OCHC Competencies

OCHC Core Competencies

The core competencies to effectively perform in this position are Delivers Great Service, Builds Strong Work Relationships and Puts Learning to Work. It is expected that these behaviours are demonstrated up to and including the specified level for each competency.

OCHC DELIVERS GREAT SERVICE

OCHC’s mandate is to provide safe and affordable homes to people in need and employees have an important role to play. Many of us have ongoing contact with tenants as we give the best service possible and promote a positive tenant experience. Some of us provide other services that may not be directly related to the everyday activities of tenants, however, they are essential to ensuring that the organization runs smoothly and moves forward towards its long-term goals. This competency recognizes that regardless of the work we do, we all have clients who rely on us to understand their current and future needs and to provide quality and timely services.

  • Listens and shows empathy to clients
  • Anticipates client reactions
  • Acknowledges and addresses client concerns and questions
  • Keeps clients informed
  • Takes ownership of actions
  • Uses established work approaches
  • Follows work instructions
  • Shows attention to details and minimizes need for rework
Level A competencies + the following:
  • Adjusts work approach to address client needs where feasible
  • Identifies and discusses the additional or supplemental needs of clients
  • Seeks client feedback on service standards and program quality
Level A + B competencies + the following:
  • Negotiates solutions with the client that balance both client needs and available resources
  • Analyzes the efficiency and/or effectiveness of the business unit results
  • Adjusts business approach based on client direction and long-term needs
  • Puts processes in place to prevent reoccurrence of problems
Level A + B + C competencies + the following:
  • Champions service delivery to improve client experience
  • Analyzes client needs based on long-term perspective, risk and resources
  • Follows up with the team on performance and on achieving client goals
  • Keeps team informed of team results and opportunities to improve
  • Coaches and guides team members to Deliver Great Service

OCHC PUTS LEARNING TO WORK

We all experience how quickly change is happening at work – new ways of doing work, new projects and initiatives, new technologies, new work tools, new structures etc. Change will continue to happen and positioning ourselves to not only keep up but to influence and try out new ideas and approaches will be key to achieving our value of excellence. This competency recognizes that we need to be a part of a learning organization and be curious, push our learning and contribute to building new and better ways of doing our work.

  • Asks questions to learn from the experiences of others
  • Shows curiosity about the business direction and activities
  • Considers and applies feedback to improve performance
  • Builds understanding of the business unit work processes
  • Tries out new ways of doing things on the job
  • Participates in learning activities
  • Seeks feedback in an effort to improve performance
  • Identifies opportunities to improve work practices
  • Tests changes to work processes and provides feedback
  • Seeks out opportunities to learn
  • Experiments with learning and applies new skills
  • Seeks to understand and discuss change to support organizational direction
  • Helps team members to use learning in work practices and situations
  • Develops plans for professional development and growth
  • Integrates and leads team learning opportunities on-the-job
  • Initiates changes to work processes and systems
  • Optimizes access to information and learning for others
  • Openly promotes team discussions to explore options for change
  • Prioritizes and explains organizational change
  • Identifies and advances corporate learning priorities
  • Ensures resources are in place to deliver corporate learning plan
  • Coaches and guides team members to Put Learning to Work

OCHC BUILDS STRONG WORK RELATIONSHIPS

There is very little of our work at OCH that we can get done without strong working relationships. Collaborating, sharing information, demonstrating respect and helping each other are critical to our organization’s success. This competency identifies the work behaviours that we need from each other to build effective work relationships at all levels of the organization.

  • Maintains an open, approachable manner
  • Gives time and energy to team work activities
  • Shares appropriate information and follows up on colleague inquiries
  • Participates in team discussions
  • Takes on different team roles as needed
  • Supports team decisions
  • Asks questions and seeks input from others
  • Actively listens and builds on the ideas of colleagues
  • Endorses the team with others
  • Supports others to share their ideas and opinions
  • Offers encouragement and supports the good ideas of others
  • Celebrates workplace success and achievement
  • Seeks to find win-win solutions
  • Explores diverse ideas, opinions, and ways of thinking
  • Focuses on the situation, issues or behaviours, rather than the people
  • Ensures feedback and resulting action is communicated and/or acknowledged
  • Partners with other teams and business units
  • Considers the impact of decisions on other individuals and teams
  • Helps team members to work through conflict and focus on common work results
  • Explores and facilitates resolution of heightened levels of organizational conflict
  • Champions collaboration and strong work relationships throughout the organization
  • Coaches and guides team members to Build Strong Work Relationships

OCHC LEADS PEOPLE

As leaders, we motivate and inspire others through our vision and actions. We confidently provide direct feedback and enter into critical performance discussions with our direct reports when needed. We celebrate success, invest in relationships and recognize work well done. This competency recognizes that leaders are coaches who are instrumental in developing, engaging and influencing employees to achieve a desired culture.

  • Asks questions to learn from the experiences of others
  • Shows curiosity about the business direction and activities
  • Considers and applies feedback to improve performance
  • Builds understanding of the business unit work processes
  • Tries out new ways of doing things on the job
  • Participates in learning activities

LEVEL A plus

  • Seeks feedback in an effort to improve performance
  • Identifies opportunities to improve work practices
  • Tests changes to work processes and provides feedback
  • Seeks out opportunities to learn
  • Experiments with learning and applies new skills
  • Seeks to understand and discuss change to support organizational direction
  • Helps team members to use learning in work practices and situations

LEVEL A + B plus

  • Develops plans for professional development and growth
  • Integrates and leads team learning opportunities on-the-job
  • Initiates changes to work processes and systems
  • Optimizes access to information and learning for others
  • Openly promotes team discussions to explore options for change

LEVEL  A+B+C plus

  • Prioritizes and explains organizational change
  • Identifies and advances corporate learning priorities
  • Ensures resources are in place to deliver corporate learning plan
  • Coaches and guides team members to Put Learning to Work

OCHC LEADS STRATEGY

As leaders, we step away from our everyday responsibilities to think with a long-term perspective, to identify business risks and opportunities and to generate ideas to advance corporate goals. We leverage management business systems and tools to advance new and innovative ideas. This competency recognizes that leaders must contribute to building the organizational strategy and to convert concepts and opportunities into realistic plans and initiatives that move the organization forward.

  • Shows an interest in the organization’s “big picture”
  • Identifies opportunities for business unit activities that advance the strategic goals
  • Identifies work patterns that advance or hinder business priorities

LEVEL A plus

  • Discusses strategic priorities, and their relationship to the team’s work
  • Aligns work of the team to the relevant strategic priorities
  • Proactively identifies opportunities for change
  • Prepares business cases and proposals to identify issues, inform decisions or develop solutions

LEVEL A + B plus

  • Reviews the business area work plans to ensure alignment and impact to achieve the broader strategy
  • Uses relevant data analysis and inputs to define strategic priorities
  • Aligns resources and talent to strategic needs and priorities
  • Assesses overall risk and cost/benefit analysis
  • Creates contingency plans where risks are higher

LEVEL  A+B+C plus

  • Uses environmental scans to identify strategic signals, trends and change drivers
  • Articulates a clear and compelling picture of the future of the organization
  • Creates the long-term strategic direction through collaboration with stakeholders, partners and governing bodies
  • Monitors, identifies and evaluates risks to achieving the strategic plan
  • Adjusts actions accordingly to optimize business outcomes

OCHC LEADS RESULTS

As leaders, we accept full accountability for the business results of our assigned area and the significance that our team’s collective performance play in the overall success of the organization. We effectively engage management systems and tools to clarify, delegate, monitor and evaluate the short and long-term objectives of the team. This competency recognizes that leaders must anchor and guide the team to produce results.

  • Prioritizes tasks by importance and deadline and adjusts priorities as needed
  • Reviews existing work processes with colleagues to identify efficiencies
  • Plans and tracks work, appointments and commitments
  • Meets and exceeds deadlines through efficient practices
  • Completes high volumes of work, keeping a rapid pace without sacrificing accuracy
  • Identifies and escalates quality issues

LEVEL A plus

  • Develops challenging and realistic project/work plans
  • Sets goals and measures business unit performance
  • Delegates appropriately
  • Evaluates progress on tasks and adjusts work style as needed
  • Uses corporate or business tools to assess and execute work
  • Communicates performance and results to team and discusses opportunities for improvement
  • Celebrates work achievements
  • Assesses lessons learned and feeds back into work processes

LEVEL A + B plus

  • Establishes priorities and key performance indicators for business goals
  • Pushes the level of business thinking in solutions
  • Focuses the team to persevere when faced with significant obstacles
  • Conducts formal reviews of work initiatives and evaluates impact
  • Consults with diverse client groups to identify common issues, gaps or opportunities in order to improve results
  • Makes reasonable estimates of resource needs to achieve goals or complete projects

LEVEL  A+B+C plus

  • Ensures that the pace, scope and cost of initiatives are planned, monitored and controlled
  • Sets a corporate work plan that balances strategic risk-taking with business outcomes
  • Steers to provide added governance on corporate high-risk projects
  • Creates organization-wide structures, processes and systems to achieve corporate results
Print Friendly, PDF & Email