168 Human Resources Management for Public and Nonprofi t Organizations
Exhibit 6.4. Competencies of Canadian Public Managers (continued)
and those of the people around them. Not afraid to challenge preconceived
notions.
Emotional intelligence described as being able to handle their own emotions,
reactions and impact on others, including subordinates, peers, superiors and
others outside their administrative units. Sensitive to others ’ emotions and
take them into account when handling diffi cult matters.
Human resources management described as showing respect for and interest
in people, support employees in their work, are able to win and keep trust,
help employees work independently, and motivate them to improve their
performance. Pay attention to managing diversity, striving to leverage dif-
ferences and take advantage of each individual ’ s specifi c characteristics. Are
frank and open, unafraid of diffi cult decisions concerning personnel, and
resolve confl icts quickly. Able to recognize, reward and dismiss employees
and deal with any performance problems.
Knowledge management described as building knowledge within public organi-
zations for the development of public policy and programs. Encourage open-
ness to new thinking and to new developments in the fi eld that relate to the
agency ’ s activities. Concerned about managing and integrating knowledge.
Applying ethical values described as possessing the ability to withstand pres-
sures from political sources, deregulation, devolution when placed in situ-
ations in which decisions cannot be based on clear rules and formal codes.
Promote ethical conduct and pay attention to ethical issues. Provide superi-
ors with full and timely information.
Communication and negotiation described as listen, disseminate, connect,
exchange and negotiate within their administrative unit, their ministry, the
larger government and other government units, nonprofi ts, business and social
groups. Know how to talk to the media, public and elected offi cials. Develop,
articulate and project a clear and coherent vision to their people. When part-
nering with other organizations such as nonprofi t and for - profi t businesses to
apply and deliver services, need to be skillful and effective negotiators.
Technological savvy described as staying abreast of the possibilities that new
technologies and new information technologies create for public administra-
tion modernization, cost reduction, easier access to public services, redesign
of delivery methods, and facilitate transactions between public and govern-
ment. Take a proactive stance; identify changes to internal structures, operat-
ing methods, and requirements concerning access to information and privacy.
Managing performance, risk and enterprise described as producing results
while respecting laws, regulations, and citizen ’ s expectations. Encourage