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Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 1 Introduction to MCPA February 2011.

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Presentation on theme: "Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 1 Introduction to MCPA February 2011."— Presentation transcript:

1 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 1 Introduction to MCPA February 2011

2 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 2 MCPA Appreciation of Capability A powerful research-based instrument, drawing on Levels of Work theory (Gillian Stamp, Elliott Jaques, Owen Jacobs), which looks at 7 complexity bands and their associated management themes Underlying assumption (Jaques) is that for most adults, capability increases over time, therefore Growth Curves are provided to show assessment of present capability and estimated potential for capability growth An online and computer-based variant of the full Career Path Appreciation (CPA) developed by Gillian Stamp at Bioss in the UK Jointly developed by EDAC and Bioss

3 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 3 What do we mean by Capability? Level 7 Bringing into being current and nascent contexts for future generations Corporate Prescience 20-50 years Level 6 Strategic Management Creating and sustaining a climate to protect strategic units, embed them in host cultures and alert Corporate Citizenship 10-20 years Level 5 Ensuring the external and internal viability of the enterprise as a financial and social entity Strategic Intent 5-10 years Level 4 Organisational Management Managing current products/ services, systems and practices, and the changes required to align them with the strategic intent Strategic Development 2-5 years Level 3 Providing practices and systems to support production or service, to contain costs, realise purpose and enhance reputation Practice 1 - 2 years Level 2 Responding to both the obvious and underlying complexities of particular situations or people Service 3 - 12 months Level 1 Direct Management Making or doing something to a specified output, on which the viability of the organisation depends Quality From 1 day to 3 months them to possibilities of evolution © Bioss with overlay from Jim Collins Good to Great (with permission)

4 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 4 MCPQ - Questionnaire Takes the CPA Phrase Cards - the element of CPA which research has shown accounts for the largest amount of significant unique variance in the overall CPA rating Presents these in 9 sets of 6 phrases in the MCPQ and requires candidates to select their most and least preferred phrases, and give explanations for their choices Requires candidates to define their personal time horizons

5 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 5 MCPQ Phrase Card Contexts IGeneral principles IIGeneral process IIIOverall approach and attitude to rules IVApproach to each task VFirst action on a problem VIReaction to uncertainty VIIReaction to gaps in knowledge VIIIGenerating a solution IXGeneral reaction to conflicting results

6 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 6

7 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 7 The MCPQ Questionnaire Available in English, Dutch, German, Swedish, Spanish, Portuguese (Brazil), Portuguese (Europe), French (Ivory Coast) and Chinese MCPQ is completed online Takes 45-60 minutes to complete Results emailed automatically to associates for importing into the MCPA program

8 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 8 The MCPA Program This is not a psychometric instrument The phrase selections, responses and selection of time frames form the basis of a guided conversation between the counsellor and the candidate that follows the Bioss conventions of appreciative conversation In this conversation the counsellor uses his or her knowledge of Levels of Work to come to a considered view about a candidates: Current level of work complexity and Current Level of Capability (CLC) and by relating CLC to age Likely growth in capability over time or Development Curve

9 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 9 An Appreciative Conversation The hallmark of an appreciative conversation is that people listen without judgement, do not seek consensus or compromise but share the sole purpose of continuing the conversation in order to sustain relationships of mutual respect. Gillian Stamp, 2008

10 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 10 On-screen Validation Interview

11 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 11 MCPA The counsellor is required to confirm or change the initial computer-generated result according to the outcome of the validation interview, and to record the reasons for doing so The counsellor may also record the degree to which the candidate is in Flow

12 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 12 Counsellor Validation & Notes

13 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 13 MCPA The program then computes the candidate's position on a series of age-related development curves These curves link Current Capability and age to show predicted growth in capability, showing: Complexity band Theme Development Curve Management tasks and responsibilities Decision-making Time Horizon Time line - available with a right-click Current Capability, Development Curve and Assessed Potential are highlighted

14 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 14 Development Curves

15 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 15 Candidate Time Line Shows growth in capability over time for the individual being assessed

16 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 16 Flow Chart If the counsellor has been able to come to an opinion about the candidates Level of Work, or if the Candidate has given their perception of Flow, and the relevant details have been entered on the Counsellor Review Screen, these will be presented on the Flow Chart In the following example the candidates Current Level of Capability greatly exceeds the Level of Work of his present role, and he is therefore feeling very much out of Flow

17 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 17 Candidate Flow Chart

18 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 18 MCPA The program offers a comprehensive report facility, which includes a formal record of the candidates responses and the counsellor- determined Development Curve result It also includes a simple team analysis for summarising group results Team results can be displayed on Development Curves and projected into the future to show how they will develop over time

19 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 19 Eight Report Tabs

20 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 20 Summary of Final Results

21 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 21 Team Results Projected over Time

22 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 22 MCPA Outcomes Helps candidates understand Whether or not their capabilities match their current role - if they are in Flow or not How they should be looking to develop their career paths The nature of work that is likely to give them the highest level of satisfaction

23 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 23 MCPA Outcomes Helps organisations understand Where their talent lies Where they are fat and where they are thin in terms of staffing levels/capabilities/work challenges With the broader application of Levels of Work, how to develop lean and efficient management structures Why morale may be poor or performance lagging

24 Intro to MCPA Feb 11©2011 EDAC/Bioss All Rights ReservedSlide 24 End of Intro to MCPA


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