RISE Competency Framework
Building a high-performance and future-ready organization through values-led behaviours.
As part of HRSG's ongoing commitment to building a high-performance and future-ready organization, we are pleased to launch the RISE Competency Framework and Competency Assessment.
The Competency Assessment is designed to help each of us better understand our strengths, identify opportunities for development, and support meaningful career growth. It is an important step in strengthening talent development practices and creating personalized learning opportunities across the organization.
Values that guide how we work
At HRSG, our culture is guided by the HRSG RISE Values. These values define who we are, how we work together, and how we create meaningful impact for our people, clients, and stakeholders.
To ensure these values are consistently demonstrated across the organization, each value has been translated into a set of measurable competencies and behavioural indicators. Through this framework, employees will be able to understand not only what we achieve, but also how we achieve it.
The RISE Competency Framework connects values with observable behaviours, helping employees, managers, and leaders reflect on performance, guide development conversations, and build a stronger culture of learning and growth.
One framework, five competencies, three levels
Every RISE value connects to a linked competency at the centre of how we work — select a value below to explore its behavioural anchors for Individual Contributors, People Managers, and Leadership.
Four values, one way of working
Select a value to see its statement, linked competency, and behavioural anchors by employee level.
Respect
“We show respect through our words and actions.”
Inclusion | Compassion | Empathy
Linked Competency: Building Effective Teams
This section explains how Respect is translated into the linked competency and measurable behavioural anchors across employee levels.
Competency: Building Effective Teams
This competency focuses on creating a collaborative, trusting, and goal-oriented environment where people work well together and contribute to shared outcomes.
| Rating | Behavioral Anchor |
|---|---|
| Consistently strengthens team effectiveness, proactively supports colleagues, and is recognized as a role model collaborator | |
| Actively contributes to team success, supports others, and constructively resolves team issues | |
| Works well with colleagues, respects diverse views, and reliably delivers own responsibilities | |
| Collaboration is inconsistent; occasionally impacts team dynamics or outcomes | |
| Avoids teamwork, creates conflict, or undermines collective goals |
| Rating | Behavioral Anchor |
|---|---|
| Builds highly engaged, high-performing teams with strong trust, accountability, and development | |
| Creates a positive team environment, manages conflict effectively, and aligns team efforts | |
| Manages team roles, relationships, and delivery effectively | |
| Team engagement, clarity, or collaboration is inconsistent | |
| Fails to build trust, address conflict, or enable team effectiveness |
| Rating | Behavioral Anchor |
|---|---|
| Creates enterprise-wide collaboration and builds strong leadership pipelines | |
| Enables cross-functional teamwork and effective leadership practices | |
| Supports collaboration and team effectiveness within own function | |
| Collaboration beyond own area is limited; silos persist | |
| Contributes to fragmentation or dysfunctional leadership culture |
Individual Contributors (ICs)
| Rating | Behavioral Anchor |
|---|---|
| Consistently strengthens team effectiveness, proactively supports colleagues, and is recognized as a role model collaborator | |
| Actively contributes to team success, supports others, and constructively resolves team issues | |
| Works well with colleagues, respects diverse views, and reliably delivers own responsibilities | |
| Collaboration is inconsistent; occasionally impacts team dynamics or outcomes | |
| Avoids teamwork, creates conflict, or undermines collective goals |
People Managers (PMs)
| Rating | Behavioral Anchor |
|---|---|
| Builds highly engaged, high-performing teams with strong trust, accountability, and development | |
| Creates a positive team environment, manages conflict effectively, and aligns team efforts | |
| Manages team roles, relationships, and delivery effectively | |
| Team engagement, clarity, or collaboration is inconsistent | |
| Fails to build trust, address conflict, or enable team effectiveness |
Leadership
| Rating | Behavioral Anchor |
|---|---|
| Creates enterprise-wide collaboration and builds strong leadership pipelines | |
| Enables cross-functional teamwork and effective leadership practices | |
| Supports collaboration and team effectiveness within own function | |
| Collaboration beyond own area is limited; silos persist | |
| Contributes to fragmentation or dysfunctional leadership culture |
Integrity
“We do what is right.”
Transparency | Courage | Trust | Discipline
Linked Competency: Integrity & Trust
This section explains how Integrity is translated into the linked competency and measurable behavioural anchors across employee levels.
Competency: Integrity & Trust
This competency focuses on acting with honesty, consistency, fairness, and accountability, especially in situations that require sound judgment and ethical decision-making.
| Rating | Behavioral Anchor |
|---|---|
| Consistently role-models ethical behavior and is trusted with sensitive matters | |
| Acts with honesty and reliability, even under pressure | |
| Follows policies, acts ethically, and communicates honestly | |
| Occasionally demonstrates lapses in judgment or reliability | |
| Breaches trust, policies, or ethical standards |
| Rating | Behavioral Anchor |
|---|---|
| Sets a strong example of integrity and actively builds a speak-up culture | |
| Demonstrates fairness, consistency, and ethical decision-making | |
| Treats people fairly and addresses integrity issues appropriately | |
| Inconsistently applies standards or avoids difficult integrity conversations | |
| Tolerates or contributes to unethical behavior |
| Rating | Behavioral Anchor |
|---|---|
| Sets the ethical tone for the organization and holds leaders accountable | |
| Makes principled decisions protecting organizational reputation | |
| Upholds governance and ethical standards within own area | |
| Ethical expectations are unclear or inconsistently reinforced | |
| Actions or decisions erode organizational trust or credibility |
Individual Contributors (ICs)
| Rating | Behavioral Anchor |
|---|---|
| Consistently role-models ethical behavior and is trusted with sensitive matters | |
| Acts with honesty and reliability, even under pressure | |
| Follows policies, acts ethically, and communicates honestly | |
| Occasionally demonstrates lapses in judgment or reliability | |
| Breaches trust, policies, or ethical standards |
People Managers (PMs)
| Rating | Behavioral Anchor |
|---|---|
| Sets a strong example of integrity and actively builds a speak-up culture | |
| Demonstrates fairness, consistency, and ethical decision-making | |
| Treats people fairly and addresses integrity issues appropriately | |
| Inconsistently applies standards or avoids difficult integrity conversations | |
| Tolerates or contributes to unethical behavior |
Leadership
| Rating | Behavioral Anchor |
|---|---|
| Sets the ethical tone for the organization and holds leaders accountable | |
| Makes principled decisions protecting organizational reputation | |
| Upholds governance and ethical standards within own area | |
| Ethical expectations are unclear or inconsistently reinforced | |
| Actions or decisions erode organizational trust or credibility |
Sustainability
“We minimize harm to the environment, maximize social responsibility, and ensure long-term economic viability.”
Environment | Social Responsibility | Economic Viability
Linked Competency: Strategic Agility
This section explains how Sustainability is translated into the linked competency and measurable behavioural anchors across employee levels.
Competency: Strategic Agility
This competency focuses on anticipating change, understanding long-term implications, adapting priorities, and aligning work with future business needs.
| Rating | Behavioral Anchor |
|---|---|
| Anticipates changes, proactively adjusts priorities, and adds strategic value | |
| Quickly adapts to changing priorities and aligns work to business goals | |
| Understands priorities and adjusts work as direction changes | |
| Struggles to adapt or requires frequent direction | |
| Resists change or works misaligned with priorities |
| Rating | Behavioral Anchor |
|---|---|
| Anticipates future needs and repositions teams ahead of change | |
| Translates strategy into clear plans and adapts effectively | |
| Aligns team goals to strategy and manages change competently | |
| Responds reactively to change; planning is short-term | |
| Fails to align team efforts with strategy |
| Rating | Behavioral Anchor |
|---|---|
| Shapes strategy and navigates uncertainty to drive sustainable growth | |
| Makes informed strategic decisions balancing risk and opportunity | |
| Executes strategy effectively within own scope | |
| Strategy execution is inconsistent or overly reactive | |
| Strategic decisions create confusion or risk |
Individual Contributors (ICs)
| Rating | Behavioral Anchor |
|---|---|
| Anticipates changes, proactively adjusts priorities, and adds strategic value | |
| Quickly adapts to changing priorities and aligns work to business goals | |
| Understands priorities and adjusts work as direction changes | |
| Struggles to adapt or requires frequent direction | |
| Resists change or works misaligned with priorities |
People Managers (PMs)
| Rating | Behavioral Anchor |
|---|---|
| Anticipates future needs and repositions teams ahead of change | |
| Translates strategy into clear plans and adapts effectively | |
| Aligns team goals to strategy and manages change competently | |
| Responds reactively to change; planning is short-term | |
| Fails to align team efforts with strategy |
Leadership
| Rating | Behavioral Anchor |
|---|---|
| Shapes strategy and navigates uncertainty to drive sustainable growth | |
| Makes informed strategic decisions balancing risk and opportunity | |
| Executes strategy effectively within own scope | |
| Strategy execution is inconsistent or overly reactive | |
| Strategic decisions create confusion or risk |
Entrepreneurship
“We foster innovation and proactive thinking to drive growth and positive change.”
Ownership | Tech Savvy | Creativity & Innovation
Linked Competencies: Customer Focus, Innovation Management
This section explains how Entrepreneurship is translated into its linked competencies and measurable behavioural anchors across employee levels.
Competency: Customer Focus
This competency focuses on understanding internal and external customer needs, building strong relationships, responding effectively, and delivering quality solutions.
| Rating | Behavioral Anchor |
|---|---|
| Anticipates customer needs and consistently exceeds expectations | |
| Delivers high-quality service and takes ownership of issues | |
| Meets customer expectations reliably | |
| Service quality or responsiveness is inconsistent | |
| Negatively impacts customer experience |
| Rating | Behavioral Anchor |
|---|---|
| Builds strong, trusted customer relationships through teams | |
| Coaches teams on service excellence and customer outcomes | |
| Ensures service standards and manages customer issues | |
| Customer issues recur or are poorly addressed | |
| Customer trust or relationships deteriorate |
| Rating | Behavioral Anchor |
|---|---|
| Sets a customer-centric vision that drives growth and loyalty | |
| Builds long-term strategic client partnerships | |
| Supports customer-centric decisions within own area | |
| Customer focus is secondary or inconsistent | |
| Strategic decisions damage customer trust or value |
Individual Contributors (ICs)
| Rating | Behavioral Anchor |
|---|---|
| Anticipates customer needs and consistently exceeds expectations | |
| Delivers high-quality service and takes ownership of issues | |
| Meets customer expectations reliably | |
| Service quality or responsiveness is inconsistent | |
| Negatively impacts customer experience |
People Managers (PMs)
| Rating | Behavioral Anchor |
|---|---|
| Builds strong, trusted customer relationships through teams | |
| Coaches teams on service excellence and customer outcomes | |
| Ensures service standards and manages customer issues | |
| Customer issues recur or are poorly addressed | |
| Customer trust or relationships deteriorate |
Leadership
| Rating | Behavioral Anchor |
|---|---|
| Sets a customer-centric vision that drives growth and loyalty | |
| Builds long-term strategic client partnerships | |
| Supports customer-centric decisions within own area | |
| Customer focus is secondary or inconsistent | |
| Strategic decisions damage customer trust or value |
Competency: Innovation Management
This competency focuses on encouraging ideas, experimentation, continuous improvement, and practical innovation that creates organizational value.
| Rating | Behavioral Anchor |
|---|---|
| Consistently generates impactful ideas and improves ways of working | |
| Actively suggests improvements and embraces new approaches | |
| Open to change and applies new ideas when introduced | |
| Hesitant toward new ideas or change | |
| Resists innovation or discourages improvement |
| Rating | Behavioral Anchor |
|---|---|
| Creates a team culture where innovation is expected and rewarded | |
| Encourages experimentation within the team and removes barriers to innovation | |
| Supports teams innovation initiatives and incremental improvements | |
| Innovation is inconsistent or low priority | |
| Actively discourages new ideas or risk-taking |
| Rating | Behavioral Anchor |
|---|---|
| Embeds innovation as a strategic capability across the organization | |
| Invests in innovation aligned to business growth | |
| Supports innovation initiatives within own area | |
| Innovation efforts lack clarity or commitment | |
| Prevents innovation or maintains status quo despite need for change |
Individual Contributors (ICs)
| Rating | Behavioral Anchor |
|---|---|
| Consistently generates impactful ideas and improves ways of working | |
| Actively suggests improvements and embraces new approaches | |
| Open to change and applies new ideas when introduced | |
| Hesitant toward new ideas or change | |
| Resists innovation or discourages improvement |
People Managers (PMs)
| Rating | Behavioral Anchor |
|---|---|
| Creates a team culture where innovation is expected and rewarded | |
| Encourages experimentation within the team and removes barriers to innovation | |
| Supports teams innovation initiatives and incremental improvements | |
| Innovation is inconsistent or low priority | |
| Actively discourages new ideas or risk-taking |
Leadership
| Rating | Behavioral Anchor |
|---|---|
| Embeds innovation as a strategic capability across the organization | |
| Invests in innovation aligned to business growth | |
| Supports innovation initiatives within own area | |
| Innovation efforts lack clarity or commitment | |
| Prevents innovation or maintains status quo despite need for change |
How to use this framework in your self-assessment
The Competency Assessment provides an opportunity to reflect on demonstrated behaviours, recognize strengths, and identify meaningful areas for development. Employees are encouraged to review each competency and its behavioural anchors carefully before completing their self-assessment.
This year's assessment is intended to establish a baseline for future development and should be viewed as a constructive exercise focused on learning and growth.
Following the assessment cycle, managers will discuss strengths and development priorities with employees as part of ongoing development conversations.
What employees need to do
- Reflect honestly on demonstrated behaviours and experiences.
- Review each competency and its behavioural anchors carefully before posting remarks and examples.
- Complete the self-assessment within the communicated timeline.
Assessment timeline
If the timeline remains relevant, this block can be kept as-is. If dates change, update this section before publishing.
Learning Support & Assistance
To help everyone become familiar with the process, the People & Culture team will provide learning support and guidance throughout the assessment cycle.
Competency Framework Guide
A detailed reference guide covering every RISE value, competency, and behavioural anchor.
Assessment User Guide in Octofy
Step-by-step instructions for completing your self-assessment inside Octofy.
Live Orientation Sessions
Join a live walkthrough with People & Culture to ask questions and see the process in action.