Canada Mortgage And Housing Corporation Competency
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Table of ContentsCompetency Mapping . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Competency Framework . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .The CMHC Competency Dictionary . . . . . . . . . . . . . . . . . . . . . . . . . .Understanding the CMHC Competencies . . . . . . . . . . . . . . . . . . . . . .3456Behavioural Competencies:Thinking Analytically . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Assessing and Managing Risk . . . . . . . . . . . . . . . . . . . . . . . . .Building Collaborative Relationships. . . . . . . . . . . . . . . . . . .Applying Business Acumen . . . . . . . . . . . . . . . . . . . . . . . . . .Communicating Effectively . . . . . . . . . . . . . . . . . . . . . . . . . .Engaging, Motivating, and Developing Employees . . . . . . . .Forward Thinking . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Fostering a Growth Mindset . . . . . . . . . . . . . . . . . . . . . . . . .Influencing with Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Leading Others . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .Meeting Client/Stakeholder Needs . . . . . . . . . . . . . . . . . . . .7891011121314151617C A N A D A M O R T G A G E A N D H O U S I N G C O R P O R AT I O N2
CMHC’s Competency MappingJOB FAMILYCOMPETENCIESAssurance& LegalAFinancialAnalysisRisk ENCIESIndividualContributorGKGWill be defined inthe second phaseof rolling out usinessStrategy &OptimizationDKnowledge csDGJJJJFFFFC A N A D A M O R T G A G E A N D H O U S I N G C O R P O R AT I O NLIST OF COMPETENCIESAThinking AnalyticallyBAssessing and Managing RiskCBuilding CollaborativeRelationshipsDApplying Business AcumenECommunicating EffectivelyFEngaging, Motivating,and Developing EmployeesGForward ThinkingHFostering a Growth MindsetIInfluencing with ImpactJLeading OthersKMeeting Client/StakeholderNeeds3
CMHC’s Competency FrameworkAssurance& trategy &OptimizationJOB COMPETENCIESLEADERSHIPCOMPETENCIESCompetenciesthat are commonto a groupof jobs andtranslate essentialaccountabilitiesof the job familyinto concretebehaviouralactions thatsupport effectiveperformance.Competenciesthat are commonto a sub-groupof jobs within abroader job familyand include thespecific skills andknowledge (knowhow) to performeffectively in a role.Competenciesmost closelyrelated to anemployee s role*.Competencies for roles thatinvolve managing, supervisingor influencing the work ofothers in some way.2max1max1max2maxKnowledge &RelationshipManagementQuantitativeAnalysis*Will be defined in thesecond phase of rollingout our fic skillsand behavioursindividualcontributorsmust exhibitto supporteffectiveperformance.Specificskills andbehaviourspeopleleadersmust exhibitto supporteffectiveperformance.1maxC A N A D A M O R T G A G E A N D H O U S I N G C O R P O R AT I O NIn addition tothe competencies,Our Valuesarticulate thebehavioursemployeesneed to embraceand practice.1max4
The CMHC Competency DictionaryThe CMHC Competency Dictionary was developed through a review of CMHC’s existing competencies, interviews with Management Committeemembers, and a review of CMHC’s Corporate Plan. Competency themes were articulated and benchmarked with other public sector andfinancial organizations. Competencies were also drawn from Korn Ferry Hay Group Limited’s compendium of competencies which draws onover 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 RESULTSPARTNERING WITH OTHERSMANAGING SELFLEADING PEOPLE Thinking analytically Communicating effectively Fostering a growth mindset Applying business acumen Influencing with impact Engaging, motivating,and developing employees Assessing and managing risk Building collaborative relationships Leading others Forward thinking Meeting client/stakeholder needsWHAT ARE COMPETENCIES?WHAT ARE THE BENEFITS OF COMPETENCIES?UNDERSTANDING THE COMPETENCIESCompetencies are behaviours that help driveperformance. When people can identify moreclearly what is expected of them in terms ofbehaviours on the job, they can then do their jobbetter. Competencies provide a means of lookingat how people do their work focusing on thosecharacteristics that make a person ‘highly effective’.Competencies look at the behaviours used toattain results and offer a consistent way toevaluate those behaviours for current performanceand future development goals. Making better hiring decisionsCMHC’s Competency Dictionary provides adefinition of each of the behavioural competencies.For each competency, there is a proficiency scalethat describes the associated behaviours as theyincrease in difficulty, scope and complexity.These scales establish targets for performanceand development. Focus learning and development where it willhave the biggest impact Inform succession planning and talentmanagement decisions Provide employees with feedback to understandwhat is expected of them and help improvetheir performanceC A N A D A M O R T G A G E A N D H O U S I N G C O R P O R AT I O N5
Understanding the CMHC CompetenciesCompetency ProficiencyThe scale for each competency describes the behaviour associated with that competency – what the competency “looks like” – moving from theleast complex, foundational behaviours to the most complex, expert behaviours.1. FOUNDATIONAL2. DEVELOPING3. SOLID4. ADVANCED5. EXPERTAwareness and ability to applythe competency in routinework situations.Some understandingand ability to apply thecompetency in routine andvaried work situations oflimited difficulty.Solid understandingand ability to apply thecompetency in mostwork situations.Deep understandingand ability to apply thecompetency in a full rangeof work situations.Complete understanding andability to apply the competencycreatively in the most complexsituations.EXAMPLE: Fostering a Growth MindsetDefinition: Is curious, open-minded, and engaged in one’s own development to build the skills needed for today and in the future. Recognizespersonal strengths and development needs, taking the necessary steps to improve current job performance and to meet future career objectives.LESS COMPLEXMORE COMPLEX1. FOUNDATIONAL2. DEVELOPING3. SOLID4. ADVANCED5. EXPERTIs a willing participant inplanned learning activities.Reflects, analyzes and learnsimportant lessons from pastperformance (both successesand challenges/mistakes).Actively pursuesfocused development.Anticipates future needs ofthe organization and identifiesopportunities to learn newthings/acquire new skills tomeet future needs associatedwith one’s job.Goes beyond the context ofone’s current job to identify andengage in learning opportunitiesthat will facilitate the achievementof one’s career developmentobjectives.C A N A D A M O R T G A G E A N D H O U S I N G C O R P O R AT I O N6
Behavioural CompetenciesThinking AnalyticallyDefinition: Thinks through issues by separating out the parts of the problem or situation and thinking things through systematically. Brings ina 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. FOUNDATIONAL2. DEVELOPING3. SOLID Breaks problems into simple listsof tasks, activities or issues tobe addressed. Recognizes and reviews the relevantfactors of a situation or problem. Makes a list of items with noparticular order or set of priorities. Breaks apart a problem and linkstogether pieces with a single link. Uses basic judgment to determinewhat information is needed toassess a situation. Uses available information fromvarying sources. Follows established proceduresto address problems. Sees basic relationships. Identifies the cause-and-effectrelationship between two aspectsof a situation (A leads to B). Organizes tasks or issues in termsof priority.4. ADVANCED Uses analytical techniques tobreak a complex problem intocomponent parts. Identifies several likely causesof events or consequences of asituation, considering within andoutside own area of work. Asks the right questions, investigatesalternate hypotheses and remainscurious in order to identify theimportant factors. Anticipates obstacles or risksinherent in a suggested plan ofaction and devises appropriatestrategies to mitigate their impact. Assesses the strengths andweaknesses of arguments to judgetheir merits or validity, as well asthe actions to take. Makes very complex plans or analyses. Defines and confirms the natureof the problem; looks at it fromdifferent angles and considersalternative solutions before movingforward with a plan to resolve it. Breaks down a problem into smallerparts and makes multiple causallinks (e.g. A leads to B leads to C). Analyzes pros and cons andestablishes basic priorities andrelationships.5. EXPERT Identifies root causes and underlyingissues to be tackled. Considers the larger context(i.e. the Sector, the broaderorganization), as well as socioeconomic factors in identifyingroot causes.BCDEFG Uses multiple analytical techniques toidentify several solutions and weighsthe value of each in the context ofCMHC and government priorities. Demonstrates advanced problemsolving skills used to make decisionseven when situations are ambiguous,data is incomplete or conflicting,and results may be unknown fora number of years. Applies fresh insight into problemsor opportunities not obvious toothers and evaluates the impactson projects, strategy and/or people. Considers the impact of problemson CMHC, given the currentdirection and climate. Makes sound decisions based onthoughtful analysis, includingassociated risks.A Breaks multidimensional abstractproblems into component parts todetermine the role that differentparts of the system play so newsolutions can be derived. Recognizes the repercussions ofcomplex problems and decisionsboth in the current context andin the near future.HIJC A N A D A M O R T G A G E A N D H O U S I N G C O R P O R AT I O NK7
Behavioural CompetenciesAssessing and Managing RiskDefinition: Identifies, assesses and manages risk to ensure excellent outcomes are achieved for CMHC, its clients and stakeholders. This involvesrecognizing when sufficient information is obtained, considering available evidence, weighing the consequences of decisions or strategies in thecontext of the desired outcome, and exploring new possibilities to create even better outcomes.1. FOUNDATIONAL Makes and implements routinedecisions in a timely manner. Consults and seeks necessaryinformation on which to basedecisions, including known risks. Confidently deals with straightforward situations. Selects solutions based on preidentified alternatives or knownoptions. Understands when an “80%solution” is sufficient and actsaccordingly. Is aware of the importance ofrisk management as part ofdecision-making.2. DEVELOPING3. SOLID Makes decisions in a vague situation. Recognizes conflicting data when itsurfaces and determines appropriateresponse in a timely manner. Uses sound judgement in makingdecisions: is comfortable makingdecisions when experience and datapoint to a logical direction, eventhough all information may not beavailable. Gathers information to understandthe probability of success,overall benefits and consequencesof failure.4. ADVANCED Makes time-sensitive decisions thatmay impact others even when onlylimited information may be available,but is sufficient enough to exercisesolid judgment. Makes and implements decisionshaving impact beyond the teamwhere required information isincomplete, contradictory and/orambiguous. Makes and implements strategicdecisions in very ambiguoussituations based on principles,values and sound businessarguments. Evaluates potential risks associatedwith decisions, recognizing theimpact on team members, andexplores different possibilitiesand approaches as required. Makes a reasoned selectionbetween methods, systems orprocedures where guidelines arebroad, balancing risks andopportunities. Champions initiatives with significantpotential paybacks, and possibleadverse consequences, based on anassessment of the risks and benefits,overall business impact. Acknowledges personalresponsibility for outcomes ofdecisions made under pressure. Takes informed, calculated risks bydrawing upon experiences in otherorganizations/sectors to create andimplement breakthrough solutionsfor CMHC. Integrates risk management intoprogram/portfolio management andorganizational planning, facilitatingthe identification of strategies thatwill navigate risks/opportunities,and disrupt the status quo. Makes the right decision: stays trueand is not influenced by undueinterferences or threats. Makes the appropriate decisiongiven what is known at the time. Acts promptly and with confidencewhen a situation requires a quickdecision. Keeps composure during difficulttimes and acts decisively to resolvebusiness issues.ABCD5. EXPERTEFG Makes decisions having significantconsequences that are favourablefor the organization and consistentwith CMHC’s values and canwithstand public scrutiny. Transforms the organization byassessing risks and leveragingopportunities in order to increasethe value of business solutions. Puts systems in place to proactivelymonitor risks and determineacceptable risk tolerances.HIJC A N A D A M O R T G A G E A N D H O U S I N G C O R P O R AT I O NK8
Behavioural CompetenciesBuilding Collaborative RelationshipsDefinition: Works with team members, stakeholders, and partners with the intent of creating a climate for collaboration across organizationalboundaries to achieve the goals and priorities that are important to CMHC. Identifies opportunities and develops strategic relationships (internaland external) to share plans, information, resources and ideas in order to achieve results.1. FOUNDATIONAL2. DEVELOPING3. SOLID Cooperates and communicateswith peers. Genuinely values learning fromothers’ input and expertise. Ensures all group members orrelevant colleagues have relevantand useful information. Asks colleagues for advice andinput to help form specific decisionsor plans. Does own share of the workand offers assistance to group. Actively includes others in theconversation, regardless of wherethey are located. Contributes effectively inmeetings and working groups,and understands the collaborativebenefit of working together. Understands the importance ofbuilding productive relationshipswith clients and stakeholders,and works on these relationshipswhen the opportunity arises. Builds a collaborative environment. Brings in colleagues from anotherarea of CMHC or others from anexternal group, who can provide animmediate contribution and valueto the task. Pulls together individuals acrossvarious internal or external groupsto team around a specific issue. Looks for shared interests acrossthe team and mutually beneficialsolutions. Sets and enforces norms tofacilitate a positive and productivecollaborative working environment. Invites sharing of informationand resources. Reconciles conflicting interestsor objectives as they arise. Uses own network to exchangepractical information. Uses network(s) to obtainperspectives, viewpoints andinsights. Builds networks of contacts andrelationships for benchmarkingand routine information seeking.ABC4. ADVANCED Uses network(s) to stay abreastof critical developments in ownworking area.DEFG5. EXPERT Creates cross-boundarycollaboration. Creates strategic client andstakeholder partnerships. Uses own enthusiasm andcommitment to higher-level goalsto motivate and guide others toachieve outcomes. Assures long-term sustainability ofeffort and commitment on the partof key clients and stakeholders. Involves stakeholders in thediagnosis of problems and indeveloping solutions to effectivelytransfer knowledge within andoutside CMHC. Promotes positive conflictresolution by identifying issues andfacilitating discussion and/or bycoaching others to constructivelyresolve conflict. Fosters a genuine mutual concernfor investment in each other’ssuccess. Gets agreement on roles andmutual benefits, (e.g., “Who setsthe agenda?”), and ensures othershave clear rules of engagement.HIJC A N A D A M O R T G A G E A N D H O U S I N G C O R P O R AT I O N Wins the hearts and minds ofothers around a common cause;creates a sense of commitmentto a greater purpose. Promotes sharing of expertiseamong wide-ranging teams toachieve broader outcomes. Takes a leadership role with clientsand stakeholders with the intentionof promoting a stable, competitiveand innovative housing system inCanada in some way. Identifies where to build strategicnetworks and relationships topromote CMHC’s reputationand goals.K9
Behavioural CompetenciesApplying Business AcumenDefinition: Has an understanding of the business context in which one is operating that informs planning and decision-making.1. FOUNDATIONAL2. DEVELOPING3. SOLID Understands the immediate context. Understands the organization. Understands relevant policies andprocedures and where to find them. Makes efforts to learn aboutissues relating to other parts ofthe business. Understands what is mostimportant in own role and howit fits into the larger organization. Understands how own work isconnected to achieving the goalsand priorities of the division.4. ADVANCED Understands and keeps abreast ofthe market, clients, stakeholders, etc. Knows what differentiatesCMHC from others in the sector. Identifies the unique added valueCMHC can bring to the market. Understands how one’s workimpacts other parts of CMHCand its clients and stakeholders.5. EXPERT Understands and acts on marketdynamics and trends that affectthe business. Is aware of emerging competitorsor context risks and takes action. Seeks to impact the business context. Understands the broader context. Recognizes larger, social, political andenvironmental trends and changesthat may impact CMHC in thelong term. Makes efforts to continuously learnabout broader social, regulatory,environmental or technologicalissues that might affect the business. Remains sensitive to political issueswhen making decisions or settingstrategy but stays focused onachieving desired results. Asks questions to understandbroader goals and objectives. Positions CMHC for success inthis context. Thinks beyond the boundaries ofbusiness lines, adopting a broadview, to recognize problems,align priorities and drive thestrategic goals of the organization.ABCDEFGHIJC A N A D A M O R T G A G E A N D H O U S I N G C O R P O R AT I O NK10
Behavioural CompetenciesCommunicating EffectivelyDefinition: Clearly transmits and receives information and communicates effectively with others by considering their points of view in orderto respond appropriately. It includes using tact and diplomacy in all communications as well as the ability to convey ideas and information in away that brings understanding to
Forward Thinking Fostering a Growth Mindset Influencing with Impact Leading Others Meeting Client/Stakeholder Needs . financial organizations . Competencies were also drawn from Korn Ferry Hay Group Limited’s compendium of competencies which draws on . Confidently deals with
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