Communication Session on

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Communication Session on Development Frameworks,
Training Roadmaps and Programmes
Public Service Communications Competency
Framework Training Roadmap
5 August 2008
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Rationale

• With a more engaged citizenry and the development
  of new forms of communications channels, there is
  an increasing need for public officers to possess
  good oral, written, interpersonal and corporate
  communication skills
• To identify competencies in communications and
  develop a framework
• As a more structured basis of designing and
  developing new programmes, and reviewing existing
  programmes to better meet public sector needs

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Project Objectives

• To conduct a study into the key competencies
  required for effective communication (Mainstream
  Div 1 to 3 officers)
• To develop a Communications Competency Framework
  for the Public Sector
• To identify the training interventions required

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Partnerships

• Consultants
• Dr Anil Pathak, Language and Communication
  Centre, NTU
• Dr Benedict Lin, Language and Communication
  Centre, NTU
• MICA
• Accepted ownership of the Communications
  Competency Framework in Feb 08
• Larger advisory role in the development of the
  competencies, framework and training roadmap
• Provide advice on mandatory and core programmes
  for Public Service officers in the area of
  communications
• Recommend potential Resource Persons and Subject
  Matter Experts to support and facilitate courses

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Approach

• The following methods were used for competency
  identification
• One-to-One Interviews
• Focus Group Sessions
• Critical Incident Technique
• Surveys

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Some Key Findings (Div 1)

• Written communication viewed as most important
• Essential tasks include writing papers, reports,
  proposals and minutes of meetings, replies to
  feedback, etc
• Presentation skills seen as an essential skill
  for Div 1
• Forums ranged from internal meetings to external
  meetings/events/public consultation sessions, etc
• Perceived lower level of knowledge/ability in new
  media, corp comms and some other specialised
  areas of communication
• Especially the line, which might not understand
  their role in the larger scheme of things

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Some Key Findings (Div 1)

• Perceived weaker foundation in grammar
• Ability to give negative feedback or reply to
  feedback negatively, but effectively, was
  highlighted
• Strategic communication important for Div 1
• Highlighted the need for a course to induct new
  officers into the Public Service way of
  communicating
• Covering the nuances and the philosophy behind
  public sector communication styles, etc.

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Some Key Findings (Div 2 3)

• Perceived weaknesses in more fundamental areas of
  communication
• Eg fundamentals of language, such as grammar and
  pronunciation, etc.
• Written communication viewed as less important
  for this group
• Although seen as important for those who are more
  involved in written communication with external
  parties, such as members of the public or other
  agencies, etc

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Some Key Findings (Div 2 3)

• Oral and Interpersonal communications viewed as
  more important for this group
• Most deal with customers face-to-face or via the
  phone
• Less need for presentation skills
• They are usually not expected to make
  presentations outside of the organisation
• Highlighted the need for a course to induct new
  officers into the Public Service way of
  communicating
• Covering the nuances and the philosophy behind
  public sector communication styles, etc.

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Public Service Communications Competency Framework
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Thought Processes
Perception Ability to understand how one
perceives his/her own roles and tasks and how
others perceive their own roles and tasks. This
thought process is a pre-requisite for the next,
i.e. Attribution.
Attribution Awareness of how one assigns
meanings to others words and behaviours. This
thought process is a pre-requisite for the next,
i.e. Sensemaking.
Sensemaking Understanding different messages,
signals and situations in new and different ways,
thereby increasing the ability to identify and
avoid barriers to communication.
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Core Competencies
Message Situation Analysis Ability to analyse
situations aptly, and select and adapt
content/substance, style and strategy to produce
effective and appropriate messages. This
competency is a pre-requisite for the next, i.e.
Message Composition and Transformation.
Message Composition Transformation Ability to
decide on and use appropriate substance, style
and strategy in different channels of
communication. This competency is a
pre-requisite for the next, i.e. Feedback
Management.
Feedback Management Responding to positive and
negative feedback and response from the public
and other audiences.
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Training Areas
Oral Communications - Skills and techniques to
become more effective communicators, public
speakers and presenters to meet the needs of
different audiences.
Aural Communications (Listening Skills) - Skills
and techniques on effective listening in engaging
public/private agencies/stakeholders and in
influencing desired outcomes.
Interpersonal Communications - Skills and
techniques to interact more competently with
others, in any situation and to seek solutions to
service and people problems.
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Training Areas
Written Communications - Skills and techniques to
structure, analyse, write public service messages
and policy submissions clearly, coherently,
logically, and persuasively.
Public Consultation - Skills and techniques in
engaging the public through the use of effective
consultation tools and processes for successful
policy making.

• Public Communications
• Skills and techniques for public communications,
  in order to perform the various roles and
  functions more effectively.
• Includes corporate communications, handling
  media, replying to letters in newspapers,
  drafting press releases, planning
  campaigns/events and communication plans,
  preparing for crisis communications, and
  understanding key issues on the use of new media.

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Message Composition Transformation
Definition Ability to decide on and use
appropriate substance, style and strategy in
different channels of communication.
Sample Behavioural Indicator
Division 2 3 Officers
Division 1 Officers
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Levels Roles
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Levels Roles
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Training Roadmaps

• Training Roadmaps were based on this Competency
  Framework
• Roadmaps were drawn up based on DOP DOI
  interviews and FG discussions
• Survey information instrumental in deciding
  courses to add, enhance or delete
• Training Areas specific communication areas
  that may be translated into training programmes
• Training gaps were identified and courses were
  proposed to fill those gaps
• Based on BIs identified

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Some Recommended Courses

• Division 2 3 Officers (Junior CSO)
• Introduction to New Media Communications
• Grammar for Effective Communication (formerly
  known as Write Grammar)
• Effective Writing Course (revamped course to
  replace Write Correspondence)
• Write the Service Quality Way

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Some Recommended Courses

• Division 2 3 Officers (Senior CSO)
• Introduction to New Media Communications
• Writing Reports and Proposals (formerly known as
  Write Report)
• Write the Service Quality Way
• Think on Your Feet

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Some Recommended Courses

• Division 1 Officers (Executive)
• Introduction to New Media Communications
• Professional Presentations Getting Started
• Introduction to Effective Writing
• Write for Approval
• Write the Service Quality Way

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Some Recommended Courses

• Division 1 Officers (Middle Management)
• Introduction to New Media Communications
• Professional Presentations Becoming a Polished
  Presenter
• Preparing Policy Papers and Conveying Changes
• Writing Effective Minutes of Meetings (revamped
  course to replace Write for the Record)
• Vetting for Improved Performance (revamped course
  to replace Vetting Other Peoples Work)

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Some Recommended Courses

• Division 1 Officers (Senior Management)
• Introduction to New Media Communications
• Public Speaking Podium Power

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Thank You
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Brief Write-up On Public Service Communications
Competency Framework At the heart of the
framework are the Thought Processes upon which a
persons mental models are grounded. These
processes are Perception, Attribution and
Sensemaking. They represent the cognitive
behaviours that determine the communicative
outputs that officers produce. The three Core
Competencies Message Situation Analysis,
Message Composition Transformation and
Feedback Management are the competencies that
officers should possess in order to make
decisions and produce outputs relating to
communications. The higher the proficiency in
each of these 3 competencies, the more effective
the decisions/choices officers make with regard
to communications. This then translates into the
ability to communicate appropriately to suit
different people and situations encountered at
work.
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Brief Write-up On Public Service Communications
Competency Framework Finally, the six Training
Areas Written Communications, Oral
Communications, Aural Communications (Listening
Skills), Interpersonal Communications, Public
Communications and Public Consultation form
the specific areas of communication that may be
translated into individual training programmes to
help officers improve their communication skills
so that they are able to communicate effectively
under different circumstances and with different
audiences.