ESDC Competency Dictionary - Skills

Finding patterns or making sense of large volumes of perhaps contradictory information.

Distinguishing between critical and irrelevant pieces of information.

Analyzing and evaluating data, claims, and arguments in a variety of representations, and drawing appropriate conclusions.

Asking questions and exploring problems to understand the sources of the problems or opportunities.

Putting the results of data analysis into context, including values, morals, and ethics, for decision-making.

Evaluating alternative responses systematically for possible implications and consequences before making a judgement.

Making recommendations or reaching conclusions that do not consider the values, morals, ethics or cultural implications for policy or design.

Stating opinions or views without taking note of multiple sources and information.

Making recommendations that do not consider the organization’s vision or strategies.

Making recommendations or reaching conclusions without conducting a thorough analysis that includes diverse stakeholders such as senior management.

Using questions that allow employees to examine their own thought processes and find solutions for obstacles.

Guiding employees through the process of setting goals and assessing progress.

Exploring how employees can develop higher-level and more in-depth competencies through open discussion.

Displaying active listening skills.

Providing appropriate challenge opportunities in support of employees’ growth.

Telling employees what they are doing wrong and what they need to do about it.

Leaving employees to figure out goal-setting on their own.

Giving employees pat answers.

Continually developing and improving one's skills and knowledge in order to work effectively and adapt to changes.

Selecting and using training/instructional methods and procedures appropriate for the situation when learning or teaching new things.

Recognizing assumptions on which one’s perspective is built and actively seeking out different understandings.

Incorporating lessons learned and pushing forward, and seeking opportunities to apply new learning and experiences.

Pivoting or adjusting to new priorities, evidence, challenges and technologies, and taking a constructive approach.

Understanding the implications of new information for both current and future problem-solving and decision-making.

Showing an ability to respond to unique unexpected circumstances as they unfold.

Displaying a positive attitude in the face of ambiguity and change.

Lacking curiosity and being satisfied with the status quo.

Thinking that there is only one best way of doing things and routinely disregarding other ways that could potentially be as effective.

Failing to notice or take into account changes in the work environment.

Making the same mistake over and over, and expecting a different result.

Giving full attention to what other people are saying, taking time to understand the points being made, asking questions as appropriate, and not interrupting at inappropriate times.

Listening to and demonstrating understanding of others’ ideas.

Talking to others to convey ideas and information clearly and concisely.

Expressing oneself, both orally and in writing, in a manner appropriate to the needs of the audience.

Reading emotional reactions, social cues, body language and tone in a manner that compels appropriate levels of empathy and adaptation.

Considering the conditions and emotional state of partners, and communicating intentions calmly and respectfully.

Rehearsing what you are going to say in your head while the other person is still speaking.

Presenting ideas without establishing a clear format and purpose in your own mind.

Keeping information to yourself that would be helpful to others.

Causing misunderstandings by sharing information prematurely.

Having one canned way of presenting information without taking into account various audiences.

Addressing conflict directly through respectful dialogue.

Seeking to resolve conflict at the lowest level.

Allowing others to voice issues without fear of reprisal.

Addressing conflict objectively and with an open mind.

Actively listening to the concerns of others.

Seeking to find mutually acceptable solutions to conflict.

Giving signs that you are upset about something without expressing why, leaving the other person puzzled.

Going straight to your manager to solve a conflict you have with a colleague without first approaching that colleague to seek resolution.

“Getting back” at people who bring up concerns in subtle ways.

Becoming defensive, and trying to “save face” even when you realize you are partly to blame.

Blaming others for conflict without considering your role in the issue.

Trying to “win” the argument at all costs.

Anticipating the impact, estimating the risk, and identifying and activating procedures to minimize repercussions on employees and the organization.

Managing and controlling stress levels and preventing unproductive distress in order to keep functioning.

Keeping employees affected by the crisis aware of what is going on and what is being done about it on a continuous and timely basis.

Making decisions based on emotions and being easily overwhelmed by the urgency of the situation.

Not adapting to fast-changing situations and being too rigid about the plan to diverge from it if necessary.

Not taking into account how people are affected by the crisis and the way it is managed.

Finding, entering, reading, understanding and using letters, numbers, symbols, charts, graphs and images in electronic and paper formats.

Being able to perform an estimation or analysis that results in a number.

Being able to analyze and draw conclusions from quantitative or qualitative data.

Taking into account the source of the data, and understanding that why and how they were collected can influence their quality and usefulness.

Combining qualitative and quantitative data to grasp the complexity of an issue or problem from different angles and at micro and macro levels.

Finding creative ways to employ data to solve problems or inform policy.

Being satisfied with data that may be outdated or inaccurate.

Using technical terms or jargon in one’s conclusions so that only data specialists can understand it.

Manipulating data to support one’s own opinion on a problem.

Assuming there are no better ways to use the data.

Putting forward conclusions that are not fully supported by the data.

Being overly reliant on data to a point where the absence of data to guide decision-making results in decision-making paralysis.

Thinking ahead about the impact a decision will have on all those affected by it.

Considering and understanding the interests, concerns and needs of stakeholders.

Identifying key factors in a complex situation, and associating seemingly unrelated information to limit the risk in ambiguous situations where a decision needs to be made.

Anticipating the future impacts of decisions.

Using all available resources and pressing for more exact information to develop a complete understanding of the situation.

Integrating and applying different ideas and approaches when making decisions.

Deciding on a course of action that seems right to you, regardless of the impact on others.

Making decisions without taking the time to understand the perspectives and needs of stakeholders.

Pondering every complex detail of an issue until one is sure that the eventual decision is right.

Only being concerned about the immediate impact of a decision.

Being satisfied with vague or potentially ambiguous information.

Trying to force-fit standard approaches without considering alternatives.

Quickly learning and using new digital knowledge and applications.

Seeking opportunities to enhance the use of technology.

Finding ways to integrate technology into the workplace in order to facilitate external and internal work processes and the gathering of data in support of organizational goals and initiatives.

Seeking out new and compelling technologies that would enhance the work of the team.

Holding on to outdated technology one is familiar with even when there are better applications available.

Using the basic functions of computer applications without seeking out new, more effective ways to use them.

Being satisfied with manual work processes; failing to seek out ways of automating repetitive functions that would free up employees for other tasks.

Thinking that current programs and applications are sufficient and there is no need to look for something new.

Channeling the discussion in order to avoid getting sidetracked.

Demonstrating trust and respect.

Ensuring that everyone has the opportunity to participate and to be heard.

Ensuring that necessary resource material is available.

Facilitating the resolution of conflicts or differences of opinion among group members.

Being sensitive to individual and group needs.

Using a repertoire of group facilitation techniques to help the group focus, generate ideas, analyze problems, and reach consensus.

Diagnosing and intervening in group discussions in order to improve decision making and problem solving.

Failing to establish clear rules of engagement at the start of a session.

Not intervening when a participant shows disrespect towards another.

Insisting on sticking to a pre-determined agenda, even when exchanges are going well and participants are fully engaged.

Letting a participant dominate the conversation without encouraging other participants to share their views.

Always using the same facilitation techniques without consideration for the targeted outcome, or the needs of the participants.

Analyzing needs and product requirements to create a design with the users.

Observing a person’s experiences to actively understand, engage with them and solve problems.

Being able to put oneself into the shoes of, and see through the eyes of, the user.

Designing processes and procedures to ensure they add measurable value.

Testing potential products, services and processes to evaluate quality and performance in meeting the needs of users or solving the problem.

Going through the design process without involving the users.

Not taking into account the diversity (gender, regional and cultural differences) of potential users.

Focusing on results and efficiency rather than on the needs of users.

Displaying respect for other cultural values and beliefs, taking the initiative to gain appreciation for various cultures and diversity issues

Effectively and appropriately communicating with people of other cultures.

Abiding by a code of polite behaviour among members of a specific group to earn their trust and respect.

Examining one’s own biases and behaviours to avoid stereotypical responses.

Understanding that people from different cultures will react in different ways, and taking this into consideration when interpreting behaviours.

Watching for any change in body language or voice to discern the expression of emotions like joy, embarrassment, anger, sadness, shame, fear, etc.

Enhancing work processes by rethinking tasks and practices based on people’s diverse perspectives.

Imitating someone’s accent or making jokes about someone’s cultural traditions, but rather treating everyone the same regardless of differences.

Insisting that someone look you in the eyes, even when this obviously makes that person feel uncomfortable.

Speaking louder rather than more slowly in order to be understood by someone who hasn’t yet reached proficiency in either of Canada’s official languages.

Relying on limited exposure and experience with various cultures and diversity issues for decision making.

Observing, receiving and otherwise obtaining information from all relevant sources.

Reviewing information to detect or assess problems.

Following progression without interfering in the business of others.

Ensuring that business owners and senior management are aware of slippages (money, time or people).

Using relevant information and individual judgement to determine compliance with laws, regulations or standards.

Getting involved in the actual work instead of remaining an observer.

Focusing on outcomes that don’t fit the original objectives.

Failing to adapt expectations in light of changing requirements.

Listening respectfully to the opinion of the other party with a genuine intent to understand.

Actively exploring innovative possibilities that fulfill the needs of both parties.

Confidently advocating the needs of clients or the team.

Showing flexibility, and being willing to change plans or approaches as long as they meet the overall need.

Working towards win-win outcomes for both parties.

Finding common ground and making sure both parties share ownership of the outcome.

Dominating the conversation, hoping that if you state your position often enough, it will eventually be accepted.

Having a “black-and-white” perspective, assuming that one side will win and the other will lose.

Sticking to the original plan or approach to “save face” even when it becomes clear it won’t create a win-win situation for both parties.

Considering the source by clicking away from the story to investigate the site, its mission and its contact information.

Reading beyond the headlines to get the whole story.

Doing a quick search on the author to assess their credibility.

Checking the date to determine relevancy, as reposted old news stories do not necessarily reflect the current situation.

Questioning data, especially when it seems too good or too outrageous to be true.

Taking the time to fact check a story before sharing it with friends.

Before publishing on social media, thinking of the long-term implications not only for you but also for the people you reference.

Believing everything you see or read.

Sharing a story simply because a friend has shared it.

Systematically selecting or clicking on links without first assessing their legitimacy and the potential risk they pose.

Developing specific goals and plans to prioritize, organize and accomplish work.

Making effective use of time and resources.

Integrating a wide range of factors into the planning and organizing process.

Remaining committed to goals in the face of obstacles and frustrations.

Finding or creating ways to measure performance against goals.

Keeping action plans and work plans up to date.

Managing one’s own time and that of others.

Establishing long-range objectives and specifying the strategies and actions to achieve them.

Identifying appropriate resources and support when needed.

Doing daily tasks without considering whether they are the best means to achieve the overall goals.

Developing plans that don’t take into account all relevant factors affecting the activity or process.

Preferring to “wing” it; not making use of tools to manage time and resources.

Doing the immediate tasks without considering other tasks that may be more important.

Quickly acquiring and applying relevant information.

Recognizing pertinent facts and issues.

Thinking critically and framing/reframing the problem, options and proposed solutions, taking into account the context and new information.

Exploring and iterating new ideas to inform and validate solutions.

Making recommendations and formulating advice based on evidence.

Making a recommendation based on your opinion or what you think might be popular with others.

Being satisfied with vague or incomplete information; assuming that your opinion is shared by everyone.

Trying to force-fit standard approaches without considering alternatives.

Turning a blind eye to contextual factors and focusing solely on the problem.

Seeking out and building relationships with individuals who can provide information, network access, collaboration opportunities, or other forms of help and support.

Using social media networks to identify opportunities, gather intelligence, seek input to problems and develop a reputation in the community.

Maintaining important relationships by periodically initiating contact.

Making others feel comfortable by responding in ways that convey interest in what they have to say.

Looking for ways to add value to partners and networks.

Interacting effectively with people of diverse backgrounds.

Getting help for partners and people in your networks, but never returning the favour when it is time to contribute.

Systematically declining meeting invitations without explaining the reason.

Avoiding spaces, like social media, where potential partners can be found and fruitful working relationships initiated.

Proactively identifying underlying issues and potential problems.

Estimating and thinking through the impact if the risk, underlying issue or potential problem is not addressed.

Anticipating both liabilities and opportunities through analysis.

When appropriate, using prototyping to test a product (policy, procedure, process, program, etc.) during early design or implementation stages to reduce risks of failure.

Jumping into action without identifying risks and prioritizing them according to their potential impact.

Focusing only on the short term.

Ignoring warning signs and resisting bad news or contrarian information.

Relying solely on past experience without considering the changing nature of the work or the business environment.

Using powerful words, data and images to tell a story that will emotionally engage the targeted audience, bring key messages to life, and facilitate retention.

Focusing on quality and relevance of information rather than quantity.

In addition to traditional data sources, using testimonials from a variety of sources – feedback from users, quotes from experts, reactions on social media, etc. – to make it real and concrete for the audience.

Inundating the audience with data to prove a point.

Using images that have a strong visual appeal but do not directly support the key messages.

Focusing on details rather than main points the audience needs to remember.

Developing a story that does not include “what’s in it for me?” or “what’s in it for the organization?”