ACT human competency matrixskills, team, leadership, resilience development and coaching suites of offeringsre•sil•ience [ri-zil-yuhns, -zil-ee-uhns] is not only surviving but thriving in the face of change and adversity. At a corporate level it translates into the development of sustainable competitive advantage. It involves turning adversity into positive energy for growth and supporting, promoting and implementing behaviours and systems, that foster wellness, learning and sustainability.

skill

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velo

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t

team

dev

elop

men

t

lead

ersh

ip d

evel

opm

ent

resi

lienc

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velo

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coac

hing

sm self management

ic influencing & communicating

ar achieving results

psp preventing & solving problems

lphpc leading & promoting a high performance culture

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LEGEND!

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business writing change consulting/influencing

creativity/innovation

customerservice

intercultural interpersonal media negotiation personal productivity& effectiveness

professional image, etiquette& personal branding

sales talent management ttt team development inspirational leadership performance leadership strategy planning

strategy implementationpresentation

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wellness & wellbeing (sm)

innovation (ar)

client focus (ar)

professionalism (ic)

oral & written communication (ic)

workforce management (lphpc)

decision making (psp)

continuous learning (sm)

listening, understanding & responding (ic)

creative thinking (psp)

planning, organizing & time management (ar)

information seeking & probing(psp)

managing expectations (ic)

influencing (ic)

negotiation (ic)

result orientation (ar)

emotional intelligence (sm)

adaptability (sm)

relationship building & networking (ar)

teamwork & cooperation (ic)

stress management (sm)

conflict management (ic)

authenticity, personal credibility& purpose (sm)

strategic thinking (psp)

visioning & strategic direction (lphpc)

developing others & motivating (lphpc)

coaching (lphpc)

leveraging diversity (lphpc)

change leadership (lphpc)

team leadership (lphpc)

PHYSICAL RESILIENCE (indiv) / POLITICAL RESILIENCE (team/dept/org)

MENTAL RESILIENCE (indiv) / COGNITIVE RESILIENCE (team/dept/org)

EMOTIONAL RESILIENCE (indiv/team/dept/org)

SPIRITUAL RESILIENCE (indiv) / STRATEGIC RESILIENCE (team/dept/org)

directly developed• implies that competency indicated will be directly developed

during typical program• with a solid foundation, the right environment, and an

infusion of energy, positive growth is attained

addressed• implies that competency will be explored to some degree

during typical program• relevant insights are planted that support the attainment of

positive growth

coaching and company-wide initiatives• competencies to be addressed can only be determined on a

case-by-case basis• growth will need to be carefully engineered out of

exceptionally unique requirements ef

fect

ive

rep

ort

wri

tin

g

all t

ypic

al p

rogr

ams

are

tran

sfor

med

into

be

spok

e so

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ns b

y m

atch

ing

our

clie

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need

s to

our

exi

stin

g of

ferin

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competency

model

driv

ing

resi

lienc

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AWARENESSresilence level & areas of risk

TRANSFORMATIONcoaching

COMMUNICATIONdevelopment of core resilience skills

AC

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& d

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(on

line)

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PHYSICAL RESILIENCE (indiv) / POLITICAL RESILIENCE (team/dept/org)

MENTAL RESILIENCE (indiv) / COGNITIVE RESILIENCE (team/dept/org)

EMOTIONAL RESILIENCE (indiv/team/dept/org)

SPIRITUAL RESILIENCE (indiv) / STRATEGIC RESILIENCE (team/dept/org)

ACT human - 2 core competenciesthe core behavioral competencies we strive to build through every piece of work we do are ‘humanity’ and ‘resilience’.

1. ‘humanity’ is the competency that inspired us to be ACT human. It is the ultimate competency as well as the most basic of all competencies. According to the great Confucian philosopher Mencius, humanity “is a feeling common to all mankind that we cannot bear to see others suffer”. It includes empathy, caring, and forgiveness and is the basis of genuine altruism and caring for others in all social actions.

it is through ‘humanity’ that resilient success is built - the kind that persists because it is based on wellness, learning and sustainability. ‘Humanity’ drives resilience.

2. ‘resilience’ is about not only surviving but thriving in the face of change and adversity. At a corporate level it translates into the development of sustainable competitive advantage. It involves turning adversity into positive energy for growth and supporting, promoting and implementing behaviors and systems that foster wellness, learning and sustainability.

ACT human. Driving resilience.

ACT human – 30 key success factors/ competencieswe define below the 30 key-behavioral or non-technical competencies addressed/ developed throughout ACT human’s 5 suites of offerings - leadership, team, skills, resilience development and coaching.

to us competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviors needed for one to achieve professional and personal success.

there are 5 typical areas for personal and professional success covered in our behavioral competency model - self management (sm), influencing and communicating (ic), achieving results (ar), preventing and solving problems (psp) and leading and promoting a high-performance culture (lphpc).

ACT human’s 30 key competencies are, however, arranged in terms of how they support the development of personal and organizational resilience at 4 levels:

1. Level 1 - physical resilience (applies to individuals) and political resilience (applies to teams, departments and organizations)

2. Level 2 - mental resilience (applies to individuals) and cognitive resilience (applies to teams, departments and organizations)

3. Level 3 - emotional resilience (applies to individuals, teams, departments and organizations)

4. Level 4 - spiritual resilience (applies to individuals) and strategic resilience (applies to teams, departments and organizations)

ACT human – how to use our competency dictionary and matrixour competency model (dictionary and matrix) can be used for a variety of purposes including recruitment and staffing, learning and career development and performance management.

we trust that you will find them especially useful when it comes to identifying training needs as well as suitable development solutions.

ACT human – behavioral competency definitions

physical resilience (individual)/ political resilience (organization)

1. wellness and wellbeing (sm) – is about the existence of positive health and a sense of wellbeing in an individual. It involves adopting specific behaviors and lifestyles that promote optimal physical, mental, emotional and spiritual health such as mindfulness, a grateful disposition and emotional intelligence.

2. innovation (ar) – is about improving performance by doing or promoting new things, such as introducing a previously unknown or untried solution or procedure to the specific area or organization. It involves identifying problems, thinking using multi-pathways, generating ideas and alternatives and producing a variety of possible solutions.

3. client focus (ar) – is about identifying and responding to current and future client needs. It translates into providing service excellence to internal and external clients.

4. professionalism (ic) – is about being aware of how one’s self, one’s role and the organization are perceived by others. It involves thinking carefully about the likely effect on others of one’s words, actions, appearance, and mode of behavior.

5. oral and written communication (ic) – is about effectively transferring thoughts and expressing ideas orally or in writing in individual or group situations. It involves presenting oneself clearly and articulately when speaking with an individual or before a group, assuring that others fully comprehend the intended message.

6. workforce management (lphpc) – is about effectively recruiting, selecting, developing, and retaining competent staff. It involves dealing head-on with people problems and prickly situations without being intimidating, making appropriate assignments and managing staff engagement and performance.

7. decision making (psp) – is about evaluating options, considering consequences and implications, reaching conclusions and making recommendations and decisions involving varied levels of complexity, ambiguity and risk. It involves analytical, creative, conceptual and strategic thinking.

mental resilience (individual)/ cognitive resilience (organization)

8. continuous learning (sm) – is about pursuing self-development. It involves openness, assessing and recognizing own strengths and limitations and “working through” the personal experience of having contributed to an unsuccessful outcome so as to learn from it.

9. listening, understanding and responding (ic) – is about understanding and responding effectively to both spoken and unspoken or partly expressed thoughts, feelings and concerns of people from diverse backgrounds. It involves showing a deep and complex understanding of self and others, including empathy and cross-cultural sensitivity.

10. creative thinking (psp) – is about questioning conventional approaches. It involves understanding and mapping problems and exploring alternatives, responding to challenges with innovative solutions or services and using intuition, experimentation and fresh perspectives.

11. planning, organizing and time management (ar) – is about defining tasks and milestones to achieve objectives, while ensuring the optimal use of resources, including effective and efficient use of own time, to meet those objectives. It involves

coordinating with and informing others as necessary and the ability to juggle many different conflicting demands and priorities.

12. information seeking and probing (psp) – is about going beyond the questions that are routine or required in the job. It involves “digging” or pressing for exact information and true needs, resolving discrepancies by asking a series of questions, and/ or less-focused environmental “scanning” for potential opportunities or miscellaneous information that may be of future use.

13. managing expectations (ic) – is about communicating goals and needs to others clearly and accurately. It involves communicating the degree of urgency for all projects/ initiatives effectively and creating openness and connection with others by being well prepared at all times, and using clear placement and permission with the ultimate goal of achieving successful outcomes.

14. influencing (ic) – is about gaining support from and inspiring others to advance the objectives of the organization. It involves adapting clear and concise messages/ presentations for different kinds of audiences and getting ‘buy-in’ for the decisions that are made.

15. negotiation (ic) – is about exploring positions and alternatives to reach outcomes that gain acceptance of all parties. It involves developing a strategy to achieve desired outcomes, responding to opposing views in a non-defensive manner and keeping arguments issue-oriented.

16. result orientation (ar) – is about focusing personal efforts on achieving results consistent with the organization’s objectives. It involves having the sustained energy to manage own time and work volumes effectively to achieve results and deliver on targets even in the face of obstacles.

emotional resilience (individual and organization)17. emotional intelligence (sm) – is about integrating thinking

and feeling to make optimal decisions and create optimal relationships with oneself and others. It involves recognizing and shifting emotions and emotional patterns, consequential thinking, intrinsic motivation, developing optimism and empathy, and pursuing noble goals.

18. adaptability (sm) – is about adjusting own behaviors to work efficiently and effectively in light of new information, changing situations and/or different environments and cultures while remaining positive and motivated. It involves generating appropriate emotion/ mood and recognizing causes for alternative gratification.

19. relationship building and networking (ar) – is about building and actively maintaining working relationships and/or networks of contacts to further the organization’s goals. It involves the desire to work co-operatively with all stakeholders to meet mutual goals and an awareness that a relationship based on trust is the foundation for success in delivering results.

20. teamwork and cooperation (ic) - is about working collaboratively with others within diverse teams, work groups and across the organization and cultures to achieve common goals and positive results. It involves the awareness of own and other’s strengths and limitations and work preferences and – at a higher level – subverting personal needs to meet group needs.

21. stress management (sm) – is about maintaining effectiveness and wellness in the face of stress. It involves an awareness of own stressors, demonstrating focused, mindful thought even when under pressure and a proactive approach to managing and coping with stress.

22. conflict management (ic) – is about preventing, managing and/or resolving conflicts. It involves recognizing conflict, bringing substantial conflicts into the open and attempting to manage them collaboratively, identifying ways to help involved parties to work through conflict and maintaining awareness of broad, longer-term objectives to ensure that all parties share this awareness while seeking solutions.

spiritual resilience (individual)/ strategic resilience (organization)

23. authenticity, integrity and purpose (sm) – is about demonstrating actions that are consistent with what one says is important. It involves self-knowledge, communicating intentions, ideas and feelings openly and assertively without being intimidating, welcoming openness and honesty even in difficult negotiations and living up one’s core values with a sense of purpose.

24. strategic thinking (psp) – is about thinking and operating with a global perspective and vision that reaches outside organizational and regional boundaries and anticipates where markets/ market players are going and acting accordingly. It involves understanding the impact of decisions and workload on the wider team and across the business.

25. visioning and strategic direction (lphpc) – is about developing and inspiring commitment to a vision of success. It involves supporting, promoting and ensuring alignment with the organization’s vision and values.

26. developing others and motivating (lphpc) – is about fostering the development of others by providing a supportive environment for enhanced performance and professional growth. It involves being solution focused rather than problem focused, providing positive feedback, acknowledgement, recognition and encouragement when appropriate, proactively and directly addressing performance issues, delegating appropriately and coaching.

27. coaching (lphpc) – is about supporting individuals to produce exceptional results. It involves partnering with others in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.

28. leveraging diversity (lphpc) – is about fostering an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization. It involves supporting different behavioral/ work styles, cross-generational diversity and cross-cultural diversity and an awareness that leveraging workplace diversity is a vital strategic resource for competitive advantage.

29. change leadership (lphpc) – is about anticipating, driving, managing and enabling the process of change and transition linked to the broader business strategy and associated risk while helping others deal with their effects.

30. team leadership (lphpc) – is about leading and supporting teams to operate at optimal levels as well as integrating and coordinating teams into a coherent ‘whole’. It involves linking skills, tasks and people within and across teams and ensuring that key team performance factors associated with high-performing teams are consistently performed.

ACT human behavioral competency model

act human

skill

s de

velo

pmen

t

team

dev

elop

men

t

lead

ersh

ip d

evel

opm

ent

resi

lienc

e de

velo

pmen

t

coac

hing

sm self management

ic influencing & communicating

ar achieving results

psp preventing & solving problems

lphpc leading & promoting a high performance culture

LEGEND!

!

directly developed• implies that competency indicated will be directly developed

during typical program• with a solid foundation, the right environment, and an

infusion of energy, positive growth is attained

addressed• implies that competency will be explored to some degree

during typical program• relevant insights are planted that support the attainment of

positive growth

coaching and company-wide initiatives• competencies to be addressed can only be determined on a

case-by-case basis• growth will need to be carefully engineered out of

exceptionally unique requirements all t

ypic

al p

rogr

ams

are

tran

sfor

med

into

be

spok

e so

lutio

ns b

y m

atch

ing

our

clie

nts

need

s to

our

exi

stin

g of

ferin

gs

ACT human & business development pte ltd

29a kreta ayer road, singapore 088996t +65 6835-3919 • f +65 6835-3912 • w http://www.acthuman.com

level 19, silver fortune plaza, 1 wellington street, central, hong kongt +852 8121-9981 • f +852 8121-9984

singapore (hq) • hong kong • tokyo • melbourne