1. Bioss Southern Africa Application of MWR in Assessment Centre and Competence Design Jacques Haworth

2. OVERVIEW The context of work complexity Applying work complexity to design Aligning competencies to complexity

3. DEFINITION OF WORK COMPLEXITY W ork = K nowledge + E xperience Elliott Jaques + D iscretion

4. COMPLEXITY AND WORK  Uncertainty increases  Diversity of stakeholders increases  Time span of consequence increases  Environment becomes more abstract  Variables to juggle become more diverse  Use of judgment and insight becomes more predominant than known data, detailed knowledge, skill, experience and prescription JUDGMENT COMPLEXITY INCREASING TIME FRAME

5. VALUE SYSTEMS Theme of Leadership: TOLERANCE Focus: creating and sustaining a shared future For people with diverse value systems ADDED VALUE FOR THE FUTURE Theme of Leadership: HOPE Focus: creating long-term viability and sustainability for the organisation Adapted from L. Hoebeke Meaning Domain COMPLEXITY INCREASES ADDED VALUE FOR THE PRESENT Theme of Leadership: EXCELLENCE Focus: effectiveness, efficiency, profitability THE FOUR DOMAINS OF WORK

6. THE FOUR DOMAINS AND THEMES OF WORK ADDING VALUE FOR THE PRESENT (Service delivery) ADDED VALUE FOR THE FUTURE VALUE SYSTEMS (Added value for humanity) Adapted from L. Hoebeke - copyright BIOSS SA - REF: FOUR DOMAINS OF WORK (DM) 1999 Quality (I) Service (II) Practice (III) Strategic Development (IV) Strategic Intent (V) Corporate Citizenship (VI) Corporate Prescience (VII) OPERATIONAL Core foundation – look after the present, e.g. managing, making, coordinating. GLOBAL Shaping and molding the overall business environment and future for further generations, e.g. politically, multi-nationally. ORGANISATIONAL Ensure longer-term viability & profitability, e.g. research, marketing, development.

7. A MATRIX OF WORK E X T E N S I O N OF C O N T E X T THEMES QUALITY Quality in judgement used to make something essential to viability of organisation Quality as techni- cal specification and attitude Quality in system and practice and as commitment Quality as change and development Quality as profit, reputation and culture Strategic intent of institution; external and internal well- being of organi- sation itself Service to: Customers/clients/ situations; work of first level; purpose of organisation Service to particu- lar situations seen as technique & as attitude Impact of change on delivery of service in particular situations Promoting the contribution of service to each particular & its contribution to the whole Current practices to provide services/ make products Development of new products/ services/practices as process & as atmosphere Financial implica- tions of practices to provide services/ make products Interaction between the mission, the current means and 3 to 5 year change projects SERVICE PRACTICE DEVELOPMENT MISSION IIIIIIIVV Development of profit / reputa- tion / long-term viability as projects and climate

8. DESIGN CONSIDERATIONS Background information Written exercises Interactive exercises

9. BACKGROUND INFORMATION Complexity of context: MWR Work theme Audit (work sample) Appropriate Complexity of role:  Position in structure  Discretion  Nature of Tasks  Stakeholders  Variables  Time Span

10. SERVICE VS PRACTICE ROLE ServicePractice StakeholdersInternal/External customer, limited groups Vendors, multi-function interface, larger numbers and greater variability DiscretionProcess, situational outcomes Practice, systemic outcomes Time SpanUp to 1 year1-2 years VariablesDefined relative to specific situation Principles underlying approach to multiple situations StructureManage othersManage Managers *

11. SIMULATION DESIGN Problems to be solved Appropriate level of complexity Nature of information provided Stakeholder context Outcomes

12. COMPETENCIES “Levelling” of competencies Relationship between competencies and complexity Incremental competency

13. COMPETENCIES AT DIFFERENT THEMES OF WORK Problem Solving Theme 2: Problem Solving Theme 3 Identifies common elements in practical situations and actions e.g. projects; processes, analyses and integrates them into a relevant, factual outcome, recognising cause and effect. Judges and decides on appropriate actions to resolve concrete and practical problems (including aspects such as people, systems, technology and resources). Identifies and breaks problems into constituent parts. Consults widely, probes facts, analyses issues from different perspectives. Evaluates information to differentiate between essential and non-essential. Makes accurate use of logic, identifying connections and links between information. Uses appropriate data including trend data to analyse and understand issues. Draws sound inferences and judgements from various alternatives. Takes calculated risks on the basis of adequate information and analysis

14. QUESTIONS? The work of bioss is capacity building. The essence of bioss is appreciation - of individuals, of the way they work together, of organizations and of they way they position themselves in their environment. The word ‘Appreciation’ is used because with its connotations of mutual respect, it conveys both value (in philosophical and economic terms) & growth (as in the appreciation of capital - financial & social). Gillian Stamp, 2006 Contact BIOSS on +27 11 4502434 for information regarding application, training or research and development of this and related models and concepts or visit our website www.bioss.co.za