Seda

Seda
Competency Dictionary

Gijima Human Capital Management

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Contents
Introduction to the Seda Competency Framework ................................................................................ 2
Functional Areas ................................................................................................................................. 3
Competency Structure ........................................................................................................................ 3
Seda Competency Framework ................................................................................................................ 5
Competencies ......................................................................................................................................... 6
Leadership & Influencing .................................................................................................................... 6
Strategic Capability ............................................................................................................................. 7
Managing a Team................................................................................................................................ 8
Coaching & Mentoring ........................................................................................................................ 9
Change Management ........................................................................................................................ 10
Policy Development & Adherence .................................................................................................... 11
Political Awareness ........................................................................................................................... 12
Emotional Intelligence ...................................................................................................................... 13
Advisory Service ................................................................................................................................ 14
Communication................................................................................................................................. 15
Stakeholder Engagement .................................................................................................................. 16
Analytical........................................................................................................................................... 17
Business Acumen .............................................................................................................................. 18
Problem-Solving & Decision-making ................................................................................................. 19
Planning & Organising ....................................................................................................................... 20
Monitoring & Evaluation................................................................................................................... 21
Performance Driven .......................................................................................................................... 22
Administrative Diligence ................................................................................................................... 23
Team Work........................................................................................................................................ 24
Adaptability & Flexibility ................................................................................................................... 25
Policy Adherence .............................................................................................................................. 26
Negotiation ....................................................................................................................................... 27
Skills ...................................................................................................................................................... 28
Basic Computer Skills ........................................................................................................................ 28
Financial Acumen .............................................................................................................................. 28
Office Management .......................................................................................................................... 28
Further Information .............................................................................................................................. 29
Company Details ............................................................................................................................... 29

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Introduction to the Seda Competency Framework

The National Small Business Act of 2004 gave Small Enterprise Development Agency (Seda)
the mandate to develop, support, and promote small enterprises through a network of its
Branches and Service Providers to ensure their growth and sustainability.

Seda has 42 Branches Nationaly and provides business development services to both
potential and existing entrepreneurs. It becomes crucial therefore that Seda Practitioners be
capacitated in the Small Enterprise Development field so that they could be better equipped
to deliver professional and relevant services to small enterprises.

In order to be a sought after Service of Excellence, Seda is aware that it has to shift its focus
into being outcome and quality-based, retain the right skills, improve their Organisational
Culture, attract the right talents and improve internal career paths.

Seda had concluded its organisational structure to enable the organisation to successfully
implement its strategic choices, but further required a competency framework to provide
for an integrated Human Resource Management System that enables the achievement of
Seda’s objectives.

This document contains an Organisational Competency Framework and Dictionary that is

customised to the Seda organisational culture and environment.

A competency framework consists of the behaviours, skills, knowledge, abilities, motivations

or traits required for people within the organisation to succeed in achieving success within
their roles, while coping with the unique challenges associated with their environment.

The competency dictionary can assist in pinpointing the training and development needs of
individual Seda staff members, as well as identifying potential career paths and
opportunities for coaching and mentoring. Furthermore, by defining the competencies
underpinning effective performance in Seda and using these central competencies to guide
various human resource related functions within the organisation, the achievement of
Seda’s strategic objectives can be facilitated.

There are 22 competencies that have been identified as important for the Seda context
through a data collection process. All 22 competencies were identified as relevant to the
Support function; while 19 competencies are relevant to Leadership positions; and 14 are
relevant to the Core function. The development of the competency framework involved
gaining an in-depth understanding of the workings of Seda through job shadowing and focus
group sessions. Employees partaking in the process were diverse and included

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representatives at every level within the organisation and each of the 9 provinces. The
competencies were validated with an organisation-wide survey.

Functional Areas

Three functional areas within Seda have been identified, namely Core, Leadership and
Support. Not every competency relates to every functional area, as, for instance, Core roles
are not required to carry out behaviours associated with the Leadership function. The three
functional areas can be differentiated as follows:

 Core: Includes roles that are crucial to the core functions of Seda; namely the
development of SMME’s. For example, Business Advisors, Information Officers and
Data Capturers would fall under this functional area.
 Leadership: Includes roles whose main function is that of leadership. For example,
Branch Managers, Provincial Managers, and Operations Managers would fall under
this functional area. (Paterson grading of D1 and higher)
 Support: Includes roles whose main function is to support the organisation, as well
as National Office roles that cannot be classified as Core or Leadership. For example,
Human Resources, Information Technology and Finance would be classified under
this functional area.

Competency Structure

For each competency, a definition is provided. Each competency also includes various levels
of functioning that indicate the full range of expression of the competency. Lower levels of
functioning indicate only a simple expression of the competency, at a low level of
complexity, while higher levels of functioning signify more complex expressions of the same
competency.

Typically, the levels can be understood as follows:

 Level 1: Application of the competency in very simple situations

Responsible for enacting the competency under close guidance

 Level 2: Application of the competency in relatively simple situations

Responsible for enacting and supervising the enactment of the
competency

 Level 3: Application of the competency in somewhat complex situations

Responsible for understanding broader objectives relating to the
competency and translating them into understandable outcomes

 Level 4: Application of the competency in highly complex situations

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Responsible for understanding and providing input into broader

objectives relating to the competency

 Level 5: Application of the competency in exceptionally complex situations

Responsible for the formation and development of broader objectives
relating to the competency

While this provides an outline of the proficiency levels, each level of functioning is described
in terms of the behavioural indicators required. The behaviours at each level of the scale are
illustrative rather than definitive (i.e. other examples of behaviour are possible). Each
competency level is cumulative, meaning that, although behaviours from lower levels are
not necessarily repeated at higher levels, they nonetheless apply.

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Seda Competency Framework

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Competencies
Leadership & Influencing
The ability to gain buy-in and commitment when leading a team towards the
achievement of goals & objectives that sup port Seda's strategic objectives.

Level 1 Level 2 Level 3 Level 4 Level 5

Communicates a
clear and
Leads by example, compelling vision of
aligns own the future that
Focuses
behaviour with the generates
teams/subordinate
Supports others, organisation's excitement,
s on key priorities
promotes expectations, enthusiasm,
and removes
outstanding strategy, vision and commitment and
distractions or
achievements across values, and is widely confidence
Keeps people barriers
the wider recognized as a role
informed and up-to-
organization model Shapes the efforts
date, and ensures Demonstrates
of others towards
that subordinates understanding of
Takes action to the achievement of
have the necessary workload priorities
Makes sure the ensure others buy- a common purpose
information to do
practical needs of in to the
their job Gets others’ input
subordinates/teams organisational Speaks to the needs
for the purposes of
are met – identifies mission and goals, and aspirations of
Takes action to build promoting the
what tools, and creates the others to engage
people’s effectiveness of
information and optimum climate their passions and
commitment; the group or
other resources (i.e. for the achievement potential
solicits their ideas process
training) are thereof
and involves them in
required to get a job Proactively initiates
decision making Fosters a climate
done to enable Adapts leadership long-term,
processes of openness, trust
delivery of business style to fit the enterprise-wide
and solidarity
objectives situation and needs changes in the
Consistently informs among staff by
of different people organization in
people on what is treating each
response to
happening, person as a valued
Establishes norms Helps the team anticipated future
especially during team member and
for group behaviour understand how requirements
times of change making them feel
(“rules of their work supports
comfortable
engagement”) the mission, vision Takes action to
Communicates a expressing their
and values of the reinforce the vision
direction; explains opinions and needs
organisation and ensure
what needs to be
Keeps people processes and
done and why Encourages
motivated and Reinforces the practices are
differing opinions
focused on work organisational aligned across the
when building
deliverables vision with own organization
consensus and
actions and
manages conflicts
attitudes; is both Effectively
when necessary
accessible and communicates
responsive organisational
achievements and
successes

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Strategic Capability
The ability to understand the strategic direction of the organisation and
communicate this to others in terms of short - to medium-term outcomes.

Level 1 Level 2 Level 3 Level 4 Level 5

Translates the
vision of the
organisation into
strategic goals

Leads the
Set program/ development of the
operational goals vision and strategy
and plans in keeping for the organisation
with the strategic that is aligned to
Sets personal work macro-contextual
Effectively direction
goals in line with opportunities &
interprets and
operational goals of Defines issues, challenges
communicate the Regularly promotes
work area generates options
strategic vision to the organisation, its Defines and
and selects
employees within vision and values to continuously
Continually solutions, which are
area of clients, stakeholders articulates the
evaluates personal consistent with the
responsibility and partners vision and strategy
progress and strategy and vision in the context of
actions to ensure wider
Clearly articulates Assesses the gap
alignment with Scans, seeks out and organisational
the significance and between the current
organizational assesses priorities
impact of employee state and desired
vision and information about
contributions to future direction of Describes the vision
operational goals emerging trends,
promoting and the organisation and and values in
opportunities and
achieving establishes effective compelling terms to
Depends on others threats that may develop
organisational goals ways for closing the
to ensure alignment influence the future understanding and
gap in own sector
with the business direction of the promote
Monitors work of
goals & vision of the organisation acceptance/
team to ensure Identifies and
organisation commitment
alignment with communicates amongst staff and
Provides direction
strategic direction, obstacles to stakeholders
Questions the and communicates
vision and values executing specific
conventional the vision to
for the organization strategies Identifies,
approach and seeks encourage conceptualizes and
alternatives to alignment within the synthesizes new
Identifies potential Impacts positively
improve the organization trends or
future directions for on team morale,
standards of service connections
work area in line sense of belonging between
delivery
with vision and participation organisational
issues and
Foresees obstacles translates them
and opportunities into priorities for
and acts accordingly the organization

Foresees
opportunities for
improved
organisational
functioning

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Managing a Team
The ability to effectively manage various role players and dynamics within a
team, while maintaining a focus on the achievement of goals and targets.

Level 1 Level 2 Level 3 Level 4 Level 5

Builds relationships
Communicates
with team
team successes and
members and with
encourages the
other work units
team to promote Builds the
their work
Fosters team spirit commitment of the
throughout the
Shares important / and collaboration team to the
organization
relevant Makes decisions by within teams organization’s
information as well taking into account Establishes the mission, goals and
as knowledge & the differences Discusses values.
team’s credibility
problems/ issues
experience with among team with internal and
with team
team members members, and external Aligns team
members that
overall team stakeholders objectives and
could affect results
Understands the requirements and priorities with the
Listens to and fully
goals of the team objectives Capitalizes on the broader objectives
involves others in
and each team strengths of all of the organization
team decisions and
member’s role Sets & promotes members
actions; values and
within it specific and uses individual Ensures that
measurable team Gives credit for appropriate
differences and
success and
Clarifies roles and goals and objectives talents linkages/
acknowledges
responsibilities of contributions and partnerships
team members & Monitors the Capitalizes on between teams are
efforts of
delegates work progress & opportunities and maintained
individuals to team
addresses
accordingly completion of team effectiveness
challenges
activities presented by the Creates an
Deals honestly and Values and environment where
diversity of team
fairly with others, Accepts encourages others’ team members
talents
showing responsibility for the input and consistently push to
suggestions
consideration and team’s actions and Encourages others improve team
respect results to share experience, performance and
Builds cooperation,
knowledge and best productivity
loyalty and helps
Makes sure the Suggests or practices with the
achieve consensus
team
practical needs of develops methods Motivates teams by
the team and team and means for Makes procedural assigning work
Encourages others
members are met maximizing the or process based on individual
to openly discuss
input and suggestions for strengths &
what can be done
Willingly gives involvement of team achieving team interests
to create a solution
goals or performing
support to co- members or alternatives to
team functions;
workers and works challenges Builds strong teams
provides necessary
collaboratively Acknowledges the resources or helps that capitalize on
rather than work of others Stimulates differences in
to remove
constructive
competitively obstacles to team expertise,
discussion of
accomplishments competencies and
different points of
view, focusing on background
Supports and
the organization’s
encourages other
strategic objectives,
team members to
vision or values
achieve objectives

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Coaching & Mentoring

Focusing on staff development, guidance, empowerment and encouragement
with the aim of helping them grow on a personal level and improve their
ability to achieve organisational and work goals.

Level 1 Level 2 Level 3 Level 4 Level 5

Contributes to and
Actively creates an
helps implement
Diagnoses environment where
policies and systems
performance issues employees work
to promote and
and formulates towards improved
Recognises and support the
appropriate performance on a
encourages others development and
development continual basis
to take advantage of learning of
activities to suit
Identifies the need opportunities for employees
individual learning Institutes policies,
for growth in team individual
styles systems and
members development Assesses
processes to
organisational
Arranges specific promote and
Sets challenging Builds on successes, needs to formulate
assignments or support the
goals for the anticipates development plans,
projects to development and
development of mistakes, and freely outlining specific
challenge others learning of
staff in relation to offers assistance performance
employees
their current roles where appropriate measures and
Seeks training
targets
opportunities for Anticipates and
Suggests ways of Encourages
the continued plans for future
improving autonomy in others Identifies high
improvement of human resource
performance and performers and
staff management
competence Actively shares delegates authority
requirements based
knowledge and and responsibility
Maintains a work on Seda's strategic
Displays an interest experience with appropriately
climate in which vision
in the personal staff
team members feel
development of Recognises
valued and are Institutes
staff Provides opportunities for
encouraged to take organisation-wide
developmental personal growth in
on challenges mechanisms and
Encourages staff to feedback to staff staff and personally
processes to
engage in self- invests time in their
Offers own promote the
development Encourages and development
expertise to peers formation of
motivates
and stakeholders mentoring
employees to Creates an
relationships and
develop themselves environment that
Invests time in the continuous
encourages
mentoring sharing of
personal growth
relationships information among
and is approachable
colleagues
and reliable

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Change Management
The ability to accept change in the organisation, support change initiatives,
and manage resulting resistance from staff.

Level 1 Level 2 Level 3 Level 4 Level 5

Creates an
environment that
Proactively identifies
promotes and
gaps between the
Identifies and encourages change
organisation’s
accepts the need or innovation
current & desired
and processes for Publicly challenges the
level of functioning &
change status quo, and helps Devises new
drafts action plans
others recognize methods,
accordingly
Explains the opportunities for procedures, and
process, change/ improvement approaches having
Personally
implications and an organisational-
Promotes the communicates a
rationale for change Identifies important / wide impact
advantages of clear vision of the
to those affected by effective practices
change broad impact of
it that should continue Develops,
change
after change is introduces, defends,
Clarifies the
Invites discussion of implemented and gains support
potential Presents realities of
views on the change for new concepts,
opportunities and change and, together
Links projects/ ideas &
consequences of with staff, develops
Recognizes objectives to SEDA's methodologies from
proposed changes strategies for
creativity in work change initiatives and internal & external
managing it
unit describes the impact stakeholders
Explains how
on operational goals
change affects Identifies future
Considers Leads work teams in
current practices needs for change
innovative ideas Anticipates specific developing creative
that will promote
generated by others reasons underlying solutions to address
progress toward
resistance to change problems
operational and
Explains the reasons and implements
strategic goals
for a decision or approaches that Identifies future
change, and how it address resistance needs for change
Shares and promotes
will affect individual that will promote
successful change
roles or positions progress towards
efforts throughout
the achievement of
the organization
strategic goals

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Policy Development & Adherence

Identifying where revisions in policy are required based on the direction of the
organisation, and taking accountability for implementing such changes

Level 1 Level 2 Level 3 Level 4 Level 5

Holds staff
Shares ideas, invites
Identifies room for Researches current accountable for
participation into
improvement/chang standards/policies/p following correct
Remains abreast of policy amendments
e in existing policies, rocedures, utilizing processes and
policies, procedures
procedures & SOP's all available procedures at all
& SOP's Communicates
resources times & puts
policy amendments
Evaluates practices measures in place
Translates policies in a way that
in work unit/team Gathers and to ascertain this
& procedures for facilitates buy-in &
against policies, benchmarks
own work unit support
procedures & SOP's information with Demonstrates the
to ensure adherence key stakeholders knowledge and skill
Communicates Ensures that work
necessary to
changes & policies, team/unit shares a
Reinforces policies, Interprets, effectively develop,
procedures & SOP's common
procedures & SOP's develops, and implement and
to immediate unit understanding /
by making use of communicates evaluate public
interpretation of
specific standards / policies policies and
Obtains inputs for policies &
tools/exercises/com / procedures programs according
changes to policies, procedures
municate to best practices
procedures & SOP's
Proactively
from work unit & Implements
Encourages active identifies Provides policy
communicates to standards / policies
participation from opportunities for advice to officials
respective person / procedures and
work team regarding new policies, that is consistent
monitors
policy amendments procedures & SOP's with local, national,
compliance
and international
policies and trends

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Political Awareness
An awareness and sensitivity towards the political arena on a national, local
and provincial level.

Level 1 Level 2 Level 3 Level 4 Level 5

Remains abreast of
current affairs and
political trends, and
makes use of such Maintains a broad
Displays a
information to Displays a broad understanding of the
sensitivity towards
inform decision- understanding of political context in
local, provincial and
Displays an making the political arena, which Seda functions,
national political
awareness of local as well as current as well as the
dynamics and how
political trends Understands trends, and relays potential impact of
this affects the
underlying political this information to political trends on the
workings of the
motivations behind others as necessary SMME industry as a
organisation
communication and whole
is diplomatic in
responses

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Emotional Intelligence
An awareness of one's own emotions as well as the emotions of others, and the
ability to handle these emotions with respect, dignity and empathy .

Level 1 Level 2 Level 3 Level 4 Level 5

Understands the
Displays an
multiplicity of
awareness of one's
Is able to emotions and their
own emotions as
understand the root effect both within Creates an
Displays an well as the
cause of negative teams and the environment that
awareness of one's emotions of others,
emotions and broader promotes the
own emotions and is capable of
handle them in a organisation respectful and
empathy
constructive, dignified treatment
Is able to express
positive manner Promotes an of others
one's emotions in a Is able to manage
environment in
constructive and express one's
Handles diversity which diversity and Displays an
manner own emotions
with tolerance and difference is awareness of the
constructively
respect welcomed and complexities of
Treats others with
encouraged emotions and how
dignity, respect and Realistically
Maintains standards these can play out in
empathy evaluates one's own
of honesty and Encourages others the public arena
strengths and
integrity to treat colleagues
weaknesses, and is
and clients with
open to criticism
respect and dignity

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Advisory Service
The ability to identify needs and give advice based on application of industry -
related knowledge, understanding and experience .

Level 1 Level 2 Level 3 Level 4 Level 5

Understands and
anticipates how the
complex links
between various
industries, sectors
and businesses will
Considers business affect SMME
needs from an development
Understands
inter-disciplinary
Keeps up to date complex links
perspective and is
with trends and between various
able to link Uses a high-level
developments industries, sectors
businesses using understanding and
relating to and businesses
Demonstrates an demand and supply application of
professional
ability to principles multiple industries
expertise Remains up to date
understand others' and sectors to
Identifies the need with the social,
needs quickly and advise others on the
Recognises the political and
advise accordingly to remain up to way forward
need for guidance legislative
date with the
and willingly offers environment and to
economic, political
one's support and learn from others
context and current Continuously scans
expertise
affairs to inform the environment to
advice given to reaming up to date
others regarding
developments in
the broader
organisational
context

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Communication
The ability to communicate in a clear, assertive and professional manner with
stakeholders, with the aim of creating mutual understanding.

Level 1 Level 2 Level 3 Level 4 Level 5

Communicates
complex issues
Adapts the content
clearly and
Takes others' and style of
assertively with
Communicates perspectives into communication to
widely varied
openly and account and adapts suit the language,
audiences
Demonstrates consistently with one's approach cultural background
understanding relevant others, in a when and level of
Uses varied
when provided with way they can communicating and understanding of
methods of
verbal or written understand and presenting the target audience
communication to
information respect information
promote discussion
Openly and
and understanding
Communicates Communicates Openly and constructively
among various
basic information in negative constructively discusses diverse
stakeholders
a clear, information with discusses diverse perspectives that
understandable sensitivity and tact perspectives that could lead to
Delivers difficult or
manner could lead to misunderstandings
unpopular
Responds to misunderstandings
messages with
Listens actively and questions and Models
clarity, tact and
objectively without issues in a tactful Resolves potentially constructive
diplomacy
interrupting manner, without harmful differences approaches to deal
becoming defensive between individuals with opposing views
Intervenes in
or critical and groups of and encouraging
difficult situations
people others to do so as
and moderates
well
between various
parties

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Stakeholder Engagement
The ability to establish and maintain healthy, mutually beneficial
relationships with stakeholders through effective communication and
networking.

Level 1 Level 2 Level 3 Level 4 Level 5

Creates and
facilitates forums to
develop new
Establishes and
alliances and
maintains credibility Encourages others
Participates in networks
with colleagues and to build
networking
Seeks information clients partnerships with
activities to build a Systematically
from others internal other functions,
wide range of evaluates new
and external to Initiates and departments and
stakeholder opportunities to
Seda develop diverse businesses to
relationships both develop stakeholder
relationships enable the
internal and relationships in line
Focuses on key achievement of
external to Seda with Seda's
elements of Is able to pave the Seda's strategy
strategic objectives
building positive way to mutual
Seeks out the
working respect, trust and Coaches others in
expertise of others Seeks opportunities
relationships with lasting developing and
and nurtures key to partner and
necessary interpersonal maintaining
contacts as a source transfer knowledge
stakeholders relationships cooperative and
of information
satisfying
Initiates, nurtures
Responds to Cultivates and relationships
Cooperates with and develops
requests effectively nurtures personal
internal and diverse
and timeously networks Brings groups of
external relationships
throughout the people together to
stakeholders to
Takes steps to meet organisation and share information,
establish positive Gains an in-depth
stakeholder needs beyond, and address issues and
working understanding of
effectively uses solve problems as
relationships stakeholders' long-
contacts to achieve needed
term needs and
results
identifies ways to
assist in achieving
these

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Analytical
The ability to make sense of information by breaking it down into its
components, drawing trends, linking information and coming to conclusions.

Level 1 Level 2 Level 3 Level 4 Level 5

Analyses complex
situations, breaking
each into its
constituent parts
Integrates and
Analyses a high
assesses large
volume of fairly Integrates and
amounts of
complex assesses vast
information from
Identifies information to amounts of diverse
diverse sources
connections, break it into its information across
Breaks down patterns and trends constituent parts various systems
Simplifies complex
concrete issues into in information
information to a
parts Organises, classifies Simplifies complex
manageable level
Draws logical and synthesises information from
Synthesises conclusions and data into multiple sources to
Synthesises
information to recommendations fundamental issues arrive at an
complex
reach an from the understanding of
information to
understanding information Recognises that situations
identify
thereof available there are multiple
relationships,
causal explanations Identifies multiple
connections and
Identifies obvious Identifies the or ways of relationships,
information that is
links between implications and interpreting connections and
not obviously
information possible information discrepancies in
related
consequences of information even
information Identified when it is not
Arrives as logical
connections in obviously related
conclusions based
information that are
on the information
not obvious Accurately reaches
available
logical conclusions,
recognising that
there are multiple
factors at play

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Business Acumen
The ability to understand basic business concepts, particularly in relation to
the small business sector, and apply these concepts to promote effective
business functioning.

Level 1 Level 2 Level 3 Level 4 Level 5

Demonstrates an
understanding of
the broader Demonstrates a
business context broad
understanding of
Demonstrates a Seda's macro-
critical economic context
understanding of
budgets
Demonstrates a
Understands core Demonstrates an
Demonstrates a broad
business principles understanding of
critical understanding of
(including the cultures and
understanding of business, and
fundamentals of workings of both the importance of financial risks and
finance and internal and cost of capital in applies appropriate
Understands and profitability) external businesses
uses basic business business decisions mitigation
principles to strategies
Demonstrates an
accomplish work Understands how Keeps up to date
understanding of
business objectives with business and
return on
can be achieved operational plans
investment Demonstrates an in-
Demonstrates an within a specific and practices depth
understanding of business unit Diagnoses problems understanding of
Seda's business
from a business core business
offerings Ensures work aligns
perspective functions
Demonstrates an in- with Seda's
depth objectives and Considers the
understanding of business offerings impact and viability Understands and
Seda's business of possible courses anticipates the
offerings of action potential trends of
the social and
political
Understands and
environment and
anticipates issues
the impact on the
and challenges in
organisation
the business
environment and
the impact on units
within the business

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Problem-Solving & Decision-making

The ability to identify problems, conceptualise effective solutions, and
confidently make decisions.

Level 1 Level 2 Level 3 Level 4 Level 5

Identifies and
Identifies problems
understands
based on various
problems based on
factors that may be
complex
complex,
information from
incomplete and
multiple sources
Applies guidelines difficult to define
for dealing with
Considers multiple,
Applies guidelines problems, while Considers multiple
interrelated factors
for dealing with leaving considerable alternatives and
for which there is
problems that are room for discretion possibilities when
incomplete and
Identifies problems difficult to define and interpretation solving problems
contradictory
in own arena of
information
work through Makes fairly Works through Develops solutions
observation straightforward problems by to problems,
Identifies the
decisions with considering the balancing risks,
possible risks and
Makes minor interplay between competing priorities
implications of
straightforward consequences various factors and and implications
multiple projects
decisions based on taking incomplete across multiple
and actions, and
the information Understands the information into projects
takes this
available short to medium- account
information into
term implications of Makes use of good
account when
Seeks guidance and decisions Identifies the risks principles, values
problem-solving
consults with others and consequences and business sense
to verify that Seeks guidance and of actions and to arrive at sound
Addresses and
solutions/decisions coordinates with decisions decisions
manages systemic
are correct others as needed to
barriers inhibiting
make decisions Develops solutions Makes strategic
the resolution of
when the situation that address the decisions that have
problems
is unclear root cause of significant
problems and consequences
Recommends
prevent recurrence
solutions in an
Reaches decisions
environment of risk
and recommends
and ambiguity that
solutions assuredly
take the political
in an environment
context into
of public scrutiny
account

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Planning & Organising

The ability to plan and prioritise activities with the aim of achieving Seda's
strategic objectives, taking into account resources, timeframes & limitations.

Level 1 Level 2 Level 3 Level 4 Level 5

Develops strategic
plans considering
short-term
Organises people
requirements as
and prioritises the
Considers a range of well as long-term
activities of multiple
Identifies factors in the direction
team units to
requirements and planning process
achieve improved
uses available Establishes goals Plans work and
results
resources to meet and organises work Plans activities that deploys resources
own work by bringing the will have a positive to deliver
Recognises and
objectives necessary resources impact on Seda's organisation-wide
addresses the
efficiently together service offerings results
interdependencies
and ability to
of activities and
Completes tasks in Plans for deliver Secures and
resources
accordance with contingencies to allocates sufficient
plans deal with Anticipates possible and necessary
Evaluates processes
unexpected setbacks and revises resources for the
and results,
Sets priorities for setbacks plans as required implementation of
anticipates possible
tasks in order of projects
setbacks, and makes
importance Provides resources
appropriate
as needed Sets, communicates
adjustments to
and regularly
plans
assesses priorities
within the broader
organisation

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 Seda

Monitoring & Evaluation

The ability to monitor and track the progress of targets and plans with the aim
of meeting deadlines and measuring the impact of activities .

Level 1 Level 2 Level 3 Level 4 Level 5

Evaluates progress Ensures that
against project systems are in place
milestones to effectively
monitor and
Ensures that systems
Sets, communicates evaluate the
Monitors and Organises work are in place to
and regularly progress of plans
evaluates the according to time effectively monitor
assesses priorities
progress of own management and evaluate and
Demonstrates an
work according to principles and control progress of
Monitors and understanding of
timelines processes organisational
manages multiple, the impact that
objectives
competing demands project variance will
Manages own time Assesses the
to ensure the timely have and moves to
effectively relative importance Challenges inefficient
completion of mitigate the impact
of activities and sets work processes and
projects and risk thereof
Makes adjustments reasonable offers constructive
to own plans when priorities towards alternatives
Anticipates issues, Uses time
necessary deadlines
establish effectively and
contingencies/ prevents irrelevant
alternative courses distractions from
of action and revise interfering with
plans as required work completion

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 Seda

Performance Driven
Committing oneself to go above and beyond to achieve outcomes, even under
pressure.

Level 1 Level 2 Level 3 Level 4 Level 5

Models excellence
Seeks significant and motivates
Takes a dedicated, Exceeds current challenges outside fellow Seda
hardworking expectations and of current job scope employees to follow
approach to work pushes for his/her example
improved results in Guides staff to
Pursues objectives
Consistently own performance achieve tasks and Sets processes and
with energy and
achieves goals, and seeks to procedures in place
persistence, and
established Encourages others improve their work to assist others in
sets high personal
expectations to take a dedicated quality and achieving goals and
standards for
through personal approach to their performance improving
performance
commitment responsibilities standards performance
standards
Remains motivated
Takes feedback and Takes on additional Takes on additional
even under
criticism into assignments to roles and Holds him/herself
pressure
account and makes ensure the responsibilities that and others
adjustments to achievement of add value without accountable for
work approach organisational compromising achieving standards
based on this objectives current of excellence and
responsibilities results for the
organisation

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 Seda

Administrative Diligence
The ability to carry out administrative tasks in an accurate, organised
manner.

Level 1 Level 2 Level 3 Level 4 Level 5

Ensures information
Puts systems in
is captured and Facilitates the
place to facilitate
readily available accessibility of
the accessibility of
information
Captures and information
Ensures accurate
records information Displays
document
in an organised commitment to Coaches staff to
management Puts measures in
manner improving the improve their
place to improve
capturing and management of
the management of
management of administrative
administrative
administrative information
information
information

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 Seda

Team Work
Definition:

The ability to maintain effective relationships with colleagues, and work

collaboratively with others in order to achieve shared goals.

Level 1 Level 2 Level 3 Level 4 Level 5

Contributes to the
maintenance of
positive team
Takes personal
relationships
accountability for
meeting Capitalises on the
Assumes
commitments to strengths of all Facilitates
responsibility for
others team members collaboration across
coordinating efforts
the organisation
with others Initiates
Understands the Participates in the and with other
collaboration with
goals of the team expression of, as organisations to
other groups /
and each member's well as respect for, achieve a common
Shares experiences, organisations on
role within it diverse points of goal
knowledge and best projects
view to enhance
practices with team
Interacts honestly teamwork
members
and fairly with Breaks down
Effectively manages
others, showing Gives credit for barriers (structural,
Seeks others' input conflict that arise as
consideration and success and functional, cultural)
and involvement a result of different
respect for them acknowledges between teams,
and listens to their views
contributions and facilitating the
viewpoints
Gives support to efforts of individual sharing of expertise
colleages and works to team and resources
Acknowledges the
collaboratively effectiveness
work of others
rather than
competitively
Promotes team
goals

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Adaptability & Flexibility

The ability to adapt to internal and external changes in Seda's environment .

Level 1 Level 2 Level 3 Level 4 Level 5

Anticipates change
and makes large
adaptations in
response to the
Identifies the need needs of the
Understands and
for change and situation
supports the
seeks opportunities
rationale behind
Accepts the for improvement in Accommodates a
Adapts personal change
changing nature of work processes and variety of shifting
approach to meet
the environment systems factors with
the needs of new or Adapts to new ideas
flexibility and
different situations and initiatives
Demonstrates Identifies ways to performs effectively
and people across a wide
willingness to try incorporate new amidst continuous
variety of situations
new approaches practices into the change and
Willing to deviate and people
existing framework ambiguity
from original plans
Considers
when necessary and Shifts priorities,
alternative Adapts with ease to Maintains
accept unexpected changes styles and
perspectives to major composure and
changes makes use of new
their own organisational shows self-control
approaches to deal
changes and is in the face of
with new and
supportive of such change
changing demands
changes
Shifts readily
between dealing
with strategic issues
and critical details

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 Seda

Policy Adherence
The ability to remain abreast of and adhere to Seda’s policies and procedures.

Level 1 Level 2 Level 3 Level 4 Level 5

Remains abreast of
Seda and external
Remains abreast of policies and
Seda policies and procedures
procedures, as well
Communicates
as changes in SOPs Holds staff
Remains aware of processes and
accountable for
policy changes and procedures as well
Adheres to existing Monitors staff following correct
follows correct as policy changes to
Seda policies and adherence to processes and
processes and staff and
procedures correct processes procedures at all
procedures at all encourages
and procedures times
times adherence to
policies
Ensures staff adhere Puts checks and
to processes and measures in place
procedures to ensure staff
adhere to processes
and procedures

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 Seda

Negotiation
Communicating in such a way as to convince stakeholders of the value of Seda
offerings and facilitate mutual agreement .

Level 1 Level 2 Level 3 Level 4 Level 5

Builds support for
ideas and initiatives
through coalitions
and group
Presents pros, cons
Describes the agreement
and detailed
Appeals to reason, potential impact of
analyses to Uses indirect methods of
data, facts and actions on others in Uses the process of
emphasise the gaining others' buy-in, such
figures in an an effort to gain give-and-take to
value of an idea as establishing alliances,
attempt to gain buy-in and gain support
coalitions and team support
others' support commitment
Persuades others by
Anticipates the
drawing from Positions and promotes
Uses concrete Adapts discussions effect of an
experience and ideas that are in line with
examples and and conversations approach on the
presenting multiple the strategic direction of
demonstrations to to appeal to the emotions of others
arguments in order the organisation
make a point needs and interests
to support a
of others Influences key
position
individuals inside
and outside own
group and earns
their respect

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 Seda

Skills

Basic Computer Skills

The ability to navigate basic computer programmes in order to complete
everyday tasks.

Expected proficiency: Microsoft Office & Outlook

Financial Acumen
The ability to understand basic accounting and financial principles in order to
make effective business decisions.

Expected proficiency: Numerical skills

Accounting principles

Financial understanding

Office Management
Responsibly managing and allocating office assets and resources.

Expected proficiency: Office asset management

Understanding of procedures relating to assets,

infrastructure and office processes

Ensuring the office is kept organised, safe and

functional

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 Seda

Further Information
This document was prepared for Seda by Gijima.

Company Details
Gijima Holdings (Pty) Ltd t/a Gijima Gijima Holdings (Pty) Ltd
P O Box 10629 47 Landmarks Ave
Centurion Kosmosdal
0046 Samrand
South Africa Centurion
0157
Tel: +27 (12) 675 5000
Fax: +27(12) 675 5400

Contact Person

Name: Gertzen Schlemmer

HCM: Business Manager
Tel number: +27(12) 675 5563
Cell number: +27(72) 584 1385
Fax number: +27 86 698 4677.

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