The competencies below have been identified as key behavioural competencies contributing to excellence in supervisory roles at NRC. They are not intended to represent all of the competencies necessary for success in a specific position. In addition to these competencies, specific technical expertise will be required.
Visioning/alignment: Creating a vision of success, communicating the vision and aligning strategic, operational and personal work plans and goals to achieve the vision.
Communication: Openly communicating in a compelling, honest, persuasive and articulate manner, ensuring the message is clear, understood and consistent with NRC objectives.
Valuing people: Treating people fairly, with dignity and integrity, to promote commitment and productivity.
Developing others: Developing others by providing a supportive growth environment and by coaching and mentoring.
Organizational/environmental awareness: Understanding the workings, structure and culture of the organization as well as the political, social and economic climate in which the organization operates.
Partnering: Seeking and building internal/external alliances, collaborations and services with or for clients to advance NRC business relationships, as well as knowledge, innovation and economic development.
Business understanding: Setting direction and operating in keeping with an understanding of the industry or economic sector, market dynamics and priorities, and NRC's role in regional and national systems of innovation.
Client focus: Bringing excellence to internal or external clients by focusing efforts on discovering and meeting their needs.
Results orientation: Focusing efforts on achieving quality results consistent with the NRC vision.
Teamwork: Demonstrating effective interpersonal skills and working cooperatively and effectively within and across organizational units to achieve common goals.
Self-knowing and self-development: Assessing strengths and weaknesses and engaging in ongoing self-development and improvement; maintaining effectiveness in the face of change or ambiguity.
Note: The term organization is used in this document to refer to NRC as a whole or that part of NRC for which the individual is accountable or exerts influence.
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