1. Leadership at the “Employee” Level – Updating the Key Leadership Competencies (KLCs) Presentation to SMC July 29, 2008

2. 1 Purpose  Present the new “Employee” level to the Key Leadership Competency Profile.  Obtain approval for issuing the “Employee” level, including the list of effective behaviours (Appendix A).

3. 2 The Key Leadership Competency (KLC) Profile  Last updated in March 2005  Composed of 4 competencies: Values & Ethics, Strategic Thinking, Engagement, and Management Excellence  For each competency: –Specific effective behaviours are provided for the six existing levels of the profile (DM, ADM, DG, Director, Manager, Supervisor) –Generic ineffective behaviours are applicable to all levels –Same 2-page format is used to list each level’s effective behaviours and the ineffective behaviours –An additional Employee level profile newly developed (Appendix A lists the effective behaviours).

4. 3 How the KLC Profile is used  The lists of behaviours for the new Employee level are optional tools to support managers with staffing and performance assessment.  KLCs are the basis of the EX Qualification Standard and a component of the performance management approach for EXs and managers (senior excluded and unrepresented)  All 4 competencies must be assessed for EX staffing and performance management, but not all behaviours listed under each competency need to be assessed.  KLCs are also used for selection, promotion and development in corporate leadership development programs.

5. 4 Why Add a Level to the KLC Profile?  The current KLC Profile is incomplete – it does not offer effective behaviors for Public Service employees not having supervisory/managerial responsibilities.  Adding the new employee level allows all Public Service employees to see themselves in the KLC Profile. It promotes leadership at all levels.  CSPS will use the employee level profile to complete it’s new My Learning Planner tool.  Departmental career counseling services will now have access to a complete set of Public Service-wide leadership competencies.  Departments requested this new level and developing common competencies for the Public Service is more cost effective than having departments develop their own.

6. 5 DM ADM DG Director Manager Supervisor Employee (NEW) The KLC Profile Architecture Values and Ethics Strategic Thinking Engage- ment Mgmt Excellence Effective behaviours Ineffective behaviours Same behaviours as for the other levels (already exist in the current profile) Behaviours related to the responsibilities of employees

7. 6 Historique of the KLC Employee level  The Agency and the Public Service Commission developed a first draft of an employee level which was reviewed by the CPSA’s Senior Management Committee (SMC) in October 2007.  SMC indicated: 1.A need to examine more recent leadership models as the Public Service KLC model was based on research dating back several years. 2.Consultations needed (including with unions) to ensure the quality of the product and its successful implementation. 3.Model needs to “inspire” leadership in employees.

8. 7  Analysis of over 25 recent leading edge leadership and competencies-related studies and publications indicates that our Key Leadership Competencies Profile remains highly relevant.  The competency-based models we examined encourage the development of core leadership behaviours and know-how to achieve excellence in individual and organizational performance.  Our KLC Profile is among those models based on leadership competencies that relate to effective leadership and high performance in organizational contexts.  Our KLC Profile maps well against these competency-based models (following chart illustrates how competencies and related behaviours cluster in similar areas critical to effective performance such as tactical/strategic thinking, people engagement and relationships, results orientation and values and ethics). Review of Recent Publications Supports our Approach to KLCs

9. 8 — Leadership Competencies — (The Research Summary details the approach, findings and bibliography) KLC Profile Values and Ethics Strategic Thinking - Analysis Engagement Excellence – People Management Excellence - Action Management Strategic Thinking - Ideas Excellence – Financial Management A-B-C-D model of Leadership Style Accountable for the Plan Bold – draw best from each person Caring about team success Detached enough to make difficult decisions Leadership Agility Compass Context-Setting Agility Stakeholder Agility Creative Agility Self-Leadership Agility PERFORM Purpose and Values Empowerment Relationships & Communications Flexibility Morale Optimal Productivity Recognition & Appreciation 8 Know-How Skills Positioning & Repositioning Pinpointing External Change Leading the Social System Judging People Molding a Team Setting Goals Setting Laser-Sharp Priorities Dealing with Forces Beyond the Market Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart Five Practices of Exemplary Leadership

10. 9 Consultations Strengthened the Proposed New Employee Level General agreement from consultations conducted with employees, managers, HR specialists, interdepartmental committees, National Joint Council, Human Resources Council, Councils on diversity, and CCDG, that:  Key leadership competencies at the employee level are useful and valuable  The important behaviours for employees have now been identified  Need to broaden the definitions of the four competencies to include leadership for employees without supervisory responsibilities so that employees, managers and executives form part of a continuum  Integration of an Employee Profile into the KLC Profile permits a coherent and continuous approach  An Employee level profile leverages an established and well known KLC approach  Communications on how to use the new Employee profile will be vital

11. 10 Inspiring Leadership in Employees  Employees consulted recognized that their leadership can be expressed through initiative and excellence in the workplace (as opposed to leading, supervising or managing others).  Consultations recommended that the common themes in the effective behaviours be consistent and linked throughout the current 6 hierarchical levels in the KLC so a continuum is maintained and employees can better prepare for expectations at the more senior levels.  More inspiring effective leadership behaviours could be expressed throughout the KLC Profile but these would relate to elements difficult (some even inappropriate) to target, assess, develop or manage in the workplace – such as personality, maturity, motivation, personal growth & happiness. They would be applicable to all hierarchical levels and reviewing or revising the entire KLC Profile is not recommended at this time.  The Agency’s CCDG did not recommend developing the complementary tool proposed (an interactive bookmark).  The CSPS may be better positioned to develop any new inspirational leadership tool to complement our KLCs.

12. 11 Employee KLC – Next Steps  With SMC approval, issue the new Employee Profile (Appendix A)  Canada School of Public Service to integrate into the My Learning Planner tool  Publish (an insert) revision to the KLC Profile booklet

13. 12 Decision 1.Approve the effective behaviours, proposed in Appendix A, for the Employee level to complete the Key Leadership Competency Profile?