1. PARTICIPATING IN EX APPOINTMENT PROCESSES
Executive Resourcing
Staffing and Assessment Services Branch
Public Service Commission of Canada

2. MODULES Applying for an appointment process
Assessment boards and the appointment process
Preparing yourself
Types of questions
What if you don’t succeed?

3. 1. APPLYING FOR AN APPOINTMENT PROCESS
Are you in the area of selection?
Do you meet the essential qualifications on the advertisement?
Do you have the time to dedicate to prepare yourself adequately? Are you available for assessment?

4. APPLY SELECTIVELY Be strategic Be focused
Be realistic – be pragmatic, think long term

5. SUBMIT AN UP-TO-DATE CV
Choose from a range of styles
Adapt your CV to the specific appointment process (Statement of Merit Criteria)
Be brief and concise
Profile significant achievements

6. PRECISE COVERING LETTER
Complement your CV
Address each specific screening requirement (i.e. Education, Experience)
Be precise and explicit (make sure it is supported in your CV)
Create interest and attract attention

7. 2. ASSESSMENT BOARDS AND THE APPOINTMENT PROCESS
Increasing variety of boards
More rigour
Departmental differences
Written tests
Involvement of clients and colleagues
Collective Staffing and Functional Communities

8. TOOLS USED IN THE EVALUATION PROCESS
Screening
Testing at the Personnel Psychology Centre (PPC) or other centres
Written knowledge / competencies test
Simulated presentation
Structured interviews
Structured reference checks

9. THE LEADERSHIP COMPETENCIES
1. Values and Ethics:
Integrity and
Respect
2. Strategic Thinking:
Analysis and
Ideas
3. Engagement:
People,
Organizations,
Partners
4. Management Excellence:
Action Management,
People Management,
Financial Management

10. 3. PREPARING YOURSELF
Critical to being successful on EX appointment processes
Start preparing once you have applied for a position
Must be able to effectively demonstrate the knowledge and competencies required for the position

11. EXPECTATIONS OF EX ASSESSMENT BOARDS
Big picture perspective
Structured synthesis of knowledge
Organizational awareness
Leadership competencies

12. KNOW THE ORGANISATION Government priorities
Department specific priorities
Function specific priorities
Auditor General Reports
Recent press clippings

13. KNOW THE JOB Unique characteristics Organizational context
Major issues and challenges
Knowledge and background required
Competencies required
Statement of Merit Criteria and Job Description

14. KNOW YOURSELF How does this job fit into your career plan?
What is your competency profile?
How do you measure yourself?
Your views on leadership and management and on current management issues?
Create a personal “Library of Experiences”

15. SELLING YOURSELF EFFECTIVELY
Be self aware
Project your achievements and qualities
Use a presentational style
Act like you have the position
Exude leadership

16. GENERAL STRATEGIES Arrive relaxed and on time Manage your time
Structure your answers
Use of “I” and “WE”
Provide current and relevant examples
Be strategic
Answer as if you have the job
Keep eye contact with board members
Don’t forget to mention how you involve your staff

17. PREPARATION OF YOUR REFERENCES
Select appropriate and recent references
Ensure their co-operation and availability
Review accomplishments with them

18. 4. TYPES OF QUESTIONS Strategic questions Knowledge-based questions
Behavioural event questions
Situational questions
Traditional marketing questions
Probes

19. STRATEGIC QUESTIONS Focus on strategic, conceptual and priority issues
Present macro level viewpoint
Link up to Government priorities
Link down to position responsibilities

20. KNOWLEDGE-BASED QUESTIONS
Examine required knowledge
Could be directed to various frameworks, processes, strategies, papers or initiatives
Demonstrate other competencies

21. BEHAVIOURIAL EVENT QUESTIONS
Past behaviour predicts future behaviour
“Tell us about a time when…”
Focus is on required competencies
Structure your responses
Use your “Library of Personal Experience”

22. SITUATIONAL QUESTIONS
Describes a hypothetical work situation
Usually broadly stated
Make and state assumptions
Share action plan
Explain your actions

23. TRADITONAL “MARKETING” QUESTIONS
Describe your background, experience and personal abilities
Create a lasting impression
Be concise, creative and interesting

24. PROBES Should I expect probes? What do probes mean?
Listen carefully, think and respond
Continue to be mindful of the time

25. 5. WHAT IF YOU DON’T SUCCEED
Keep things in perspective
Get feedback (informal discussion) what can you do to improve on your performance
Reflect on lessons learned
Develop a plan of action
Nurture a positive attitude
Get coaching, training

26. SITES OF INTEREST Leadership competencies
Information on preparing for an EX appointment process