Presentation on theme: "HR Competencies and Career Development HR Support Group"— Presentation transcript:
1 HR Competencies and Career Development HR Support Group Success Through HR ProfessionalsFebruary 2007
2 ObjectivesExplain the HR competency framework and the new HR behavioral competencies.Learn about the career management process in government.Identify the steps in creating a career development planReview how to prepare for a career discussion with your managerReview what happens after the workshop
3 Agenda Competency – what does that mean? New HR Competencies – what are these?Career Development – how does this link to competencies?Next Steps - after the workshop
4 Objective #1: What is the HR competency framework and the new HR behavioral competencies?
5 Competencies – an overview In every job, some people perform more effectively than others.Exceptional performers use a different variety of approaches and behaviours than those individuals who perform at the expected level.What it takes to be successful on the job.
6 What Is a Competency?A competency is any observable and/or measurable knowledge, skill, ability, or behaviour that contributes to successful job performance.ValuesTraitsMotivesSkillsKnowledgeNecessary fortop performancebut not sufficientCharacteristicsthat lead tolonger-termsuccess
7 Components of a Competency DefinitionExplains what the competency meansProvides common language that everyone can understand in the same wayScaleLays out a behaviour pattern for each level—begins with passive behaviour and gradually increasesIncremental and additive—any one level is inclusive of all preceding levels
8 Example of a Scaled Competency A. Takes a Single Action to PersuadeD. Uses Indirect InfluenceTarget LevelC. Calculates Impact of Words or ActionsB. Takes Multiple Actions to PersuadeImpact and InfluenceThe ability to persuade, convince, influence or impress others in order to get them to go along with or to support the organization’s directionE. Uses Complex Influence Strategies(MCP 6-19)ComplexityMore ComplexLess ComplexSuccess Through HR Professionals
9 Types of Competencies Behavioural competencies Technical competencies Refer to motives, traits and attributes that shape behaviour and reflect “how” you apply your knowledge and skills to achieve results.Technical competenciesRefer to the specific knowledge and skills required to be effective in the job and reflect the “what” you know and what you can do technically.
10 Why Competencies? Promote a more open and transparent culture Improve the way an organization selects and develops employeesIdentify and encourage corporate behavioursProvide a common framework and language to integrate HR processesSupport organizational changeEncourage employees take more ownership for their own career development
11 Now that we understand competencies, what are the new competencies for the HR Community?
12 New HR Competencies Leadership Competencies for the AS group: HR Competencies for the Community:Relationship BuildingClient OrientationNew HRCompetenciesChange LeadershipDecisivenessSelf Confidence /Courage of ConvictionsEffective Interactive Communication
13 Client Orientation is… …developing and maintaining strong relationships with clients. Focuses one’s efforts on discovering and meeting the client’s needs, while balancing against the government’s key business and strategic priorities. Clients may be broadly defined, including internal “customers” or “clients”, as well as the public.
14 Change Leadership is……the ability to energize and alert groups to the need for specific changes in the way things are done. People with this competency willingly embrace and champion change. They take advantage of every opportunity to explain their vision of the future to others and gain their buy-in.
15 Effective Interactive Communication is… …the ability to transmit and receive information clearly and communicate effectively to others by considering their points of view in order to respond appropriately. It includes using tact and diplomacy in all communications as well as the ability to convey ideas and information, both orally and in writing, in a way that brings understanding to the target audience.
17 Effective Interactive Communication HR Competency Framework Competencies that apply to the entire HR Community and enable its members to utilize their knowledge more effectively.Incorporates the MCP leadership competencies.Competencies that apply to the entire HR Community and enable its members to utilize their knowledge more effectively. Incorporates the MCP leadership competencies.Leadership qualities canbe demonstrated by allmembers of theHR Community.Strategic OrientationDevelopment of PeopleSelf ConfidenceImpact and InfluenceRelationship BuildingTeam LeadershipAchievement OrientationDecisivenessEffective Interactive CommunicationSupportDevelopmentalConsultantManagementLeadershipHRAsJr. ConsultantsGeneralists & SpecialistsManagers & Sr. ConsultantsEx. Directors & DirectorsChange LeadershipClient Orientation3 common competencies required by all members of the HR Community.8 leadership competencies for MCP employees.3 leadership competencies for AS employees.
18 Target Levels of Proficiency CompetencyLeadershipManagementConsultantDevelopmentalSupportClient OrientationEDCChange LeadershipBEffective Interactive CommunicationDecisiveness--Self-ConfidenceRelationship Building
19 Best Leader/Worst Leader Characteristics of Worst LeaderCharacteristics of Best Leader
20 Leadership Competency: Decisiveness is… …the ability to make decisions based on analysis of the information presented in the face of ambiguous or conflicting situations, or when there is an associated risk.
21 Leadership Competency:Relationship Building is… …the ability to develop contacts and relationships internal and external to the organization to facilitate work efforts or to gain support/cooperation.Building long-term or on-going relationships with clients or stakeholders (e.g. someone internal or external to the organization, on whom your work has an impact).
22 Leadership Competency: Self-Confidence is… …a belief in one’s own capability as expressed in increasingly challenging circumstances and confidence in one’s decisions or opinions, within the framework of public interest, ethics and values and organizational integrity.It may include providing leadership, direction, and inspiration to others by making difficult decisions and taking actions that may not be popular but are in the best interests of the organization and its clients.
23 VisionCompetencies will help the HR Community work towards its Vision:The HR Community will strive to make theGovernment of Nova Scotia a “preferred employer”.In Future:Managers are able to manage their HRClients are coming to us as partnersWe are a fully qualified HR Community that can deliver a fullrange of servicesOur HR Community has a high level of jobsatisfaction and contentment
24 Objective #2: What’s the Career Development Planning process? Changing gears and moving into Career Development Planning. The competencies we’ve just explored are a source of information for your career development plan and most likely, will be a major focus of your development activities.Objective #2: What’s the Career Development Planning process?
25 What is Career Development? Career Development (or Management) is a process where you work with your manager to map out a realistic path to achieving your career aspirations within the context of the organization.It is:Employee ownedManager facilitatedOrganizationally supported
27 Career Development Roles and Responsibilities EmployeeOwnedTake charge of their own development and careerClose skill gaps for current and future positionsSeize developmental opportunitiesRemember there are no promises or guaranteesManagerFacilitatedTake time with employees to discuss career aspirationsListen and provide feedback, ideas and contactsMake choices to support developmentOrganizationallySupportedCommunicate future direction and skill requirementsProvide information and toolsPost opportunities
28 Career Development Process 1. DiscoveryDetermine Where YouWant To Go4. PreparationGet closer to your goalManagement Supportand Coaching2. AssessmentIdentify strengths &development areas3. PlanningMake a CareerDevelopment Plan
29 1 Discovery Know yourself: Who are you? What is your motivational type?What is your personality type?What are your career assets?
30 2 Assessment Assess where you are in relation to where you want to be Identify your strengths and developmental needsBenchmark your goals
31 Planning and Preparation 3Planning: Create Your Career Development Plan4Preparation: Have a Career Discussion and be Competition Ready
32 Objective #3: What are the steps in creating a career development plan?
33 What is Development?Development is a planned and systematic effort aimed at increasing your personal effectiveness in targeted skills and competencies.Three key Factors:AssessmentChallengeSupport
36 Planning: Creating a Career Development Plan (CDP) 3Planning: Creating a Career Development Plan (CDP)Step 1Complete Background InfoStep 2Set your development goalsStep 3Write your action stepsStep 4List obstacles and solutionsStep 5Evaluate progress/successAssessmentChallengeSupport
37 Planning Step 2 Choose One or Two Areas for Change To change means to “hard-wire” new behaviors—this activity is like building muscleIt is easiest to be successful when you focus on one or two things—practice developing these “muscles” for at least six monthsJack Handy quote “If you think a weakness can be turned into a strength, I hate to tell you, but that’s another weakness.Focus on one or two areas to develop. Improve those areas and then tackle another.
38 Planning Step 3 - Write Action Steps PurposeGives you an action plan that allows you to track your progress towards your development goals.Link to PMMajor projects/activities should be included in your performance appraisal form as well as your career development plan.How to… determine action stepsIdentify actions/activities that will stretch your development areas.
39 Planning Step 3 –Example Step 2 – Development Goal: Client OrientationOffer more creative/innovative solutions to client problems and be able to explain why the solution will work for the client situation.Step 3 – Action Steps:Ask my manager about a challenging or difficult client problem she is currently involved with. Ask to work with her in helping to resolve the situation.Look for opportunities to collaborate with people from other CSUs or depart on initiatives or programs that may help my clients.Prepare and present a summary of my findings to clients.Read: Customer Service From The Inside-Out Made Easy, by Paul Levesque (Entrepreneur Press, 2006).
40 Activity: Development Activities Using the sample CDP, complete development activities for John by creating action steps (Step 3) for his development goal for Client Orientation.Use the development activities resource guide.Report back to large group on which activities you choose.
41 Objective #4: How do I prepare for a career discussion with my manager?
42 Preparation: The Career Discussion 4Preparation: The Career DiscussionAsk for a time to meet.Make a list of the things you wish to discuss. Be organized.Bring anything you think would help your discussion – updated resume, competency assessment, previous performance review and your draft CDP.Seek feedback. Express an openness to hearing frank feedback.Be willing to modify your plan after receivingfeedback.
43 Preparation: Competition Ready 4Preparation: Competition ReadyUnderstand government’s hiring policy.Update your resume and cover letter.Practice your interview skills.Look for opportunities – career and/or development
44 Next StepsDiscovery and Assessment: Do any self assessments that you want to do using the various tools and resources available to you(Career Explorer Workbook, 360, informational meetings, etc.)Planning: Draft your career development planPreparation: Schedule a meeting with your manager and have your career discussionIncorporate any changes into your career development plan and provide to your manager by end of April 2007.
46 Competency Dictionary Comprehensive listing of competencies with a definition and target levels of proficiencyProvides a common tool for engaging in competency modeling activities and a common language around behaviours and performance
47 360 Leadership Assessment? A 360⁰ Leadership Assessment is a process that enables you to gather confidential feedback about your performance as a leader from individuals you work with:ManagerPeersDirect ReportsOthers
48 Change Management Workshops Focus is on change management education, to support the new Change Leadership competency and building capacity within the HR CommunityAvailable to the HR community in AprilRegister on LearnNetFree!
49 HR Practitioner section For more information…Go toCheck outHR Practitioner section