Professional Documents
Culture Documents
MINISITERI
MINISTRY
YABAKOZI BA LETA
OF PUBLIC SERVICE
NUMURIMO
REPUBLIC OF RWANDA
AND LABOR
REPUBLIC OF RWANDA
PUBLIC SERVICE COMPETENCY FRAMEWORK
JANUARY 2015
LIST OF ABBREVIATIONS
CF
Competency Framework
EDPRS
GOR
Government of Rwanda
HR
Human Resource
HRD
HRM
MDAs
MDG
MIFOTRA
MINALOC
MINCOM
Ministry of Commerce
MINECOFIN
MININFRA
Ministry of Infrastructure
NAEB
NCBS
PAS
PC
Performance Contract
PSC
RDB
RMI
RPS
TABLE OF CONTENT
LIST OF ABBREVIATIONS .................................................................................................... 0
EXECUTIVE SUMMARY ........................................................................................................ 4
1.0 CHAPTER ONE: INTRODUCTION AND BACKGROUND ........................................ 9
1.1 Background
11
15
The role of the Ministries and government agencies will be to: ........................................... 61
4.5 National Capacity Building Secretariat............................................................................................................ 62
EXECUTIVE SUMMARY
Recognizing that the achievement of Government objectives under Vision 2020, the EDPRS and
MDGs requires a capable, competent and well-motivated civil service, a competency framework
has been developed in order to support the improved service delivery as well as facilitate the
attraction and retention of the competent staff in the Service.
For managers in the public service and MDAs, the benefits are:
Identify performance criteria to improve the accuracy and ease of the hiring and selection
process.
Clarify standards of excellence for easier communication of performance expectations to direct
reports.
Provide a clear foundation for dialogue to occur between the manager and employee about
performance, development, and career-related issues.
Support a more specific and objective assessment of their strengths and specify targeted
areas for professional development.
Provide development tools and methods for enhancing their skills.
Recruitment and Selection - This framework will facilitate securing and employing the right
kind of people required accomplishing public service objectives. The process will also include
competency assessment not only in professional areas but also in all depending on the job level
and category
Performance Management - The strategic development and application of competency
framework models provides more precise integration of competencies into human resource
functions thus driving performance improvement. The framework developed for the Rwanda
public service will facilitate systematic evaluation of employee performance on the job and
potential for development.
Workforce Planning - The framework will facilitate the process of estimating the present and
future Human Resources requirement for the service, preparation of inventory of present
workforce and a formulation of work plans to bridge the gaps.
Succession Planning - Succession management is the strategic and deliberate action of
identifying the right officers with the right skills, knowledge, attribute and other characteristics
for advancement of career in the public service.
Training and Development - Competency development will form an integral part of the human
resource development in the service. Strategic HRD practices that are competency-based will be
key factors in improving institutional performance and learning.
Specific objectives of the Competency Framework
i.
ii.
iii.
iv.
Leadership and management - Provides strategic thinking and vision, establishes and
maintains strategic networks as well as applying analytical problem solving and decision making
skills in order to maintain and enhance confidence in Public Service. This cluster consists of the
following 8 competencies:
Delivery of results - Planning and organising work to meet individual, team and departmental
objectives whilst achieving quality and value for money. This cluster consists of the following
competencies:
Organisational context - Understand how own job contributes and delivers organisational goals
in accordance with Rwanda Public Service values. This cluster consists of the following five
competencies:
Working with others - Taking responsibility to build and maintain positive relationships and
value the opinion of others. In the competency framework, this cluster comprises of five
competencies namely;
Each competency contains three levels each corresponding to roles within the public service
structure. Within each competency level are descriptions of indicators that are essential
behaviors needed to demonstrate that competency effectively.
Job Levels
E, F,G and H
1,2 and 3
4 and 5
6,7 and 8
9,10,11,12,13 and 14
4. Institutional framework
The implementation of the competency framework will be done in consultation with stakeholders
that include Ministries, public sector agencies within the framework of public sector reform and
The Republic of Rwanda | Competency Framework for Rwanda Public Service
capacity building initiatives and professional bodies. The Ministry of public service and Labour
will coordinate the Implementation of the framework and ensure all public service agencies
mainstream the framework in their operations. The competency Framework will be implemented
through the following Institutional arrangement:
(i) Executive President and Prime Minister - Provide executive approval to facilitate the
implementation of the strategy and set up National Steering Committee for
Competency Framework
(ii) The National Steering Committee - The steering committee will comprise of members
from selected ministries, departments and agencies and will be chaired by
MIFOTRA. The role of the steering committee will include policy Direction, national
coordination of CF, partnership management, monitoring and evaluation, review and
validation of policy documents to facilitate the implementation of CF and mobilize
resources for CF implementation
(iii)Ministry of Public Service and Labour - The Ministry of Public Service will be
responsible for:
Roll out and mainstreaming of the Framework in the entire Public Service.
Provide technical support to the Public Service institutions to mainstream the competency
Framework in their operations.
Liaise with Public Service recruitment Agencies and NCBS on training and capacity building
to facilitate the implementation of the Competency Framework.
Review the Performance Management System to be in line with the framework and Results
Based Management.
Collaborate with Public Service training institutions in the development of curriculum for
identified competency gaps.
Set up a Competency Management Secretariat in MIFOTRA to oversee the implementation,
monitoring, evaluation and reporting.
Roles for the Secretariat - The Secretariat will provide the following support to the
implementation of the Competency Framework:
National Capacity Building Secretariat - The role of the NCBS will be to:
Public Service Training Institution - The Public Service Training Institution will develop public
service competency based curriculum to facilitate acquisition of the relevant competency based,
knowledge, skills, attributes and other characteristics.
Ministry of Finance - The Ministry of Finance will roll out of competency Framework and
reviews and updates through allocation of budgetary requirements for the next five years in line
with the budget cycle.
Transition from current practice - The following transitional arrangements are proposed for the
effective introduction and implementation of the competency framework in the Rwanda public
service:
1
2
3
4
5
6
6
7
8
Recommendation
Roll out the Competency Framework to the entire Public Service for implementation in line with
policy implementation procedures
Setting up of a unit within the MIFOTRA to coordinate and manage the transition
Formation of National coordination committee with links in all the Public Service Institutions.
Develop a plan of action to roll out the framework
Training and orientation of key institutions to be involved in the transition (MIFOTRA, NCBS,
MDAs
Training in change management across the service in order to adapt to the new HRM models
Development/review of various schemes of service and linking the competency framework to the
schemes to form the basis for new recruitment into the public service
Review current methods of recruitment, training, performance management by all Public Service
institutions to include competency requirements
Implementation within a period of three (3) to five (5) years MIFOTRA will be the lead government
agency in the implementation of this framework with the support of other key government
institutions. It expected that the implementation of this framework will go a long way in improving
the performance of individual officers, public service and the economy at large
Review and Feedback Mechanism - The Ministry of Public Service and Labour will oversee continuous
monitoring and evaluation of the implementation of the Framework, undertake a job evaluation and
periodically review the framework. Competency models are dynamic and therefore change with the
changing context in which work is performed. As such we suggest that this framework should be
reviewed and evaluated every five years.
5. Action plan
The Competency framework (CF) will be piloted in the three institutions namely; MININFRA, NAEB
and RDB. The intention is to eventually extend the use of the framework to support all areas of human
resource in the Public Service of Rwanda.
Long term plan - In the long term the CF will become part and parcel of the National Human Resource
Management policy and will be institutionalized by the GOR in accordance with the institutional
Framework provided in chapter four of this document.
Against that background, the management and development of human resources is therefore
critical to the success of the Government of the Republic of Rwandas public institutions and to
their ability to fulfill their mandate. In addition, the duties of civil servants who run these
institutions are multifaceted and often very complex. For instance, they include but are not
limited to giving policy advice, managing human, financial and other resources, and providing
critical services. Such an environment makes extraordinary demands on all civil servants, and
The Republic of Rwanda | Competency Framework for Rwanda Public Service
meeting these demands requires a unique combination of knowledge, skills, attitudes, effective
human resource management and development policies and strategies to nurture these
competencies and thus achieve competitiveness.
Recognizing that the achievement of Government objectives under Vision 2020, the EDPRS and
MDGs requires a capable, competent and well-motivated civil service, a competency framework
has been developed in order to support the improved service delivery as well as facilitate the
attraction and retention of the competent staff in the Service. .
Recruit the right people through the use of cost effective and consistent competencybased Human Resource Management tools leading to a fair and open hiring process.
Retain the right people by developing them in the right way and linking competency to
organization performance
Reward the right people through measurable competencies linked to personal and
organizational performance.
10
To have a set of values/standards/attitudes that the public servants must possess to meet
desired performance
HRM Policy
(ii)
Republic of Rwanda Presidential Order No 46/01 of 29/07/2011 establishes modalities for the
recruitment and nomination of Public Servants. The Order establishes modalities and states that
the category refers to a grouping of jobs with common characteristics with reference to the
nature of duties, tasks, promotions and assessment modalities, conditions of service, organization
as well as mode of termination.
The Situational analysis of the retention and pay noted that lack of career prospects and
possibilities for promotion is one of the reasons why 40% of the respondents interviewed would
leave the Public Service. This has a bearing on ability to perform and be promoted based on
competency performance. It is noted that this current recruitment process does not take into
account the competencies required for various job categories. The CF has provided for
competencies for all the job categories and will guide future recruitments and selection
processes. This will require that the current order be revised to take into account the
competencies outlined in this document.
(iii)
Prime Ministers Order No.003/03 of 16/01/15 determining modalities for training for public
servants. The order provides for training of all public servants in or outside the country.
11
The order also provides a prior analysis of professional abilities of public servants as opposed to
a competency based training analysis to comprehensively address the gaps. This leaves room for
only determination of technical competency. The development of technical competency alone
will not meet the demands of the GOR Public Servants hence the need to develop a reliable
competency based training and development programme.
(iv)
Performance management
According to a report by Dr J Kauzya there is need to improve Public Service performance hence
the need to design and implement a performance, management and evaluation system with clear
standards and indicators for each level. In line with the findings of this report the CF will be
useful in helping define standards of behavior and technical competencies required to deliver at
various levels. This will also form the basis for a competence- based job evaluation system for
classifying and grading of jobs in the public service. The situational analysis of the pay and
retention policy has also emphasized the need for an effective performance management system.
The Performance Appraisal determines career development of public servants with regards to
promotion. PAS as defined by the Article 3 is a process used to appraise public servants outputs
in line with his /her duties based on a clearly defined yardstick over a given period of time
According to this order signing of Performance Contract (PC) and its evaluation shall be an
obligation of every Authority and Public Servants in an approved format. The PC indicates the
Quantity and Quality and time required to achieve the expected targets. In addition, the
performance contract should also indicate the capacity gaps and capacity building actions needed
to achieve the set performance targets.
Article 13- provides for a basis of and critical aspects for appraisal. According to this order a
public servant appraisal shall be based on the individual achievements and the conduct during the
year of evaluation. Appraisals of the skills and conduct at work of managers, experts and
professionals are based on the following:
12
a)
b)
c)
d)
e)
Ability to plan
Decision making capacity
Sense of motivation
Ability to communicate
coordination and supervisory capabilities
The above competencies are limited in scope and do not in a comprehensive manner capture a
wide range of competencies that address the skills, knowledge, attributes and other
characteristics required for the jobs at that level. Equally the proficiency levels have not been
well defined .The CF will address these gaps to develop all rounded professionals in the Rwanda
public service. The order also defines the conduct of work for Technical and support staff as
follows:
a)
b)
c)
d)
e)
In line with PAS the CF has categorized the job into five categories and the requisite proficiency
relevant to the competency applicable to those levels.
Article 23 Rating outputs appraisals
According to this article the outputs of the appraisal shall be based on scores expressed in figures
and is evaluated in accordance with a five level scores:
Level 1
Level 2
Level 3
Level 4
Level 5
=
=
=
=
=
15 Points
12 Points
8 11 Points
4 7 Points
0 3 Points
13
Limitation
Articles 24
Rating of Conduct
According to this article a public servant conduct is appraised based on a five (5) level scale:
Level 1 exceptional
Level 2 desired skills
Level 3 desired actions
Level 4 Inadequate conduct
Level 5 unacceptable
=
=
=
=
=
5 Points
4 Points
3 points
2 Points
0 Points
The above initiatives will be supported by introduction of the framework to strengthen the
human resource management in GOR.
14
Definition
A competency framework is a model or structure that outlines a set of
competencies that are required to guide effective performance in the
Service.
Competency
Competence
Competencies
Core Competencies
These are skills, behaviour and work related attributes that are
considered essential for all staff regardless of their function or level
within the entire Public Service
Technical Competencies
Specific
Competency
Category These are competencies that apply to a specific job category or level
within the Public Service.
General Competencies
15
Skills
Knowledge
Attitudes
etc
Personality Traits
Other Characteristics
Values
Competency Levels
16
What is a Competency?
A competency is an attribute, knowledge, skill, ability and other characteristics that contribute to
successful job performance, role, function, task or duty.
Components of Competencies
Basic Competencies
Knowledge
Skills
Attitudes
Abilities
Personality Traits
Other Characteristics
17
Competencies are seen mainly as inputs and they include the collection of success factors
necessary for achieving important result in a specific job or work role in a particular context.
Success factors are a combination of knowledge skills and attributes (more historically called
key result areas) that are described in terms of specific behaviors and demonstrated by superior
performance in those jobs or works roles. Attributes include; personal characteristics, traits,
motives and values, or ways of thinking that impact on individual behavior. Hence competencies
identified for the framework described in this document consist of clusters of knowledge,
attitudes, skills and other attributes that affect an individuals ability to perform in a role. As
such, a competency as used in this document is described in terms of the key behaviors that
enable recognition of that competency at the workplace. These behaviors are demonstrated by
excellent performers on-the-job much more consistently than average performers. These
characteristics include the key behaviors that primarily drive excellent performance as depicted
in the figure below:
Competency
Skill
Job attitude
knowledge
Observable behavior
Successful performance
Job performance
18
2.2
Twenty six (26) competencies in the framework have been grouped into broad classifications
referred to as competency clusters and competency categories
Four competency clusters were derived to include: leadership and management (8
competencies); delivery of results (7 competencies); organizational context (5 competencies);
and working with others (6 competencies).
Leadership and management
Provides strategic thinking and vision, establishes and maintains strategic networks as well as
applying analytical problem solving and decision making skills in order to maintain and enhance
confidence in Public Service. This cluster consists of the following 8 competencies:
a) Leadership and strategic thinking
b) Policy and strategy development
c) Strategic management
d) Analytical problem solving and decision making
e) Analytical skills
f) Visioning
g) Political savvy
h) Risk management
Delivery of results
Planning and organising work to meet individual, team and departmental objectives whilst
achieving quality and value for money. This cluster consists of the following competencies:
a) People management
b) Planning and organisation
c) Performance management and development
d) Customer service/citizen focus and service delivery
e) Continuous professional development and improvement
The Republic of Rwanda | Competency Framework for Rwanda Public Service
19
Organisational context
Understand how own job contributes and delivers organisational goals in accordance with
Rwanda Public Service values. This cluster consists of the following five competencies:
a) Budgeting and financial management
b) Project planning and management
c) Teamwork and interpersonal skills
d) Resource management
e) Human resource development
Each competency contains three levels each corresponding to roles within the public service
structure. Within each competency level are descriptions of indicators that are essential
behaviors needed to demonstrate that competency effectively. It should be noted that indicators
provided need not be viewed as a checklist since they do not necessarily represent an exhaustive
list of examples.
20
The following diagram shows the main features of the structure of competency framework
21
(i)
Integrity
Demonstrate and uphold Public Service ethics without consideration of personal gain; does not
abuse power or authority; takes prompt and appropriate action in cases of unprofessional or
unethical behavior.
(ii)
Professionalism
Demonstrates professional competence and mastery of subject matter ,shows pride in work and
achievements, is conscientious and efcient in meeting commitments, observes deadlines and
achieving results is motivated by professional rather than personal concerns, shows persistence
when faced with difcult problems or challenges and remains calm in stressful situations.
(iii)
Work effectively with people from all backgrounds; treat all people with respect and dignity;
include gender perspective in substantive work; recognizes strengths in National diversity and
takes measures to harness them; appreciate cross- cultural uniqueness and recognizes the
difference in socio-economic status.
(iv)
Accountability
Accept full responsibility for self and contribution as a team member, displays honesty and
truthfulness; displays strong commitment to organizational success; demonstrate commitment to
delivering on his/her public duty and presenting oneself as credible representative if the agency
and state and to win Public trust.
(v)
Fairness
Marked by impartiality and honesty; free from self interest, prejudice or favouritism toward
either or any side.
Ensures that all stakeholders have opportunity to succeed and provides a foundation for mutual
respect. The Rwanda Public Service is guided by the fundamental principles of fairness when
dealing with employees, customers and partners. Towards employees, the Public Service
The Republic of Rwanda | Competency Framework for Rwanda Public Service
22
promotes equity with regard to how they are rated, their opportunities and the rewards they
receive. Towards its customers and partners, Public Service focuses on respectful interactions
and partner like conduct.
(vi)
Confidentiality
Understands the classification of official documents and that the affairs of both the Rwanda
Public Service and its clients are confidential. Respect and preserve the privacy of all matters
associated with the performance of one duties and no information may be divulged to third
parties without written consent of the approved officer. Shall uphold in strict confidence all
classified information, data, documentation, materials and all copies thereof, received by reason
of employment and shall not disclose the same, at any time during or after employment, without
the prior authorisation.
(vii)
Merit
Demonstrates talent and competence/ability to perform, and puts systems in place where merit is
recognized in accordance with peoples abilities and achievements.
(viii) Impartiality
One is expected to serve the elected government by providing policy advice and supporting
policy development, management and implementation.
23
This framework outlines two types of classification namely: cluster based and category based as
outlined below:
These are skills, behaviour and work related attributes which are considered essential for all staff
regardless of their function or level within the entire Public Service.
(ii)
Technical
This refers to specific skills, behaviour and work related attributes which are considered essential
to perform any job in the organization within a defined technical or functional area of work
within the Public Service. This includes: Academic level; professional skills; technical
qualifications; requisite or valid experience; and required professional registration. The
Technical Competency Description should indicate whether the particular competence is:
a) Compulsory (C) = obligatory requirement since it is at the heart of performance at the
organizational/individual level;
The Republic of Rwanda | Competency Framework for Rwanda Public Service
24
(iii)
These are skills, behaviour and work related attributes that apply to a specific job category or level
within the Public Service.
25
COMPETENCY
SKILL
LEVEL
LEADERSHIP CLUSTER
1. Leadership
and
strategic Expert
thinking
Competent
Spearheading of transformation,
engages in strategic execution,
supportive approach
Awareness
Expert
Competent
3. Strategic Management
Expert
Competent
Awareness
Awareness
4.
Analytical problem
and Decision Making
solving Expert
Competent
INTERPRETATION
Sets direction for Institution /Agency and inspires others to embrace the
same direction.
Understands Institution /Agency goals, is able to translate them into action
plans and on-sell to peers and other officers.
Understands Institution /Agency goals, is able to execute tasks in line with
those goals.
Plays a lead role in identifying the need for new policies or the review of
existing policies and either develops the policies or oversees their
development and implementation by officers.
Is able to contribute to the drafting of new policies in line with prescribed
guidelines, for consideration and approval by superiors.
Can identify policy gaps/bottlenecks and point these out to the superiors for
action.
Can visualize the strategic direction of the Institution /Agency and turn this
into concrete strategic proposals and action plans. Can also share the
strategy and coach others in its attainment and monitor business operations to
ensure that they remain in line with strategy.
Understands the relationship between own job or function and Institution
/Agency strategy and is able to align own or departmental activities with
the strategy.
Is familiar with the Institution /Agency strategy and tries to reflect the
strategy in performance of own job role.
Has sound judgment and is able to evaluate the information on hand and
make quality and impactful decisions in a timely manner. Takes a lead role
in strategic decision making and is often consulted by senior management
before key decisions are taken.
Is able to make sound decision relating to own working area with minimum
26
COMPETENCY
SKILL
LEVEL
them
Awareness
Expert
5. Analytical Skills
Ability to undertake analysis and
interpret outcomes and generate reports
Competent
Awareness
Expert
6. Visioning
Ability to articulate possible future
events and developments and sect clear
direction
Competent
Awareness
Expert
7. Political savvy
Sensitivity to surrounding and ability to
act according to political environment,
management priorities
Competent
Awareness
INTERPRETATION
input from superiors. Understands the limits of his/her decision making
authority and seeks inputs from the appropriate individuals when decisions
fall outside area of authority.
Is able to make routine decisions that are guided by laid down procedures
and protocols. Requires guidance in all other instances.
Is able to undertake highly complex analysis , interpret the outcomes and
generate reports/summaries that support decision making. Seizes all
available opportunities to disseminate the outcomes through approved
channels and audiences.
Is able to undertake routine analysis in relation to own area of work. Is able
to use outputs to support reports on department or sectional performance, etc.
Is able to do analysis using standards formats.
Has the ability to align strategy to the organization vision, anticipate possible
future events and developments ;sets clear direction for the team and
spearheads in attain the vision both as a shepherd and as a steward
Able to lead and engage the team in strategy generation, spearhead
transformational programmes by providing clear direction, leadership and in
structure and systems
Able to apply vision in the daily work plans and operations
Demonstrate high degree of sensitivity to the surrounding organizational and
political environment and understands the political environment and manage
priorities for positive outcome
Understands corporate culture, norms and unwritten rules for the success and
understand power and politics and adapts to them and identifies when issues
needs to be escalated to higher authorities and effectively alerts officials
Understand the organizational political and management environment
8. Risk Management
Ability to anticipate risks in work
environment and take mitigation Expert
27
COMPETENCY
measures,
assurances
SKILL
LEVEL
accountability
and
Competent
Awareness
DELIVERY OF RESULTS CLUSTER
9. People Management &
Development
Expert
Competent
Awareness
Expert
Competent
Expert
Competent
Awareness
Awareness
12. Customer service/Citizen focus Expert
INTERPRETATION
calculate the risk and understand probability of success, benefits and
consequence of failure
Exhibits capability in risk assessment and management in own area of work.
initiate action despite uncertainties
Applies basic risk management skills in work area
Has full knowledge of both the theory and practice of people management.
Serves as a reference point/advisor for the Institution /Agency.
Understands the people management aspects of own job and is able to
execute them successfully. Is able to assess the need for expert support and
seek it.
Appreciates that quality people management is important but requires ongoing support in this area.
Is able to lead the interpretation of the strategic plan into work plans for the
Institution /Agency and specify measurable outputs.
Can interpret the business plan in terms of own area of work. Is able to
deliver work outputs that link directly with the plan and to organize work so
as to ensure that the plan is delivered.
Is familiar with the deliverables of own job and actively works towards their
achievement.
Is able to interpret organizational goals into departmental and individual
goals, define standards of performance and ensure that officers under him/her
meet such standards. Is able to coach others on performance standards.
Delegates the appropriate responsibility, accountability, decision making,
makes sure that roles, responsibilities and reporting lines are clear and
ensures that staff perform to the required standards consistently.
Interacts well in routine/non challenging situations. Requires assistance
when faced with adversarial situations.
Consistently exceeds customer expectation by applying solid understanding
28
COMPETENCY
SKILL
LEVEL
Competent
Awareness
13. Continuous
Professional Expert
development and improvement
Ability to continuously look for
improvement in work skills, knowledge,
develop job knowledge through
continuous professional development
Competent
Awareness
14. Creativity and Innovation
Expert
Competent
Awareness
15. Management and Adaptation Expert
to Change
Ability to cope with changing trends,
adapt and work effectively in different
situations
Competent
INTERPRETATION
of what the customer needs and value. able to maintain long term working
relation with client resulting into high level customer/citizens satisfaction
Able to clarify customers/citizen needs and match the with appropriate
solution, together with service charters and meets timely delivery of service
Uses common methods to solve Customers/citizens problems and needs.
Develop job knowledge and expertise through theotitical and practical;
Actively identify new areas of professional development regularly and using
new gained knowledge and skills on the job and support the development of
others; makes effort to initiate technical area
Identifies and participate in appropriate professional development
programmes and applies new knowledge in work and facilitate the
development of others through sharing
Applies new knowledge and skills to use in the job and handling through trial
and error.
Demonstrate high capabilities to generate new valuable ideas and using them
to develop new or improved procedures, systems or services and products.
Provide innovative solutions in work situation. Display a high level of
innovative strategy into new approaches to problem identification and
solution
Devising new ways to approach existing issues to add value. Targets
important areas for innovation and develop solutions that address meaningful
work issues. Thinks strategically and examines numerous
potential
solutions and evaluates each before implementation
Applies basic creativity and innovation in work process and procedures with
gain full opportunities.
Demonstrate high proficiency and expertise to perform a task and pursue
continuous learning to upgrade skills in order to cope with changing trends,
adapt and work effectively in different situations. Facilitate the
implementation and acceptance of changes in the work place
Work effectively in different situation and remain focus in the face of
changes, familiarize with legal, procedures and litigation in the work place
29
COMPETENCY
SKILL
LEVEL
Awareness
ORGANIZATIONAL CONTEXT CLUSTER
16. Budgeting
and
Financial Expert
Management
Understanding of budget and financial
management requirements in the public
service. Prepare, approve and
implement. Skills sufficiency to manage
Competent
Awareness
17. Project
Planning
Management
and Expert
Competent
Awareness
Competent
INTERPRETATION
.Clarify direction and smoothes the process of change
Take notice of changes in the work place and tries to adopt to them
Is fully conversant with the financial processes and procedures of the
Institution /Agency and the Ministry of Finance. Has professional
qualification or equivalent skill level. Acts as advisor/leads financial
activities such as budgeting, reporting, etc.
Has sufficient skill to successfully manage financial aspects of own area if
work for instance budgeting and budgetary control. Alternatively, able to
perform financial management/accounting tasks. Knows when to seek
technical support from experts.
Has financial focus to his/her work and understands financial implications of
own actions in respect to the execution of own job.
Has in-depth understanding of the project management cycle. Recognizes
opportunities in the environment and is able to diagnose the strengths,
weaknesses, opportunities and threats of the Institution /Agency. Serves as
an internal expert/advisor and is able to lead project planning and
implementation activities.
Fully versed with the Institution /Agencys project implementation priorities
and is able to plan projects in own areas of work and implement approved
projects to the required standards. May be called upon to support called
upon to support Ministry wide project planning activities and participate in
monitoring and evaluation.
Knows the Institution /Agencys key project areas and understand their
relationship with own area of work. Is able to implement approved projects
with support from superiors.
Is able to relate and interact effectively at all levels, both within and outside
the organization. Held in high regard both within and outside the
organization.
Relates well with peers, subordinates and third parties. Has a balanced
approach to human relationships and works well in a team.
30
COMPETENCY
SKILL
LEVEL
Awareness
INTERPRETATION
Expert
Competent
Awareness
20. Human Resource Management
and Development
Understanding of HR issues, policies,
strategies, guidelines, operational
manuals
Expert
Competent
Awareness
WORKING WITH OTHERS CLUSTER
21. Communication and Report Expert
Writing
Ability to periodically prepare quality
reports in an area of work, presentation,
analysis. Quality briefs to peers, bosses Competent
and write speeches
Awareness
Is able to review and analyze complex documents, prepare and make high
quality presentations and /or produce high level technical reports, strategic
plans, budgets, financial reports, etc. Is able to prepare quality speeches,
executive briefs, cabinet memos and run presentations to third parties, e.g.
the management team, cabinet, Committees, etc
Can prepare periodical reports in own area of work, including basic
analytical work for presentation to superiors. Or is able to make quality
briefs to peers or bosses. Requires minimal input from supervisor.
Can prepare simple summaries for the purpose of record keeping.
31
COMPETENCY
SKILL
LEVEL
Competent
Awareness
Expert
Facilitating communication,
understanding and corporation between
individuals, governments and cultures.
Competent
Awareness
INTERPRETATION
Information may serve as input into reports by others. Can respond to
queries intelligibly.
Is able to relate and interact effectively at all levels both within and outside
the organization and is able to lead and or direct high level delegations and
negotiations and generate favourable results for the Institution /Agency for
the country. Held in high regard, both within and outside the organization
and referred to when challenging negotiation situations are encountered. Can
act as the Ambassador to the region.
Relates well with peers, subordinates and third parties. Operates effectively
as a member of a negotiation team and contributes to the achievement of
favourable results for the country. Researches the subject matter, then
prepares and presents convincing arguments.
Interacts well in routine/non challenging situations and gathers/presents
factual information to support negotiation process. Requires assistance when
faced with adversarial situations.
Is an experienced and highly capable diplomat who is able to represent the
country effectively in challenging environments and successfully further the
Countrys interests in such situations. Quickly gains the respect of
colleagues and opponents alike and consistently handles difficult situation
with tact. Has exemplary interpersonal skills, non emotional, able to see the
bigger picture and knows when to trade positions for bigger goals, etc. Is
extremely well versed with diplomatic protocol and etiquette and serves as
an example to others.
Has well developed diplomatic skills; is able to handle conflict situations or
put forward own point of view without causing offence. Is fully conversant
with the general rules and regulations that govern the conduct of an
international civil servant and applies them consistently to all aspects of
work and personal conduct.
Has a good understanding of diplomatic rules and regulations and how to
apply to own work. Familiar with the diplomatic protocols and etiquette and
applies them consistently to own area of work.
32
COMPETENCY
24. Technology Skills
SKILL
LEVEL
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
INTERPRETATION
A Technology expert who is able to provide leadership and execute technical
tasks competently. Is a source of knowledge and learning to other members
of the organization.
Is able to use a wide variety of computer software and other technologies in
the area of work independently. Or is able to offer first level technical or
operational support to other users.
Is able to perform routine functions via use of technology.
Completely understands all aspects of the job and can execute successfully.
Serves as a point of reference for others in areas of expertise. Is able to
coach and mentor others.
Fully understands assigned job role and is able to perform it to an acceptable
level of competence without supervision.
Is still developing knowledge thus needs supervision.
33
3. PERFORMANCE
6
MANAGEMENT
4. TECHNICAL/PROFESSIONA
8
L COMPETENCY
5. COMMUNICATION
1
AND
REPORT
0
WRITING
6. CUSTOMER/CITIZEN
1
FOCUS
2
AND SERVICE
DELIVERY
7. ANALYTICAL
1
SKILLS
3
SKILL
LEVEL
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
F
`
34
10
0
11
12
13
14
8. PEOPLE
1
MANAGEMENT
AND
5 DEVEL
OPMENT
9. TECHNOLOGY
1
SKILLS
7
10. PROJECT
2
PLANNING AND
MANAGEMENT
1
11. MANAGEMENT
2
AND
ADAPTATION
2
TO CHANGE
12. RISK
2 MANAGEMENT
7
13. TEAM
2
WORK AND
INTERPERSONAL
8
SKILLS
14. CONTINUOUS
2
PROFESSIONAL
9
DEVELOPMENT
15. MONITORING
3
AND
EVALUATION
0
16. CREATIVITY
3
AND
INNOVATION
2
Key
Expert
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
Expert
Competent
Awareness
Competent
Awareness
35
SKILL
LEVEL
LEADERSHIP AND MANAGEMENT CLUSTER
1. Analytical Skills
Expert
Competent
2. Risk Management
Competent
Awareness
DELIVERY OF RESULTS CLUSTER
3. People
Management
& Competent
Development
Awareness
4. Planning and Organization
Competent
5. Performance Management
Competent
INTERPRETATION
36
COMPETENCY
6. Customer/Citizen focus
SKILL
LEVEL
Competent
INTERPRETATION
Able to clarify customers/citizen needs and match the with appropriate
solution, together with service charters and meets timely delivery of service
7. Continuous
Professional Competent
development and improvement
Awareness
Applies new knowledge and skills to use in the job and handling through trial
and error.
Devising new ways to approach existing issues to add value. Targets
important areas for innovation and develop solutions that address meaningful
work issues. Thinks strategically and examines numerous
potential
solutions and evaluates each before implementation
Competent
9. Change
Management
Adaptation to Change
and Competent
Awareness
Take notice of changes in the work place and try to adapt to the change
Expert
Competent
37
COMPETENCY
SKILL
LEVEL
Awareness
INTERPRETATION
Ability to apply monitoring and evaluation skills and aware of new M&E
innovations
12. Teamwork
Skills
and
and Competent
Interpersonal Expert
Competent
13. Resource Management
Competent
Awareness
Awareness
and
Report Expert
Awareness
38
COMPETENCY
SKILL
LEVEL
16. Technical/professional
competency
Expert
Competent
INTERPRETATION
Information may serve as input into reports by others. Can respond to
queries intelligibly.
Completely understands all aspects of the job and can execute successfully.
Serves as a point of reference for others in areas of expertise. Is able to
coach and mentor others.
Fully understands assigned job role and is able to perform it to an acceptable
level of competence without supervision.
39
Job Levels
E, F,G and H
1,2 and 3
4 and 5
6,7 and 8
9,10,11,12,13 and 14
40
Category I
Competencies for Job Category I (F, G, and H) are outlined as follows:
COMPETENCY
SKILL
LEVEL
1. Leadership and strategic thinking Expert
Competent
Awareness
2. Policy
and
Development
Strategy Expert
Competent
Awareness
3. Strategic Management
Expert
Competent
Awareness
4. Negotiation
Skills
and
Influencing Expert
INTERPRETATION
Sets direction for Institution /Agency and inspires others to embrace the
same direction.
Understands Institution /Agency goals, is able to translate them into action
plans and on-sell to peers and other officers.
Understands Institution /Agency goals, is able to execute tasks in line with
those goals.
Plays a lead role in identifying the need for new policies or the review of
existing policies and either develops the policies or oversees their
development and implementation by officers.
Is able to contribute to the drafting of new policies in line with prescribed
guidelines, for consideration and approval by superiors.
Can identify policy gaps/bottlenecks and point these out to the superiors for
action.
Can visualize the strategic direction of the Institution/Agency and turn this
into concrete strategic proposals and action plans. Can also share the
strategy and coach others in its attainment and monitor business operations to
ensure that they remain in line with strategy.
Understands the relationship with between own job or function and
Institution /Agency strategy and is able to align own or departmental
activities with the strategy.
Is familiar with the Institution /Agency strategy and tries to reflect the
strategy in performance of own job role.
Is able to relate and interact effectively at all levels both within and outside
the organization and is able to lead and or direct high level delegations and
negotiations and generate favourable results for the Institution /Agency for
the country. Held in high regard, both within and outside the organization
41
COMPETENCY
SKILL
LEVEL
Competent
Awareness
5. Teamwork
Skills
and
Interpersonal Expert
Competent
Awareness
6. Visioning
Expert
Competent
Awareness
Expert
7. Political savvy
Competent
8. Resource Management
Awareness
Expert
INTERPRETATION
and referred to when challenging negotiation situations are encountered. Can
act as the Ambassador to the region.
Relates well with peers, subordinates and third parties. Operates effectively
as a member of a negotiation team and contributes to the achievement of
favourable results for the country. Researches the subject matter, then
prepares and presents convincing arguments.
Interacts well in routine/non challenging situations and gathers/presents
factual information to support negotiation process. Requires assistance when
faced with adversarial situations.
Is able to relate and interact effectively at all levels, both within and outside
the organization. Held in high regard both within and outside the
organization.
Relates well with peers, subordinates and third parties. Has a balanced
approach to human relationships and works well in a team.
Interacts well in routine/non challenging situations. Requires assistance when
faced with adversarial situations.
Has the ability to align strategy to the organization vision, anticipate possible
future events and developments ;sets clear direction for the team and
spearheads in attain the vision both as a shepherd and as a steward
Able to lead and engage the team in strategy generation, spearhead
transformational programmes by providing clear direction ,leadership and in
structure and systems
Able to apply vision in the daily work plans and operations
Demonstrate high degree of sensitivity to the surrounding organizational and
political environment and understands the political environment and manage
priorities for positive outcome
Understands corporate culture, norms and unwritten rules for the success and
understand power and politics and adapts to them and identifies when issues
needs to be escalated to higher authorities and effectively alerts officials
Understand the organizational political and management environment
Demonstrate high degree of resource management and think in terms of
42
COMPETENCY
SKILL
LEVEL
Competent
Awareness
9. Human
Resource
Development
and Expert
Competent
Awareness
INTERPRETATION
value addition, best effort and ensures all applicable procedures are used in
acquisition ,management and disposal of resources
Able to apply procedures and practices in management of resources in cost
effective manner and ensures work process achieves quality results within
the provisions
Demonstrate financial and non financial resources awareness and meets basic
resource management requirements
Demonstrate expertise in human Resource Strategy, Policy development,
able to effectively coach and mentor staff to become experts. Exhibits high
tenets of knowledge management and ensures a seamless transition to help
next generation
Able to effectively apply development and implement Human Resource
policy and procedures in the organization; provide staff with development
opportunities and sets appropriate standard for performance behavior
Able to apply the basics Human Resource Management and development
policies procedures and practicals in work environment
43
Category II
SKILL LEVEL
strategic Expert
Competent
Awareness
2. Policy
and
Development
Strategy Expert
Competent
Awareness
3. Strategic Management
Expert
Competent
Awareness
4. Budgeting and
Management
Financial Expert
INTERPRETATION
Sets direction for Institution /Agency and inspires others to embrace the
same direction.
Understands Institution /Agency goals, is able to translate them into action
plans and on-sell to peers and other officers.
Understands Institution /Agency goals, is able to execute tasks in line with
those goals.
Plays a lead role in identifying the need for new policies or the review of
existing policies and either develops the policies or oversees their
development and implementation by officers.
Is able to contribute to the drafting of new policies in line with prescribed
guidelines, for consideration and approval by superiors.
Can identify policy gaps/bottlenecks and point these out to the superiors for
action.
Can visualize the strategic direction of the Institution /Agency and turn this
into concrete strategic proposals and action plans. Can also share the
strategy and coach others in its attainment and monitor business operations
to ensure that they remain in line with strategy.
Understands the relationship with between own job or function and
Institution /Agency strategy and is able to align own or departmental
activities with the strategy.
Is familiar with the Institution /Agency strategy and tries to reflect the
strategy in performance of own job role.
Is fully conversant with the financial processes and procedures of the
Institution /Agency and the Ministry of Finance. Has professional
qualification or equivalent skill level. Acts as advisor/leads financial
activities such as budgeting, reporting, etc.
44
COMPETENCY
SKILL LEVEL
Competent
Awareness
5. Negotiation and Influencing Expert
Skills
Competent
Awareness
Expert
Competent
INTERPRETATION
Has sufficient skill to successfully manage financial aspects of own area if
work for instance budgeting and budgetary control. Alternatively, able to
perform financial management/accounting tasks. Knows when to seek
technical support from experts.
Has financial focus to his/her work and understands financial implications
of own actions in respect to the execution of own job.
Is able to relate and interact effectively at all levels both within and outside
the organization and is able to lead and or direct high level delegations and
negotiations and generate favourable results for the Institution /Agency for
the country. Held in high regard, both within and outside the organization
and referred to when challenging negotiation situations are encountered.
Can act as the Ambassador to the region.
Relates well with peers, subordinates and third parties. Operates
effectively as a member of a negotiation team and contributes to the
achievement of favourable results for the country. Researches the subject
matter, then prepares and presents convincing arguments.
Interacts well in routine/non challenging situations and gathers/presents
factual information to support negotiation process. Requires assistance
when faced with adversarial situations.
Is an experienced and highly capable diplomat who is able to represent the
country effectively in challenging environments and successfully further
the Countrys interests in such situations. Quickly gains the respect of
colleagues and opponents alike and consistently handles difficult situation
with tact. Has exemplary interpersonal skills, non emotional, able to see
the bigger picture and knows when to trade positions for bigger goals, etc.
Is extremely well versed with diplomatic protocol and etiquette and serves
as an example to others.
Has well developed diplomatic skills; is able to handle conflict situations or
put forward own point of view without causing offence. Is fully conversant
with the general rules and regulations that govern the conduct of an
international civil servant and applies them consistently to all aspects of
work and personal conduct.
45
COMPETENCY
SKILL LEVEL
Awareness
7.
Expert
Technical Competency
Competent
Awareness
8. Teamwork and Interpersonal Expert
Skills
Competent
Awareness
9. Continuous
development
Professional Expert
Competent
Awareness
10. Visioning
Expert
Competent
Awareness
INTERPRETATION
Has a good understanding of diplomatic rules and regulations and how to
apply to own work. Familiar with the diplomatic protocols and etiquette
and applies them consistently to own area of work.
Completely understands all aspects of the job and can execute successfully.
Serves as a point of reference for others in areas of expertise. Is able to
coach and mentor others.
Fully understands assigned job role and is able to perform it to an
acceptable level of competence without supervision.
Is still developing knowledge thus needs supervision.
Is able to relate and interact effectively at all levels, both within and outside
the organization. Held in high regard both within and outside the
organization.
Relates well with peers, subordinates and third parties. Has a balanced
approach to human relationships and works well in a team.
Interacts well in routine/non challenging situations. Requires assistance
when faced with adversarial situations.
Develop job knowledge and expertise through theotitical and practical;
Actively identify new areas of professional development regularly and
using new gained knowledge and skills on the job and support the
development of others; makes effort to initiate technical area
Identifies and participate in appropriate professional development
programmes and applies new knowledge in work and facilitate the
development of others through sharing
Applies new knowledge and skills to use in the job and handling through
trial and error.
Has the ability to align strategy to the organization vision, anticipate
possible future events and developments ;sets clear direction for the team
and spearheads in attain the vision both as a shepherd and as a steward
Able to lead and engage the team in strategy generation, spearhead
transformational programmes by providing clear direction ,leadership and
in structure and systems
Able to apply vision in the daily work plans and operations
46
COMPETENCY
11. Political savvy
SKILL LEVEL
Expert
Competent
Awareness
Expert
Competent
Awareness
13. Human Resource
Management and
Development
Expert
Competent
Awareness
INTERPRETATION
Demonstrate high degree of sensitivity to the surrounding organizational
and political environment and understands the political environment and
manage priorities for positive outcome
Understands corporate culture, norms and unwritten rules for the success
and understand power and politics and adapts to them and identifies when
issues needs to be escalated to higher authorities and effectively alerts
officials
Understand the organizational political and management environment
Demonstrate high degree of resource management and think in terms of
value addition, best effort and ensures all applicable procedures are used in
acquisition ,management and disposal of resources
Able to apply procedures and practices in management of resources in cost
effective manner and ensures work process achieves quality results within
the provisions
Demonstrate financial and non financial resources awareness and meets
basic resource management requirements
Demonstrate expertise in human Resource Strategy, Policy development,
able to effectively coach and mentor staff to become experts. Exhibits high
tenets of knowledge management and ensures a seamless transition to help
next generation
Able to effectively apply development and implement Human Resource
policy and procedures in the organization; provide staff with development
opportunities and sets appropriate standard for performance behavior
Able to apply the basics Human Resource Management and development
policies procedures and practicals in work environment
47
Category III
Competencies for Job Category III (4, 5) are outlined as follows:
COMPETENCY
SKILL
LEVEL
1. Leadership and strategic thinking Expert
Competent
Awareness
2. Policy
and
Development
Strategy Expert
Competent
Awareness
3. Strategic Management
Expert
Competent
Awareness
4.
Budgeting
Management
and
Financial Expert
INTERPRETATION
Sets direction for Institution /Agency and inspires others to embrace the
same direction.
Understands Institution /Agency goals, is able to translate them into action
plans and on-sell to peers and other officers.
Understands Institution /Agency goals, is able to execute tasks in line with
those goals.
Plays a lead role in identifying the need for new policies or the review of
existing policies and either develops the policies or oversees their
development and implementation by officers.
Is able to contribute to the drafting of new policies in line with prescribed
guidelines, for consideration and approval by superiors.
Can identify policy gaps/bottlenecks and point these out to the superiors for
action.
Can visualize the strategic direction of the Institution /Agency and turn this
into concrete strategic proposals and action plans. Can also share the
strategy and coach others in its attainment and monitor business operations to
ensure that they remain in line with strategy.
Understands the relationship with between own job or function and
Institution /Agency strategy and is able to align own or departmental
activities with the strategy.
Is familiar with the Institution /Agency strategy and tries to reflect the
strategy in performance of own job role.
Is fully conversant with the financial processes and procedures of the
Institution /Agency and the Ministry of Finance. Has professional
qualification or equivalent skill level. Acts as advisor/leads financial
48
COMPETENCY
SKILL
LEVEL
Competent
Awareness
5. Negotiation
Skills
and
Awareness
Influencing Expert
Competent
Awareness
6.
Project
Planning
Management
and Expert
Competent
INTERPRETATION
activities such as budgeting, reporting, etc.
Has sufficient skill to successfully manage financial aspects of own area if
work for instance budgeting and budgetary control. Alternatively, able to
perform financial management/accounting tasks. Knows when to seek
technical support from experts.
Has financial focus to his/her work and understands financial implications of
own actions in respect to the execution of own job.
Is able to perform routine functions via use of technology.
Is able to relate and interact effectively at all levels both within and outside
the organization and is able to lead and or direct high level delegations and
negotiations and generate favourable results for the Institution /Agency for
the country. Held in high regard, both within and outside the organization
and referred to when challenging negotiation situations are encountered. Can
act as the Ambassador to the region.
Relates well with peers, subordinates and third parties. Operates effectively
as a member of a negotiation team and contributes to the achievement of
favourable results for the country. Researches the subject matter, then
prepares and presents convincing arguments.
Interacts well in routine/non challenging situations and gathers/presents
factual information to support negotiation process. Requires assistance when
faced with adversarial situations.
Has in-depth understanding of the project management cycle. Recognizes
opportunities in the environment and is able to diagnose the strengths,
weaknesses, opportunities and threats of the Institution /Agency. Serves as
an internal expert/advisor and is able to lead project planning and
implementation activities.
Fully versed with the Institution /Agencys project implementation priorities
and is able to plan projects in own areas of work and implement approved
projects to the required standards. May be called upon to support called
upon to support Ministry wide project planning activities and participate in
monitoring and evaluation.
49
COMPETENCY
7.
SKILL
LEVEL
Awareness
Technical Competency
Expert
Competent
8. Teamwork
Skills
and
Awareness
Interpersonal Expert
Competent
Awareness
9. Continuous
development
Professional Expert
Competent
Awareness
INTERPRETATION
Knows the Institution /Agencys key project areas and understand their
relationship with own area of work. Is able to implement approved projects
with support from superiors.
Completely understands all aspects of the job and can execute successfully.
Serves as a point of reference for others in areas of expertise. Is able to
coach and mentor others.
Fully understands assigned job role and is able to perform it to an acceptable
level of competence without supervision.
Is still developing knowledge thus needs supervision.
Is able to relate and interact effectively at all levels, both within and outside
the organization. Held in high regard both within and outside the
organization.
Relates well with peers, subordinates and third parties. Has a balanced
approach to human relationships and works well in a team.
Interacts well in routine/non challenging situations. Requires assistance when
faced with adversarial situations.
Develop job knowledge and expertise through theotitical and practical;
Actively identify new areas of professional development regularly and using
new gained knowledge and skills on the job and support the development of
others; makes effort to initiate technical area
Identifies and participate in appropriate professional development
programmes and applies new knowledge in work and facilitate the
development of others through sharing
Applies new knowledge and skills to use in the job and handling through trial
and error.
50
Category IV
SKILL
LEVEL
Expert
Competent
Awareness
2.
Budgeting
Management
and
Financial Expert
Competent
Awareness
3.
Competent
INTERPRETATION
Can visualize the strategic direction of the Institution /Agency and turn this
into concrete strategic proposals and action plans. Can also share the
strategy and coach others in its attainment and monitor business operations to
ensure that they remain in line with strategy.
Understands the relationship with between own job or function and
Institution /Agency strategy and is able to align own or departmental
activities with the strategy.
Is familiar with the Institution /Agency strategy and tries to reflect the
strategy in performance of own job role.
Is fully conversant with the financial processes and procedures of the
Institution /Agency and the Ministry of Finance. Has professional
qualification or equivalent skill level. Acts as advisor/leads financial
activities such as budgeting, reporting, etc.
Has sufficient skill to successfully manage financial aspects of own area if
work for instance budgeting and budgetary control. Alternatively, able to
perform financial management/accounting tasks. Knows when to seek
technical support from experts.
Has financial focus to his/her work and understands financial implications of
own actions in respect to the execution of own job.
Has sound judgment and is able to evaluate the information on hand and
make quality and impactful decisions in a timely manner. Takes a lead role
in strategic decision making and is often consulted by senior management
before key decisions are taken.
Is able to make sound decision relating to own working area with minimum
input from superiors. Understands the limits of his/her decision making
51
COMPETENCY
SKILL
LEVEL
Awareness
4.
Technical Competency
Expert
Competent
5. Teamwork
Skills
and
Awareness
Interpersonal Expert
Competent
Awareness
6. Continuous
development
Professional Expert
Competent
Awareness
INTERPRETATION
authority and seeks inputs from the appropriate individuals when decisions
fall outside area of authority.
Is able to make routine decisions that are guided by laid down procedures
and protocols. Requires guidance in all other instances.
Completely understands all aspects of the job and can execute successfully.
Serves as a point of reference for others in areas of expertise. Is able to
coach and mentor others.
Fully understands assigned job role and is able to perform it to an acceptable
level of competence without supervision.
Is still developing knowledge thus needs supervision.
Is able to relate and interact effectively at all levels, both within and outside
the organization. Held in high regard both within and outside the
organization.
Relates well with peers, subordinates and third parties. Has a balanced
approach to human relationships and works well in a team.
Interacts well in routine/non challenging situations. Requires assistance when
faced with adversarial situations.
Develop job knowledge and expertise through theotitical and practical;
Actively identify new areas of professional development regularly and using
new gained knowledge and skills on the job and support the development of
others; makes effort to initiate technical area
Identifies and participate in appropriate professional development
programmes and applies new knowledge in work and facilitate the
development of others through sharing
Applies new knowledge and skills to use in the job and handling through trial
and error.
52
Category V
Competencies for Job Category V (9, 10, 11, 12, 13, and 14) are outlined as follows:
COMPETENCY
1.
Technical Competency
2. Teamwork
Skills
and
SKILL
LEVEL
Expert
INTERPRETATION
Competent
Awareness
Interpersonal Expert
Competent
Awareness
3. Continuous
Professional Expert
development and improvement
Competent
Awareness
4. Human Resource Management Expert
and Development
Completely understands all aspects of the job and can execute successfully,
serves as a point of reference for others in areas of expertise. IS able to coach
and mentor others
53
COMPETENCY
SKILL
LEVEL
Competent
Awareness
INTERPRETATION
tenets of knowledge management and ensures a seamless transition to help
next generation
Able to effectively apply development and implement Human Resource
policy and procedures in the organization; provide staff with development
opportunities and sets appropriate standard for performance behavior
Able to apply the basics Human Resource Management and development
policies procedures and practicals in work environment
54
Identify performance criteria to improve the accuracy and ease of the hiring and selection
process.
Provide a clear foundation for dialogue to occur between the manager and employee about
performance, development, and career-related issues.
55
Recruitment
Recruitment
for
a better
for a better
job fit
job fit
Enhanced
Enhanced
Professional
Professional
Development
Development
Opportunities
Opportunities
Improved
Improved
Retention
Retention
Competency
Competency
-driven
-driven
Selection
Selection
Meaningful
Meaningful
Performance
Performance
Management
Management
As can be seen from the above figure, the following advantages accrue from a competencydriven HRM processes:
Recruiting and selecting employees with the competencies associated with successful
performance will result in a better job fit.
Employee loyalty and retention increase when they clearly understand what is expected
of them and receive constructive feedback on how they are doing.
Identify the success criteria (i.e., behavioral standards of performance excellence) required
to be successful in their role.
Support a more specific and objective assessment of their strengths and specify targeted
areas for professional development.
56
This framework will facilitate securing and employing the right kind of people required to
accomplish public service objectives. This is because when the appropriate competency
framework is identified, appropriate job profiles are created. With an accurate job profile, the
entire recruitment process becomes easier and effective. A clear set of competencies and
requirements could figure prominently in recruitment materials and be integral to the hiring
processes of institutions. Moreover, the candidate who applies will be well aware of what the
position demands and the interviewer will know exactly what to look for in the candidate. Once
recruited, employees will be expected to perform well since they will know what exactly is
required of them. The process will also include competency assessment not only in professional
areas but also in all depending on the job level and category
The framework developed for the Rwanda public service will facilitate systematic evaluation of
employee performance on the job and potential for development. This is because with this
framework, an employee will be able to understand the growth within the public service
hierarchy and requirements clearly defined for positions.
management system currently used in the public service will need to be reviewed in order to take
into account the competency requirements as outlined in this framework to form a basis for a
new job evaluation, pay and performance evaluation system in order to ensure that all levels of
staff are evaluated and appropriately rewarded based on the competencies assigned by this
framework.
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ROLE
MIFOTRA
Chair
MININFRA
Member
MINICOFIN
Member
MINICOM
Member
NAEB
Member
NCBS
Member
RMI
Member
JUDUCIARY
Member
Member
RDB
Member
MINALOC
Member
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Roll out and mainstreaming of the Framework in the entire Public Service.
(ii)
Provide technical support to the Public Service institutions to mainstream the competency
Framework in their operations.
(iii)
Liaise with Public Service recruitment Agencies and NCBS on training and capacity
building to facilitate the implementation of the Competency Framework.
(iv)
Review the Performance Management System to be in line with the framework and
Results Based Management.
(v)
Collaborate with Public Service training institutions in the development of curriculum for
identified competency gaps.
(vi)
(ii)
Make recommendation to the Committee for approvals and forwarding to the cabinet
(iii)
(iv)
(ii)
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(iii)
Create competency units within the Human Resource function in their institutions to
coordinate implementation of the framework in their agencies. The HR offices should be
strengthened to operationalize this framework at Ministry; Agency and LG levels.
(ii)
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Roll out the Competency Framework to the entire Public Service for
implementation in line with policy implementation procedures
Timeframe
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The framework will also facilitate human resource planning and development and guide the
review and rewriting of job descriptions and development of career progression structures for all
the cadres in the public service. The framework will provide a basis for competency driven
selection, leading to recruitment for a better job fit.
In addition the competency framework will support alignment of performance management and
professional development processes which will lead to strengthening employee abilities to meet
challenges of the job and hence increase the chances of improved retention.
Human resource development practices will be aligned to enforce attitudes and behaviors in an
effort to improve and maintain individual and organizational effectiveness. Strategic HRD
practices that are competency-based will be key factors in improving institutional performance
and learning.
Employees will acquire new knowledge, skills and attitudes which will facilitate achievement of
personal and organizational goals which will facilitate the transformation of the public sector
capable of meeting Rwandas current and future development capacity requirements.
The Competency Framework has been developed in order to support the improved service
delivery as well as facilitate the attraction and retention of the competent staff in the Public
Service.
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7.0 ANNEX
Cadres in five job categories (reference the Presidential order n17/01 of
23/01/2013 establishing the job classification in Rwanda Public Service)
Jobs under Category I (Levels E, F, G)
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Sound Archivist
Administrative Assistant to the Heads at Levels D,E,F
Maintenance Officer
Head Valet
Professional in Support Unit
Administrative Assistant to the Heads at Levels D,E,F
Executive Assistant to the Heads at Levels D,E,F
Maintenance Officer
Professional in Support Unit
Internal Auditor
Procurement Officer
Administrative Assistant to the Heads at Levels D,E,F
Logistics Officer
Verification Officer
Registrar IC, CC
Assistant to the Prosecutor at Intermediate Level
Local Revenue Collection at Districts
Local Finance Inspector at District/Sector
Professionals in Support at District Level
Administrative Assistant to the Heads at D, E, F
Professionals
ICT Officer (Ao)/(a1)
Engineer, Technologist (Ao)/(a1)
Junior Engineer, Junior Technologist (Ao)/(a1)
Agronomist, Veterinary, Forest, Livestock (Ao)/(a1)
Trainer IWAWA
Production & Manufacturing Officer
Instructor IPRC (Ao)/(a1)
Mechanical Engineering Draughtsman Ao/a1
Architectural Draughtsman Ao/a1
Maintenance Engineer Ao/a1
Laboratory Technician (Ao)/(a1)
Technologist IPRC (Ao)/(a1)
Engineer IPRC (Ao)/(a1)
Laboratory Technician (a1)
Maintenance Technician IPRC A1
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Chamber Attendant
Junior Waiter
Junior Cook
Domestic Assistant
Administrative Assistant to the Heads at levels "G", "H", "1", "2"
Head a Central Secretariat
Administrative Assistant to the Heads at Levels G,H
Archivist, Documentation/District
Non-Qualified Teacher Upper and Lower Secondary Schools (A1)
Teacher General Courses TSS/VTC
Workshop Assistant IPRC
Student Affairs TSS/VTC (A1)
Nurses/Midwives/Nurses in Allied Services (A1)
Paramedical Technician (A1)
Laboratory Attendant
Head of Central Secretariat
Nurse RCS (A1)
Warrant Officer Class 1
Warrant Officer Class 2
Chief Sergeant
Driver VIP
Technician's (A2)
Secretary
Storekeeper
Secretary Province/district
Agronomist, Veterinary, Forest, Livestock (A2)
Technician, Laboratory Attendance (A2)
Non-Qualified Teacher Lower Secondary Schools
Senior Instructor VTC (A2)
Instructor VTC (A2)
Assistant Instructor VTC (A2)
Paramedical Technician District Hospital
Nurses/Midwives/ Nurse in Allied Services (A2)
Receptionist
Agronomist, Veterinary, Forest, Livestock (A2)
Technician, Laboratory Attendance (A2)
Cashier, Billing, Invoicing
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