information management tools as a result of dialogue and analysis of

information needs or gaps of an individual, group or the organization.

161 Managing Information Advanced Ensures that resources are available and effectively deployed to maintain and/or sustain service delivery and to address

information needs of an individual, group or the organization.

162 Managing Information Advanced Keeps abreast of trends in information management programs and services.

163 Managing Information Superior Fosters the development of appropriate information assets and discipline in spite of absence or lack of tools or technology to

effectively manage information.

164 Managing Information Superior Identifies, develops, and articulates information management strategies and ensures that these are embedded within key

organizational processes.

165 Managing Information Superior Ensures information management activities are coordinated across the organization.

166 Managing Information Superior Drives value and constantly reviews the impact of information management strategies and policies into the organization and the

public sector, in general.

167 Managing Performance Basic Clarifies expectations with individuals or among group members about what will be done and how, and prepares the agreed work

plan or commitment with the individual or group.

168 Managing Performance Basic Effectively uses available tools to check and monitor the progress of staff or team members on goals and work, and to identify

opportunities to improve performance.

169 Managing Performance Basic Identifies steps individuals or team needs to make in order to improve performance, supporting them when they seek help and

providing the resources needed for the effective delivery of results.

170 Managing Performance Basic Enlists the help and support of immediate supervisor in obtaining information, resources, and training needed to accomplish or

correct the work of staff or group.

171 Managing Performance Intermediate Enhances tools and/or improves work monitoring and controlling methods and processes to get more accurate and relevant data

that will help improve performance.

172 Managing Performance Intermediate Creates new tools or methods for monitoring the status of projects by introducing new ways of tracking, reporting and analysis

to help direct and improve performance.

173 Managing Performance Intermediate Brokers and/or plans for people, material or technology resources needed to support the improvement of individual, team or

project performance.

174 Managing Performance Advanced Provides clear directions about performance expectations within offices by establishing clear linkages with the strategic direction

of the Commission.

175 Managing Performance Advanced Assesses the capability and readiness of the office and its individual members in supporting or fulfilling its goal relative to the

strategic direction of the Commission.

176 Managing Performance Advanced Implements or seeks recommendations on how to augment skill, structural or system gaps of the office in view of its contribution

to the strategic direction of the Commission.

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177 Managing Performance Advanced Spots the potential changes, updates or enhancement to the current performance management policies and guidelines

178 Managing Performance Advanced Actively engages in a discussion with the concerned individuals or groups to effect recommendations.

179 Managing Performance Superior Assesses and delivers the long-term people, material, technology and information requirements of the organization in order to

sustain, improve and elevate its level of performance.

180 Managing Performance Superior Demonstrates an awareness of the cause-and-effect or interrelationship of individuals or groups in the delivery of strategy and is

able to effectively intervene in their respective processes, methods and resources to improve their performance.

181 Building Commitment Basic Capitalizes on shared or common ideals or attributes of the team to get them moving to a common direction.

182 Building Commitment Basic Helps team members see the relationship of their interests to each other and to the proposed direction or action and guides them

towards achieving this or working for it.

183 Building Commitment Intermediate Capitalizes on differences in ideals and attributes of members in the team, using this to encourage sharing of knowledge, skills

and expertise and bring about synergies.

184 Building Commitment Intermediate Creates a culture where teamwork is nurtured, using innovative ways to create conditions for shared or collaborative contribution

across levels and functions.

185 Building Commitment Intermediate Sets up mechanisms to identify possible future challenges to effective teamwork and proactively removing those obstacles when

they arise.

186 Building Commitment Advanced Creates opportunities for interdependence within functional units in the organization when achieving goals, maintaining balance

between functional requirements, organizational interests and personal agenda.

187 Building Commitment Advanced Effectively communicates a compelling vision of the future and operationalizes these into actionable strategies to which everyone

can relate.

188 Building Commitment Superior Uses innovative ways to create conditions for shared working across levels and functions.

189 Building Commitment Superior Sets up mechanisms in place to identify possible future challenges to effective team and proactively removing those obstacles.

190 Building Commitment Superior Encourages sharing of experience, knowledge, best practices, facilitate synergies across functions.

191 Building Commitment Superior Builds teams that capitalize on varied but complementing expertise and encourages them to share expertise and bring synergies.

192 Developing People Basic Determines the skill, knowledge or attitude gaps of individuals or groups based on simple observation and analysis.

193 Developing People Basic Identifies or recommends available interventions such as training programs or knowledge or reference aids to address such gaps.

194 Developing People Basic Creates a safe environment where individuals and team members can openly share concerns about skills and its relationship to

their performance.

195 Developing People Basic Identifies the career and personal aspirations of individuals and supports this by providing or directing them to appropriate

channels or opportunities that will guide them to achieve such.

196 Developing People Intermediate Dialogues with individuals or groups to understand, identify, and/or present the actual knowledge, skill or attitude challenges and

builds team motivation to address such.

197 Developing People Intermediate Knows when and how to adjust or change interventions applied based on the personality and gravity of knowledge, skill or

attitude gap of individuals or groups.

198 Developing People Intermediate Creates own tools or partners with the appropriate group for guidance and/or creation of interventions designed to improve or

enhance the knowledge, skill or attitude of individuals or groups.

199 Developing People Advanced Leads in the development of policies, processes and/or mechanisms for identifying talent, managing and developing them and

preparing them for new or future assignments or responsibilities.

200 Developing People Advanced Uses creative ways of developing and inspiring talents such as Job Enrichment and Job Enlargement in order for them to become

more effective in their jobs or capable of taking on bigger and more significant challenges and roles.

201 Developing People Advanced Empowers talents to come up with their own solutions to performance or competency problems.

202 Developing People Advanced Provides talents with opportunities to exercise, share and apply newly learned skills.

203 Developing People Superior Leverages on investments made relative to training and development or involves self actively in investing on technologies in

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order to further talent development and thereby achieve

204 Developing People Superior Ensures talent accountability among constituents and supports them with tools or technologies that they can use or adopt for

developing talent

205 Partnering and Networking Basic Understands and can articulate the nature of businesses, systems, vision, mission and core values of partners or networks to

facilitate collaboration.

206 Partnering and Networking Basic Shows and encourages mutual respect in one’s dealings with partners/networks, providing assistance (e.g. sharing of information

or resources) to maintain good working relationships with people whose cooperation and support are important.

207 Partnering and Networking Basic Maintains contacts with people in different organizations who can be useful sources of information or resources and capitalizes on

these to deliver or enhance work outcomes.

208 Partnering and Networking Basic Monitors and acts on partnership arrangements to ensure that the objectives of the partnership remain on target.

209 Partnering and Networking Intermediate Identifies opportunities for collaboration by building productive and supportive relationships with partners/network to maintain

existing relationships and establish new ones.

210 Partnering and Networking Intermediate Listens to the contributions of partners, regardless of differences in opinions and recognizes areas of common interest to plan

and carry out joint initiatives.

211 Partnering and Networking Intermediate Establishes trust by participating fully on joint initiatives and assuming responsibility on commitments.

212 Partnering and Networking Intermediate Facilitates dialogue regarding common concerns and opinions; makes decisions through consensus; and proposes potential

actions.

213 Partnering and Networking Intermediate Sets up regular meetings in order to gather and respond to feedback on what is working, what needs are unmet, and how to

resolve specific problems.

214 Partnering and Networking Advanced Recognizes ways to reinforce and expand successful partnerships.

215 Partnering and Networking Advanced Practices win-win approach in resolving differences or conflicts.

216 Partnering and Networking Advanced Resolves conflict by anticipating concerns, constraints, or resistance from partners/network.

217 Partnering and Networking Advanced Stays alert and informed of political, cultural and religious issues in order to anticipate and respond appropriately to potential

problems affecting the partnership.

218 Partnering and Networking Advanced Forges agreements/understandings (MOA/MOU) with private and public sector partners to achieve common goals.

219 Partnering and Networking Superior Identifies, develops and leverages relationships with a diverse group of people across sectors, culture and race.

220 Partnering and Networking Superior Accepts and conforms with international protocol, etiquette and procedures.

221 Partnering and Networking Superior Seeks opportunities for collaboration with foreign partners by participating in international conventions/conferences/ gatherings.

222 Partnering and Networking Superior Engages international subject matter experts in the enhancement and conduct of learning and development programs.

223 Partnering and Networking Superior Offers assistance to international partners in the development of HR policies and programs.

224 Partnering and Networking Superior Ensures, promotes, and participates in joint problem-solving endeavors with international partners.

225 Partnering and Networking Superior Supports international organizations with different points of views to work together in meeting mutual goals.

226 Thinking Strategically Basic Is aware and articulates to others the CSC’s vision, mission, values, objectives and purposes as indicated in the CSC Strategy

Map/Road Map/Scorecard.

227 Thinking Strategically Basic Responds positively to the call or challenges in the CSC goals.

228 Thinking Strategically Basic Sets/prepares Individual Performance Commitment Review (IPCR) in the achievement of agreed targets and measures.

229 Thinking Strategically Basic Accepts and acknowledges deliverables in the IPCR.

230 Thinking Strategically Intermediate Explains and communicates the alignment of the roles and performance commitment of the Division or Unit to Office targets

based on CSC’s vision, mission, and values, as indicated in the CSC Strategy Map/Road Map/Scorecard.

231 Thinking Strategically Intermediate Reviews and reflects outcomes of decisions as basis for plans.

232 Thinking Strategically Intermediate Motivates Division members and recognizes their inputs and contributions in the achievement of targets.

233 Thinking Strategically Intermediate Links/Aligns IPCR with the Office Performance Commitment Review (OPCR) based on the CSC Strategy Map/Road

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Map/Scorecard.

234 Thinking Strategically Advanced Explains and communicates the alignment of the Office targets and strategies with the CSC short- and long-term goals and

objectives based on the CSC Strategy Map/Road Map/Scorecard.

235 Thinking Strategically Advanced Motivates personnel to work together to accomplish common goals within the Office and/or reward outstanding contributors.

236 Thinking Strategically Advanced Links/Aligns OPCR with the CSC Strategy Map/Road Map/Scorecard.

237 Thinking Strategically Advanced Calculates and manages risks in the implementation of Office Scorecard based on emerging and future trends.

238 Thinking Strategically Advanced Champions and consistently communicates Office plans and programs within CSC and/or the entire civil service.

239 Thinking Strategically Advanced Keeps line of sight between future directions and day-to-day transactional work to ensure that the office is able to balance work

for now and requirements for future policies and programs that needs to be undertaken to support the long-term vision of CSC.

240 Thinking Strategically Advanced Recommends and implements policies, programs and resources that are needed to remove barriers to performance in the office.

241 Thinking Strategically Advanced Continuously updates the performance dashboard of the office at real-time to have a source for key decisions affecting the office.

242 Thinking Strategically Advanced Applies the principles of “Plan-Do-Review” in the office to ensure achievement of the office’s plans and goals.

243 Thinking Strategically Advanced Reviews, recommends and implements approved plans to align culture and structure.

244 Thinking Strategically Advanced Through non-directive coaching, plans with staff their learning and development needs to ensure that they are equipped with the

right knowledge and skills to execute individual/office goals linked to the CSC goals.

245 Thinking Strategically Superior Directs and communicates the CSC Strategy Map/Road Map/Scorecard to the entire CSC organization.

246 Thinking Strategically Superior Influences the stakeholders and partner agencies in the pursuit of becoming Asia's leading center of excellence for strategic

Human Resource and Organizational Development (HROD).

247 Thinking Strategically Superior Directs CSC towards achieving short and long-term goals to form the overall Strategy Map/Scorecard.

248 Thinking Strategically Superior Calculates and manages risks in the implementation of CSC Strategy Map/Road Map/Scorecard based on political, economic,

social, tech-nological, environmental and legal changes and uses these knowledge to update, revise and come up with policies or

programs to achieve CSC goals.

249 Thinking Strategically Superior Champions and consistently communicates the rationale of CSC directions over-all plans and programs within CSC, as well as the

entire civil service.

250 Thinking Strategically Superior Understands implications of strategic actions, seeing the complete end-to-end system of value creation and ones role within it

and implementing this in a top-down governance capacity.

251 Thinking Strategically Superior Does not give up the long-term vision under the present-day pressure; takes a long-term perspective on problems and

opportunities facing CSC and the entire civil service.

252 Thinking Strategically Superior Removes barriers to performance by providing the required policies, systems, processes, programs and resources for the

implementation and achievement of CSC goals.

253 Thinking Strategically Superior Influences the setting up of a performance dashboard and uses this as a real-time basis for tracking performance and making

key decisions to improve the organization’s performance.

254 Thinking Strategically Superior Institutes the principles of “Plan-Do-Review” organization-wide to ensure that all plans are executed and reviewed to measure its

accomplishment and impact to CSC and the entire civil service.

255 Thinking Strategically Superior Champions the alignment of CSC’s strategy with its culture and structure to ensure smooth policy and program execution.

256 Thinking Strategically Superior Links learning and development, people management, and the leadership brand strategies to CSC Goals/Strategy/Roadmap.

257 Leading Change Basic Displays a positive understanding of the change and participates in its implementation by adhering to the applicable and

communicated processes, policies, or assigned work.

258 Leading Change Intermediate Understands and applies change management concepts in preparing work plans and activities for the unit.

259 Leading Change Intermediate Displays support for change by identifying and sharing own viewpoint on its benefits and potential but manageable risks and/or

consequences.

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260 Leading Change Intermediate Assists in the change management process - collecting information useful to manage the change, assessing people’s reception

and recommending alternatives to make the change implementation more appropriate and acceptable.

261 Leading Change Intermediate Proactively works to facilitate change within one’s functional area, removing barriers and providing support in providing clarity in

the change agenda and its benefits to one’s work.

262 Leading Change Intermediate Identifies and enlists the support of key individuals in the unit to move the change forward.

263 Leading Change Intermediate Serves as a personal model of the change that one expects of others by demonstrating commitment to innovation and

continuous improvement in work performance within the Division.

264 Leading Change Intermediate Solicits division members’ feedback about how the change effort is progressing and how they are doing in the process.

265 Leading Change Advanced Updates one’s self with relevant policies and issues that impact on the change management plan of the Office and makes

adjustments accordingly.

266 Leading Change Advanced Communicates the CSC change initiatives within one’s Department and motivates staff by projecting personal enthusiasm and

confidence that the change effort will succeed and encourages staff to perform their role effectively and efficiently as part of a

team when their services are tapped.

267 Leading Change Advanced Obtains and provides resources to implement change initiatives and works to make others feel ownership of the change.

268 Leading Change Advanced Demonstrates insight on possible changes across functions as a result of analytical thinking of current policies, practices and/or

processes that need improvement or are missing and need to be created.

269 Leading Change Advanced Creates enthusiasm for change, stimulating people or groups and encouraging them to look at the benefits, opportunities and

possibilities that can be realized in light of the change.

270 Leading Change Advanced Sets up systems, processes and policies for sustaining change, developing change agents and motivating people to accept and

implement similar practices.

271 Leading Change Advanced Defines the involvement of the office in the change intervention conducted by an external learning service provider (LSP)

sponsored by a foreign or local grant or aide.

272 Leading Change Advanced Gains the commitment of staff and ensures that own re-entry action plan (REAP) and those of the staff are implemented.

273 Leading Change Advanced Monitors self-compliance and those of the staff to the REAP and provides feedback to sponsor of the grant or aide as to how far

these are implemented at CSC.

274 Leading Change Advanced Comes up with sustainable action plan (SAP) for implementation at CSC and executes the recommendations coming from the

result of the change initiative.

275 Leading Change Advanced Develops and implements approved communication plan for successful information giving to all stakeholders before, during, and

after the completion of the change initiative.

276 Leading Change Superior Keeps abreast of relevant legislation, government policies and emerging issues, and ensures that the CSC is positioned to meet

current and emerging business/ government goals and demands.

277 Leading Change Superior Paints an exciting vision of the future and influences and empowers CSC leaders to implement the change agenda.

278 Leading Change Superior Communicates clearly the rationale of the change agenda.

279 Leading Change Superior Establishes context and communicates clearly the rationale of the change agenda.

280 Leading Change Superior Aligns programs and projects to ensure that they are in congruence with the overall change management plan.

281 Leading Change Superior Develops strategies to deal with resistance to change.

282 Leading Change Superior Provides resources to enable the change process to happen.

283 Leading Change Superior Gains the commitment of all key stakeholders (directors, division chiefs, and the ranks) early in the change process till the

implementation of its results.

284 Leading Change Superior Exhibits positive commitment and buy-in for people to see that the internal and externally-driven change initiatives have the full

support of the Commission.

285 Leading Change Superior Champions an organization-wide change program from inception to roll out for implementation.

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286 Leading Change Superior Evaluates the effectiveness, efficiency and impact of the change initiative or program and ensures that this is properly

implemented and sustained organization-wide.

287 Leading Change Superior Comes up with rewards and recognition program that will speed up the embedding of the output of the change initiative across

the organization and in ensuring that this forms part of CSC’s way of life.

288 Coaching for Results Basic Has basic understanding of performance coaching applying the Goals, Reality, Options, and Wrap Up (GROW) framework.

289 Coaching for Results Basic Knows the difference between directive and non-directive coaching and when it is best to use this in a coaching situation.

290 Coaching for Results Basic Understands the 10 components of the “Thinking Environment” principles.

291 Coaching for Results Basic Can differentiate between coaching, counseling and mentoring.

292 Coaching for Results Basic Knows and applies knowledge of different types of questions utilized in coaching.

293 Coaching for Results Intermediate Adheres to the concept of “coaching is coachee-driven” when conducting coaching sessions to staff in a division.

294 Coaching for Results Intermediate Encourages coachee to be aware, to take responsibility and independently think for both his/her destination and the journey to

reach his/her performance goal for the division.

295 Coaching for Results Intermediate Asks powerful questions that begins with what, when, who, how much and how many to make coachee understand the root

cause of long-standing issues or a situation that falls short of his/her superior’s expectation.

296 Coaching for Results Intermediate Exhibits belief that the coachee is the expert in finding a solution to his/her needs, issues and concerns related to work.

297 Coaching for Results Intermediate Uses questions to help people identify goals, reality, options, and what they will do.

298 Coaching for Results Advanced Listens with palpable respect and without interruption. The quality of attention given to coachee is helping coachee to generate

new thoughts and ideas.

299 Coaching for Results Advanced Treats each coachee as thinking peers, an equal with due respect to the capacity to think independently.

300 Coaching for Results Advanced Offers a genuine acknowledgement of a person’s qualities, and practicing a 5:1 ratio of appreciation to criticism.

301 Coaching for Results Advanced Encourages coachee to go to the cutting edge of ideas and not competing with the coachee for such ideas.

302 Coaching for Results Advanced Practices empathetic listening to allow coachee to release emotional tension to restore thinking.

303 Coaching for Results Advanced Supplies the facts to coachee that will enable them to think well.

304 Coaching for Results Advanced Uses questions to enable people to think more effectively and creatively.

305 Coaching for Results Advanced Motivates people to take positive actions towards achieving their goals and improving their performance.

306 Coaching for Results Superior Welcomes divergent thinking especially in group coaching, and valuing reward different thinking of different stakeholders in

several regions or offices.

307 Coaching for Results Superior Makes him or herself available as a resource to his or her direct reports to provide information. Helps remove obstacles to their

effectiveness and acts as a sounding board to generate new ideas for Commission or region-wide application.

308 Coaching for Results Superior Institutes a very thorough program of maintenance and reinforcement for CSC’s leadership brand from day 1 to support CSC’s

cadre of leaders to perform their function of leading, managing and developing their people to achieve corporate objectives.

Aligns his/her management style and behavior to the leadership brand of Coaching for Excellence and Integrity.

309 Coaching for Results Superior Provides the resources needed for leaders of CSC to embed and live the leadership brand.

310 Coaching for Results Superior Role models CSC’s leadership brand in all dealings/interactions internally and to the public.

311 Coaching for Results Superior Uses questions to help people to identify limiting assumptions and replace them with liberating assumptions that enable them to

achieve their goals.

Documents

CSC Competencies Modified