Canada Mortgage and Housing Corporation

Competency Dictionary
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 Table of Contents

Competency Mapping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
Competency Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
The CMHC Competency Dictionary . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Understanding the CMHC Competencies . . . . . . . . . . . . . . . . . . . . . . 6

Behavioural Competencies:
Thinking Analytically . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Assessing and Managing Risk . . . . . . . . . . . . . . . . . . . . . . . . . 8
Building Collaborative Relationships. . . . . . . . . . . . . . . . . . . 9
Applying Business Acumen . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Communicating Effectively . . . . . . . . . . . . . . . . . . . . . . . . . . 11
Engaging, Motivating, and Developing Employees . . . . . . . . 12
Forward Thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13
Fostering a Growth Mindset . . . . . . . . . . . . . . . . . . . . . . . . . 14
Influencing with Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Leading Others . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16
Meeting Client/Stakeholder Needs . . . . . . . . . . . . . . . . . . . . 17

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 CMHC’s Competency Mapping
LEADERSHIP
JOB FAMILY SUB-FAMILY ROLE-BASED COMPETENCIES
LIST OF COMPETENCIES
COMPETENCIES COMPETENCIES COMPETENCIES Individual People
Contributor Leader
A Thinking Analytically
K Legal
Assurance J
& Oversight B E A Financial
Analysis G F B Assessing and Managing Risk
Risk &
I Oversight
Building Collaborative
C Relationships
Business J
Delivery B K G F D Applying Business Acumen

Will be defined in
*

Business
E Communicating Effectively

Services C A
the second phase
of rolling out our K J F
Engaging, Motivating,
competencies F and Developing Employees
Business
Strategy & D G H J F G Forward Thinking
Optimization
H Fostering a Growth Mindset
Knowledge &
Relationship E K G J F
Management I Influencing with Impact

K Economists
J Leading Others
Quantitative J
Analysis A E B Investment/
Treasury G F Meeting Client/Stakeholder
D Modelling/ K Needs
Analytics

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 CMHC’s Competency Framework
JOB FAMILY SUB-FAMILY ROLE-BASED LEADERSHIP
COMPETENCIES COMPETENCIES COMPETENCIES COMPETENCIES

Competencies Competencies Competencies Competencies for roles that

Assurance that are common that are common most closely involve managing, supervising
to a group to a sub-group related to an or influencing the work of
& Oversight
of jobs and of jobs within a employee`s role*. others in some way.
translate essential broader job family
accountabilities and include the
Business of the job family specific skills and
Delivery into concrete knowledge (know-
max
1
behavioural how) to perform
actions that effectively in a role. In addition to
Business support effective
performance. the competencies,
Services Individual People Our Values
Contributor Leader
articulate the
2 1 2 Specific skills Specific
Business max max max behaviours
Strategy & and behaviours skills and
employees
Optimization individual behaviours
contributors people need to embrace
must exhibit leaders and practice.
Knowledge & to support must exhibit
Relationship effective to support
Management performance. effective
performance.

Quantitative
Analysis *
Will be defined in the 1
max
1
max
second phase of rolling
out our competencies

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 The CMHC Competency Dictionary

The CMHC Competency Dictionary was developed through a review of CMHC’s existing competencies, interviews with Management Committee
members, and a review of CMHC’s Corporate Plan. Competency themes were articulated and benchmarked with other public sector and
financial organizations. Competencies were also drawn from Korn Ferry Hay Group Limited’s compendium of competencies which draws on
over twenty-five years of competency research and a database including over 1,200 competency models.

The Dictionary consists of behavioural competencies that have been clustered as follows:

DRIVING BUSINESS RESULTS PARTNERING WITH OTHERS MANAGING SELF LEADING PEOPLE

• Thinking analytically • Communicating effectively • Fostering a growth mindset • Engaging, motivating,

• Applying business acumen • Influencing with impact and developing employees

• Assessing and managing risk • Building collaborative relationships • Leading others

• Forward thinking
• Meeting client/stakeholder needs

WHAT ARE COMPETENCIES? WHAT ARE THE BENEFITS OF COMPETENCIES? UNDERSTANDING THE COMPETENCIES

Competencies are behaviours that help drive • Making better hiring decisions CMHC’s Competency Dictionary provides a
performance. When people can identify more • Focus learning and development where it will definition of each of the behavioural competencies.
clearly what is expected of them in terms of have the biggest impact For each competency, there is a proficiency scale
behaviours on the job, they can then do their job that describes the associated behaviours as they
better. Competencies provide a means of looking • Inform succession planning and talent increase in difficulty, scope and complexity.
at how people do their work focusing on those management decisions These scales establish targets for performance
characteristics that make a person ‘highly effective’. • Provide employees with feedback to understand and development.
Competencies look at the behaviours used to what is expected of them and help improve
attain results and offer a consistent way to their performance
evaluate those behaviours for current performance
and future development goals.

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 Understanding the CMHC Competencies

Competency Proficiency
The scale for each competency describes the behaviour associated with that competency – what the competency “looks like” – moving from the
least complex, foundational behaviours to the most complex, expert behaviours.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

Awareness and ability to apply Some understanding Solid understanding Deep understanding Complete understanding and
the competency in routine and ability to apply the and ability to apply the and ability to apply the ability to apply the competency
work situations. competency in routine and competency in most competency in a full range creatively in the most complex
varied work situations of work situations. of work situations. situations.
limited difficulty.

EXAMPLE: Fostering a Growth Mindset

Definition: Is curious, open-minded, and engaged in one’s own development to build the skills needed for today and in the future. Recognizes
personal strengths and development needs, taking the necessary steps to improve current job performance and to meet future career objectives.

LESS COMPLEX MORE COMPLEX

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

Is a willing participant in Reflects, analyzes and learns Actively pursues Anticipates future needs of Goes beyond the context of
planned learning activities. important lessons from past focused development. the organization and identifies one’s current job to identify and
performance (both successes opportunities to learn new engage in learning opportunities
and challenges/mistakes). things/acquire new skills to that will facilitate the achievement
meet future needs associated of one’s career development
with one’s job. objectives.

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 Behavioural Competencies
Thinking Analytically
Definition: Thinks through issues by separating out the parts of the problem or situation and thinking things through systematically. Brings in
a range of considerations and traces the implications of a situation step-by-step, identifying options, thinking through possible consequences,
setting priorities, and making sound decisions based on this analysis.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

• Breaks problems into simple lists • Recognizes and reviews the relevant • Defines and confirms the nature • Uses analytical techniques to • Makes very complex plans or analyses.
of tasks, activities or issues to factors of a situation or problem. of the problem; looks at it from break a complex problem into • Breaks multidimensional abstract
be addressed. different angles and considers component parts. problems into component parts to
• Sees basic relationships.
alternative solutions before moving • Identifies root causes and underlying determine the role that different
• Makes a list of items with no • Breaks apart a problem and links forward with a plan to resolve it. issues to be tackled. parts of the system play so new
particular order or set of priorities. together pieces with a single link.
• Identifies several likely causes solutions can be derived.
• Uses basic judgment to determine • Asks the right questions, investigates
• Identifies the cause-and-effect of events or consequences of a
what information is needed to alternate hypotheses and remains • Uses multiple analytical techniques to
relationship between two aspects situation, considering within and
assess a situation. curious in order to identify the identify several solutions and weighs
of a situation (A leads to B). outside own area of work. important factors. the value of each in the context of
• Uses available information from • Organizes tasks or issues in terms • Breaks down a problem into smaller CMHC and government priorities.
varying sources. • Considers the larger context
of priority. parts and makes multiple causal (i.e. the Sector, the broader • Demonstrates advanced problem-
• Follows established procedures • Analyzes pros and cons and links (e.g. A leads to B leads to C). organization), as well as socio- solving skills used to make decisions
to address problems. establishes basic priorities and • Anticipates obstacles or risks economic factors in identifying even when situations are ambiguous,
relationships. inherent in a suggested plan of root causes. data is incomplete or conflicting,
• Assesses the strengths and action and devises appropriate and results may be unknown for
weaknesses of arguments to judge strategies to mitigate their impact. a number of years.
their merits or validity, as well as • Considers the impact of problems • Applies fresh insight into problems
the actions to take. on CMHC, given the current or opportunities not obvious to
direction and climate. others and evaluates the impacts
on projects, strategy and/or people.
• Makes sound decisions based on
thoughtful analysis, including • Recognizes the repercussions of
associated risks. complex problems and decisions
both in the current context and
in the near future.

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 Behavioural Competencies
Assessing and Managing Risk
Definition: Identifies, assesses and manages risk to ensure excellent outcomes are achieved for CMHC, its clients and stakeholders. This involves
recognizing when sufficient information is obtained, considering available evidence, weighing the consequences of decisions or strategies in the
context of the desired outcome, and exploring new possibilities to create even better outcomes.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

• Makes and implements routine • Makes decisions in a vague situation. • Makes time-sensitive decisions that • Makes and implements decisions • Makes and implements strategic
decisions in a timely manner. may impact others even when only having impact beyond the team decisions in very ambiguous
• Recognizes conflicting data when it
limited information may be available, where required information is situations based on principles,
• Consults and seeks necessary surfaces and determines appropriate
but is sufficient enough to exercise incomplete, contradictory and/or values and sound business
information on which to base response in a timely manner.
solid judgment. ambiguous. arguments.
decisions, including known risks. • Uses sound judgement in making
• Evaluates potential risks associated • Makes a reasoned selection • Champions initiatives with significant
• Confidently deals with straight- decisions: is comfortable making
with decisions, recognizing the between methods, systems or potential paybacks, and possible
forward situations. decisions when experience and data
impact on team members, and procedures where guidelines are adverse consequences, based on an
point to a logical direction, even
• Selects solutions based on pre- explores different possibilities broad, balancing risks and assessment of the risks and benefits,
though all information may not be
identified alternatives or known and approaches as required. opportunities. overall business impact.
available.
options.
• Acknowledges personal • Takes informed, calculated risks by • Integrates risk management into
• Gathers information to understand
• Understands when an “80% responsibility for outcomes of drawing upon experiences in other program/portfolio management and
the probability of success,
solution” is sufficient and acts decisions made under pressure. organizations/sectors to create and organizational planning, facilitating
overall benefits and consequences
accordingly. implement breakthrough solutions the identification of strategies that
of failure. • Makes the right decision: stays true
• Is aware of the importance of for CMHC. will navigate risks/opportunities,
and is not influenced by undue
• Makes the appropriate decision and disrupt the status quo.
risk management as part of interferences or threats. • Makes decisions having significant
given what is known at the time.
decision-making. consequences that are favourable • Transforms the organization by
• Acts promptly and with confidence
for the organization and consistent assessing risks and leveraging
when a situation requires a quick
with CMHC’s values and can opportunities in order to increase
decision.
withstand public scrutiny. the value of business solutions.
• Keeps composure during difficult
• Puts systems in place to proactively
times and acts decisively to resolve
monitor risks and determine
business issues.
acceptable risk tolerances.

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 Behavioural Competencies
Building Collaborative Relationships
Definition: Works with team members, stakeholders, and partners with the intent of creating a climate for collaboration across organizational
boundaries to achieve the goals and priorities that are important to CMHC. Identifies opportunities and develops strategic relationships (internal
and external) to share plans, information, resources and ideas in order to achieve results.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

• Cooperates and communicates • Genuinely values learning from • Builds a collaborative environment. • Creates cross-boundary • Creates strategic client and
with peers. others’ input and expertise. collaboration. stakeholder partnerships.
• Brings in colleagues from another
• Ensures all group members or • Asks colleagues for advice and area of CMHC or others from an • Uses own enthusiasm and • Assures long-term sustainability of
relevant colleagues have relevant input to help form specific decisions external group, who can provide an commitment to higher-level goals effort and commitment on the part
and useful information. or plans. immediate contribution and value to motivate and guide others to of key clients and stakeholders.
to the task. achieve outcomes. • Wins the hearts and minds of
• Does own share of the work • Actively includes others in the
and offers assistance to group. conversation, regardless of where • Pulls together individuals across • Involves stakeholders in the others around a common cause;
they are located. various internal or external groups diagnosis of problems and in creates a sense of commitment
• Contributes effectively in
to team around a specific issue. developing solutions to effectively to a greater purpose.
meetings and working groups, • Looks for shared interests across
transfer knowledge within and • Promotes sharing of expertise
and understands the collaborative the team and mutually beneficial • Sets and enforces norms to
outside CMHC. among wide-ranging teams to
benefit of working together. solutions. facilitate a positive and productive
collaborative working environment. • Promotes positive conflict achieve broader outcomes.
• Understands the importance of • Invites sharing of information
resolution by identifying issues and • Takes a leadership role with clients
building productive relationships and resources. • Reconciles conflicting interests
facilitating discussion and/or by and stakeholders with the intention
with clients and stakeholders, or objectives as they arise.
• Uses own network to exchange coaching others to constructively
and works on these relationships of promoting a stable, competitive
practical information. • Uses network(s) to obtain resolve conflict.
when the opportunity arises. and innovative housing system in
perspectives, viewpoints and
• Builds networks of contacts and • Fosters a genuine mutual concern Canada in some way.
insights.
relationships for benchmarking for investment in each other’s • Identifies where to build strategic
and routine information seeking. • Uses network(s) to stay abreast success. networks and relationships to
of critical developments in own
• Gets agreement on roles and promote CMHC’s reputation
working area.
mutual benefits, (e.g., “Who sets and goals.
the agenda?”), and ensures others
have clear rules of engagement.

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 Behavioural Competencies
Applying Business Acumen
Definition: Has an understanding of the business context in which one is operating that informs planning and decision-making.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

• Understands the immediate context. • Understands the organization. • Understands and keeps abreast of • Understands and acts on market • Understands the broader context.
the market, clients, stakeholders, etc. dynamics and trends that affect • Recognizes larger, social, political and
• Understands relevant policies and • Makes efforts to learn about
the business. environmental trends and changes
procedures and where to find them. issues relating to other parts of • Knows what differentiates
the business. CMHC from others in the sector. • Is aware of emerging competitors that may impact CMHC in the
• Understands what is most
or context risks and takes action. long term.
important in own role and how • Understands how one’s work • Identifies the unique added value
it fits into the larger organization. impacts other parts of CMHC CMHC can bring to the market. • Seeks to impact the business context. • Makes efforts to continuously learn
and its clients and stakeholders. about broader social, regulatory,
• Understands how own work is
environmental or technological
connected to achieving the goals
issues that might affect the business.
and priorities of the division.
• Remains sensitive to political issues
• Asks questions to understand
when making decisions or setting
broader goals and objectives.
strategy but stays focused on
achieving desired results.
• Positions CMHC for success in
this context.
• Thinks beyond the boundaries of
business lines, adopting a broad
view, to recognize problems,
align priorities and drive the
strategic goals of the organization.

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 Behavioural Competencies
Communicating Effectively
Definition: Clearly transmits and receives information and communicates effectively with others by considering their points of view in order
to respond appropriately. It includes using tact and diplomacy in all communications as well as the ability to convey ideas and information in a
way that brings understanding to the target audience and meets a broad range of organizational objectives. Both written and verbal modes of
communication are included in this competency.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

• Pays attention to the • Actively listens to people and • Clarifies complex concepts or • Communicates effectively with • Optimizes communications and deals
communication of others asks questions to gain a broader proposals in terms that are people at all levels. appropriate with sensitive information
(individuals, groups). understanding of the issue or appropriate for the audience. to achieve desired results.
• Demonstrates accurate insights
question at hand. • Adapts language, style, mode and into other people’s behaviours • Interprets complex and possibly
• Accurately summarizes the views
stated by others. • Seeks to ensure that factual tone based on the audience or and responds appropriately. contradictory or competing signals
messages are clearly understood, client reactions and the issues or messages.
• Delivers information and ensures • Understands someone’s perspective,
useful and timely. being addressed. preferences and how best to • Understands the ongoing
that it has been received.
• Correctly interprets non-verbal cues. • Facilitates open communication approach them. underlying needs, interests,
and information exchange. issues and motivations of others
• Clearly presents information or • Articulates complex issues or
and anticipates their responses.
provides explanations so that they defends position with ease.
are easily understood. • Mediates sensitive or politically-
• Identifies appropriate communication
charged issues.
• Ensures information provided to strategies to communicate with a
various sources is factual to avoid diversity of people for effective • Uses appropriate techniques
negative repercussions. interaction and high impact. and approaches to communicate
information that may be sensitive
• Is receptive and responds in • Considers the purpose of
or controversial so that it has the
ways that communicate clear communications (e.g. to build
desired impact on others.
understanding. rapport) as well as other key factors
(e.g. the impact of the message on
the audience) in deciding what to
communicate and how to deliver
the message.

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 Behavioural Competencies
Engaging, Motivating, and Developing Employees
Definition: Creates a sense of direction and purpose, promoting an understanding of individual contributions to corporate objectives.
Fosters an environment that motivates and energizes employees to perform at their best, ensuring they have the capability, support and tools
needed to work to their full potential.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

• Listens to suggestions and concerns • Readily shares all relevant corporate • Encourages employees to act • Encourages high performance and • Approaches staff development and
of employees and acts appropriately. information in a timely manner autonomously and take calculated innovation by building a team climate workforce succession planning from
with employees. risks when appropriate. of deep trust where employees feel a corporate-wide perspective.
• Behaves honestly and fairly with
well-supported in taking risks and • Identifies high potential employees
others even when difficult to do so. • Establishes common objectives • Explains to staff how they fit into
recovering from failures. and cultivates talent with a view to
that are challenging yet attainable. the big picture at CMHC and why
• Remains visible and accessible
what they do matters. • Acknowledges and provides meeting the future needs of the
to others. • Encourages others to provide input
employees with visibility for their broader organization.
to decisions and plans, believing that • Helps employees prioritize work
• Makes needs and requirements work contributions, including with
better results are achieved through and ensures a manageable workload. • Fosters enthusiasm and common
clear for team members. senior management.
collaboration. purpose thereby mobilizing the
• Provides clear direction and
• Seeks to understand the career team to achieve corporate goals.
• Demonstrates trust in employees’ feedback on progress towards goals,
aspirations of employees and helps • Mobilizes people around CMHC’s
abilities to accomplish tasks and specifically focusing on the way
them establish realistic strategies vision and organizational values by
meet expectations. forward.
for achieving them. inspiring a shared purpose.
• Regularly provides constructive
• Plans appropriate assignments,
feedback to improve performance
training and other experiences
and recognizes individual achievements,
which foster learning and
knowledge and capabilities.
development.
• Mentors others by sharing knowledge,
expertise and insights to promote
learning.
• Coaches others to support them in
finding solutions to work challenges.

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 Behavioural Competencies
Forward Thinking
Definition: Identifies and analyzes trends, patterns or connections between issues; recognizes key or underlying factors in organizational
situations and uses this insight for guiding strategy and activities. It involves recognizing opportunities where innovative ideas can be applied
and reflects an understanding that work done in one part of CMHC impacts other groups/projects within the organization, as well as other
stakeholders and the public.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

• Understands business fundamentals. • Translates CMHC’s vision into • Anticipates future events in CMHC’s • Identifies new possibilities for the • Fosters strategic thinking across
concrete direction for staff to environment (government, industry, organizational structure and/or functions or business groups to
• Identifies key elements of CMHC’s
implement. etc.) and conducts long-term systems and implements them to address anticipated industry issues
vision and the implications for
planning in response to any better meet strategic objectives. or trends.
their group. • Ensures objectives of own work
upcoming trends. • Determines how new technology • Inspires people to design new business
and staff work are aligned with
• Identifies and analyzes factors
CMHC’s Corporate Plan and goals. • Anticipates emerging organizational can solve old problems. models for new kinds of products or
affecting business functions.
needs, critical issues and services that address unmet needs.
• Allocates resources to strategically • Incorporates new approaches and
• Considers current work in the requirements to help set
aligned initiatives, making tough innovative ways of thinking that lead • Considers the long-term implications
context of longer-term issues or appropriate business objectives.
trade-off decisions as necessary. to large changes in CMHC’s approaches, of recommendations and agrees to
opportunities.
• Proposes forward thinking solutions processes, directions, etc. those that serve CMHC and its
• Questions the how and why of
• Questions traditional ways of doing and realistic alternatives that may clients best in the long term.
existing ways of doing things and • Develops effective transition plans
things and fundamental assumptions. be new to the organization.
identifies opportunities for that move the organization from • Adds new insights and gathers
• Is open-minded; considers new improvement. • Proactively assesses emerging the current to the desired state. opinions in the on-going process
perspectives and stimulates new opportunities or risks and adjusts of creating an inspiring, competitive
• Regularly watches the market to spot • Creates effective communication
ways of thinking. strategies accordingly, exploring vision for CMHC.
potential business opportunities for processes to gather input from
new possibilities. various levels throughout the • Consistently takes a holistic and
CMHC and makes suggestions.
• Sees the connections between organization and uses that input long-term view when developing
seemingly unrelated data and to improve the quality of decisions broad-based strategies to respond
transforms this information into and gain buy-in. to challenges or opportunities.
opportunities. • Seizes opportunities to introduce
new and innovative solutions,
translating them into reality for
the growth of the organization.

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 Behavioural Competencies
Fostering a Growth Mindset
Definition: Is curious, open-minded, and engaged in one’s own development to build the skills needed for today and in the future.
Recognizes personal strengths and development needs, taking the necessary steps to improve current job performance and to meet future
career objectives. At the higher levels, includes a focus on building capability in others to create an organization that is nimble and adaptive.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

• Sees every experience as an • Reflects, analyzes and learns • Actively pursues focused • Anticipates future needs of • Proposes options for learning that
opportunity to learn. important lessons from past development. the organization and identifies will benefit self and peers, thereby
performance (both successes opportunities to learn new things/ promoting a continuous learning
• Is a willing participant in planned • Takes charge of his or her learning.
and challenges/mistakes). acquire new skills to meet future culture in the organization.
learning activities. • Creates formal plans for needs associated with one’s job. • Generates a mindset amongst staff
• Does not react defensively when development and executes them
• Applies such learning to current
receiving feedback. • Seeks out difficult challenges or where challenging old ways and
position and work context. to the extent that he/she is able.
work experiences that will stretch trying new things are valued.
• Willingly learns from own mistakes, • Actively seeks feedback and
• Commits to undertaking learning own abilities; enjoys working “on
seeing them as opportunities for • Supports intelligent risks, helping
and development activities. integrates it into personal learning the edge” of one’s comfort zone.
personal growth. others to find learning opportunities
objectives.
• Recognizes when striving for • Encourages nimbleness in how through the process of trying and
• Identifies own strengths and • Invests time/energy/effort to learn
perfection is a worthwhile objective. the team functions (e.g. adapting failing.
limitations through feedback and new approaches and new ways of priorities and approaches to • Fosters a safe environment where
self-evaluation. doing things. attain objectives). errors lead to the spawning of ideas
• Analyzes experiences, projects and • Actively seeks new ways to grow that drive organizational change.
situations to identify lessons learned and be challenged.
and to determine ways to improve • Contributes to forward-looking and
one’s performance in the future. • Sees failure as an opportunity to champions continuous improvement
learn and stretch one’s abilities. to build organizational agility and
ensure sustainability.

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 Behavioural Competencies
Influencing with Impact
Definition: Engages with others, getting buy-in to deliver results and skilfully influencing to build support and enhance credibility.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

• Positively influences others based • Adapts one’s approach to persuade • Influences indirectly through • Uses memorable or impactful • Builds and executes complex
on data or logic. others. others who have credibility with stories or analogies to engage influencing strategies to realize
the intended audience. and influence an audience. desired results (e.g. organizational
• Uses rational, well-thought-through • Considers what is important to the
transformation).
arguments. stakeholder audience and tailors • Understands when it is appropriate • Personally takes a symbolic
the message and the language to bring in an influential third party action to reinforce the message • Brings a coalition of people
• Uses subject matter experts to
accordingly. (internal or external) and enlists (e.g. change agenda). together to support an idea,
influence others.
him/her to accomplish a particular project or change.
• Tests ideas and messages (e.g. business • Does something dramatic or
• Presents convincing arguments result.
case for change) privately with unusual to create a specific effect • Builds behind-the-scenes support
in a respectful manner.
individual audience members before • Times the release of information that is beneficial for CMHC, for a specific agenda to advance
a formal presentation to the group. to maximize impact. in alignment with the Values. CMHC’s business interests.
• Involves others in planning for and • Develops networks and builds
implementing change to create relationships for influence to
effective plans and gain buy-in. enhance CMHC’s national
reputation and gain visibility
for CMHC’s long-term benefit.
• Understands and uses internal or
external political forces and alliances
to move projects forward when
appropriate, for the good of all
stakeholders.

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 Behavioural Competencies
Leading Others
Definition: Demonstrates leadership behaviours regardless of one’s role and with an understanding that change is an on-going part of CMHC’s
business environment. It includes taking action as an informal leader in supporting colleagues in the achievement of common goals. As a formal
leader, it involves taking care of the needs of the team, communicating strategy and vision, supporting individuals through change, and creating
the conditions to enable performance excellence and innovation. At the highest level, leaders at CMHC consider the whole organization,
foster system-wide thinking, and consistently act as inspirational role models.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

• Demonstrates leadership through • Leads by supporting and • Creates a positive team climate • Translates organizational change • Provides strategic leadership
personal actions. encouraging others. and good morale, modeling CMHC strategies into specific and practical by aligning corporate priorities,
Values and desired behaviours. goals, processes and time frames. long-term goals and Values.
• Is aware of own values, preferences • Helps colleagues perform at their
and ways of working and ensures best (e.g. shares knowledge) and • Is effective in adapting own • Creates conditions that ensure • Leads the development and
own behaviours align with shows appreciation for their leadership style to varied situations systems, processes and practices implementation of organization-wide
CMHC’s Values. contribution. and individuals. support CMHC’s desired culture change initiatives.
and attainment of strategic priorities. • Drives change by creating an
• Is trustworthy and honours • Supports achievement of common • Involves others in planning and
one’s commitments. goals by actively demonstrating implementing change to create • Recognizes how change will impact environment conducive to
personal leadership. effective plans and gain buy-in. people, structure and processes and implementing the broad
• Works to improve own knowledge
how these inter-relate. change vision.
and skill to maintain effectiveness • Focuses on the positive in others • Is authentic in addressing others’
in one’s job. more than faults or shortcomings. expectations and anxieties. • Fosters performance excellence and • Develops and ensures understanding
innovation by providing leadership of organizational vision.
• Is positive about the need for • Communicates the reasons for • Builds credibility by taking care of
which encourages collaboration • Inspires commitment to achieving
change within CMHC and change and how change will help the team, protecting its reputation
across divisions. CMHC’s Vision and to demonstrating
approaches it with an open mind. CMHC better realize its mandate. and securing necessary resources.
• Facilitates problem-solving and removes the Values in a clearly visible way.
• Explains to individuals how a change • Is comfortable letting others ‘shine’
obstacles or barriers that hinder
will affect their roles and their work. in appropriate group settings so
success, looking across functions.
they can promote their talents.
• Encourages ownership to CMHC’s
• Acts as an agent for change,
direction by making explicit links
generating excitement, enthusiasm
for team members that fosters
and confidence in the change effort.
understanding beyond one’s sector.

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 Behavioural Competencies
Meeting Client/Stakeholder Needs
Definition: Improves products and services and introduces efficiencies to maximize results for clients. Examines issues from the clients’/
stakeholders’ perspectives, and then designs and delivers business solutions that meet their needs. Clients can be internal or external to CMHC.

1. FOUNDATIONAL 2. DEVELOPING 3. SOLID 4. ADVANCED 5. EXPERT

• Maintains communication • Delivers solutions that meet • Acts to make things better. • Seeks information about the real • Uses a long-term strategic
channels with clients. clients’ needs. underlying needs of the client and perspective.
• Takes action beyond normal
adapts offerings to their needs. • Looks for long-term benefits to
• Actively seeks key client and • Ensures that clients have a expectations to create new,
stakeholder perspectives to positive experience in their innovative solutions for the clients. • Invites others to add value by the client and adjusts approach
understand their needs. dealings with CMHC. addressing the areas that matter accordingly.
• Asks clients and stakeholders for
most to clients and stakeholders. • Draws upon a wealth of information
• Is responsive to client concerns. • Takes personal responsibility for feedback and suggestions to ensure
collaborating with clients and their input is included in the • Consistently introduces a broader and a keen understanding of the
• Persists in finding answers to
stakeholders to jointly identify and development and evaluation of perspective to help clients see the client’s business needs to foresee
inquiries by asking questions,
resolve problems or issues promptly. products, services and programs. ‘bigger picture’ in the context of issues and opportunities which may
searching for information, or
their needs and issues. impact the client.
escalating issues as appropriate. • Communicates with clients and • Acts quickly and constructively to
stakeholders regarding expectations make improvements or mitigate • Identifies client relationship risks • Creates the processes and
to monitor satisfaction. risks based on client and and proposes mitigation strategies. mechanisms to solicit and respond
stakeholder feedback. to feedback from key clients and
• Reaches out to provide useful advice
stakeholders.
and expertise or to distribute
helpful information. • Promotes cross-team collaboration
and partnering to address emerging
needs of clients and stakeholders.
• Creates long-term, win-win
partnerships with clients and
stakeholders.

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