Job Analysis 167Exhibit 6.4. Competencies of Canadian Public Managers
Openness of new governance described as recognizing that traditional public
policymaking and service delivery methods are changing due to new
approaches to the role of government, citizens ’ desire for greater participa-
tion in public management, the increased availability of information, new
technologies, and the public ’ s changing needs. Listen, consult, and act
with citizens and groups, without losing sight of the public interest and
democratic rules.
Political savvy described as nonpartisan public service; managers are expected
to analyze the political environment in which the public administration oper-
ates, the aspirations of politicians, the growing complexity of the policy -
making process, and the domestic and international forces that bear on the
development and implementation of policy. The ability to provide politicians
with loyal, frank, objective and non - partisan advice, based on the most com-
prehensive and available information. Know and accept role in relation to
elected offi cials.
Strategic and tactical skills described as understanding the working of govern-
ment, the foundations and processes of the public administration and their
own agency. Interpret the context before suggesting and deciding on an
action. Assess the impact of policies on actors in their environment. Manage
proactively and know how to position the organization based on the situa-
tion. See their organization ’ s multiple dimensions and can seize opportunities
that result from complexity and change. Innovate, while managing the asso-
ciated political risk.
Vision and innovation described as needing to be open - minded and to be cre-
ative when faced with problematic situations. Be prepared intellectually and
emotionally to consider new ideas and emerging phenomena. Use innovative
approaches to accomplish goals, encourage experimentation and new work-
ing methods.
Managing complexity, adaptability and continuous learning described as able to
read the changing environment and adapt actions to the changing and con-
fl icting demands. Look for opportunities for learning and development and
strive to provide support for democratic governance.
Leadership described as being alert to changes that can improve their agen-
cy ’ s performance. Promote change and encourage others to embrace it.
Make diffi cult decisions, even when they cause discontent, and try to rally
people around those decisions. Their authority rests in part on their ability
to persuade and inspire others. They are critical, question the status quo,
and do not like new ideas just for their novelty. Possess strong organizational
skills, know where they are going and able to capitalize on their strengths