Testimonials

When i think about people who can help others to become more successful, Trevor always comes to our mind. He is a consummate professional. He is very professional about helping his clients to improve while making the challenging process of “getting to the next level” fun and exciting. Trevor is incredibly knowledgeable and has the rare ability to see through complex issues formulating solutions AND helping to execute them.

If you want to improve your company, team(s) and yourself, you need to talk to Trevor. He will be able to help you. I sincerely recommend Trevor.

Thank you very much for the time that you spent with us last week – your intervention, with the DISC behaviours analysis, has produced excellent results! My newly recruited team now has a better understanding of how we fulfil each programme area using a cohesive and integrated approach. Thank you once again!

The Ministry of Finance and the Public Service (MOFPS) plays a pivotal role in the Government of Jamaica’s thrust to transform its public sector.
In recognition of the magnitude of the change in culture that is required, the MOFPS embarked on a quest to become a Centre of Excellence embracing the five tenets of Motivated Workforce, Efficient Service Delivery, Technology Driven, Customer-Centric, and Evidence-Based Policies & Programmes.
It was decided that a forward-looking Competency framework would be an ideal vehicle as it would serve as a hub for all HR, Performance Management, Recruitment, Workforce Development, Career Pathing & Succession Planning processes.
The INFOSERV team was given the critical task of developing a Competency Framework that was aligned to our Tenets while having the capacity to drive the transformation process at all levels of the MOFPS, its Departments and Agencies.
At the end of an exhaustive process of consultations, examination of JDs, Work Plans and Performance Appraisal reviews, seven Core Competencies were distilled and endorsed through a rigorous process of engagement of team members across the MOFPS.

1.1 Personal Effectiveness and Impact –Tenet 1 Motivated Workforce

1.2 Initiative & Method – Tenet 1 Motivated Workforce

1.3 Communication – ‘Tenet 1 Motivated Workforce

1.4 Social and lnterpersonal Skills – Tenet 1 Motivated Workforce

2.1 Standards –Tenet 2 Efficiency in Service Delivery

3.1 Use of Technology – Tenet 3 Technology Driven

4.1 Customer Relations –Tenet 4 Customer Service Focus

5.1 Evidence Gathering -Tenet 5 Evidence-based Policies and Programmes

Each competence was expressed in actionable language and underpinned by granular descriptive statements that spelled out how demonstration of the competencies could be displayed and observed across roles and levels throughout the MOFPS.

This then gives direction to Workforce Management practices from Recruitment & Selection through Onboarding, Training Needs Assessment, Learning & Development, Performance Management & Appraisal, Career Pathing and Succession Planning.
Given the wide acceptance of the Core Competency Framework, Management and Technical competencies were added in two mission-critical Departments along with plans for the upskilling of their staff.
The next phase addressed the overarching transformation objective by maximizing one benefit of the Competency Framework – capacity development. Given the size and diversity of the population, a decision was taken to focus on the mid-tier of the MOFPS. 115 team leaders and managers were engaged in Phase 1 of a carefully structured Leadership Development Program (LDP) that inculcates and reinforces the behaviours that are aligned to our Tenets and the Competency Framework.
The LDP has been an outstanding success with the granting of 155 certifications with Professional Development Credits that are approved by the #1 ranked Society for Human Resource Management (SHRM) for application to their CP and SCP recertification.
As the impact on transformation takes root Phase 2 of the LDP is now in progress with over 140 participants. Planning is now in progress to extend the reach of the reskilling and resilience• building process to the remainder of the population and to engage the top tier in strategic discourse in the context of the Competency Framework.
We now benefit from broad-based clarity as to what are our values and how they are to be manifested, morutored and embedded across all roles and all levels of the Ministry, its Departments and Agencies. We have direction and guardrails as to how to conduct all HR and Talent Management processes. We have an emerging corps of future-ready leaders who are being empowered to drive the transformation process and bring the Centre of Excellence to fruition. We also have access to a repository of online training content with linked assessments to support the evaluation of Training ROI and the validation of the transfer of knowledge.
Previous public sector attempts at developing a future-ready Competency Framework and incorporating 1t in active operations have not borne fruit.
It is in that context that we commend the INFOSERV team on its competence, innovation, perseverance, willingness to listen, flexibility and appreciation of budgetary constraints.