Welcome to the Information Session on Leadership Competency Models Strong leadership needed to drive change throughout the U TMS and competencies are a way to quantify and leverage leadership development

UM LEADS University of Minnesota Leadership Effectiveness And Development Strategies

UM LEADS Agenda Strategic Framework for UM LEADS Overview of Approach and Model Development UM LEADS Tools Leadership Competency Models Interviewing Guides 360° Assessment Process 180° Self and Manager Assessment Option Discussion and Next Steps

Strategic Talent Management System Development Competency Model Performance Management Selection and Hiring Development - Identifying needs and providing resources for growth Selection and hiring - Bringing in the right people for the right job Succession Management - Keeping the leadership pipeline filled with qualified leaders Performance Management - Holding people accountable for results both what and how All anchored by the competency model Succession Management

Our Approach Develop and enrich leadership through a comprehensive talent management system Agree on a definition of leadership for the University of Minnesota Develop fully customized, U of M-specific competency models Consider incumbents in each role as subject matter experts Use PDI’s models as guides Development is a central function of the talent management system that also helps select and hire, plan succession and manage performance Rather than adopting an existing one or trying to modify one to fit the University Experts on leadership in that role or at that level

Benefits of This Approach Acknowledges academic culture Doesn’t try to force fit an existing model Garners buy-in through involvement Grounded in leaders’ description of leadership in their roles Many corporate models but hasn’t been done much in higher education Berkley Model - 21 leadership competencies University of Michigan – leadership competency model In the spirit of transparency and declaring our intent part of what we’re trying to do today is to have you engage with the competencies so you buy-in to the overall approach and their use

The Final Result A fully customized talent management system that enables us to select, hire, develop, support performance, and manage the succession of leaders at the U of M Ultimately, to develop leadership and meet future challenges

Competency Model Development Process Focus groups, interviews, and surveys with incumbents in each role Combined, distilled, and categorized data Identified themes and behaviors Developed behavioral anchors Developed brief definitions Vetted by incumbents, supervisors, and direct reports Notes from Bd of Regents presentation Used the PDI model to help Determined top behaviors Dave’s notes How were models developed? Start with PDI’s Enterprise Competency Architecture Interviews (open-end questions, review previous models, card sort activity, focus groups) Surveys Find themes See what migrates from other models; look for differentiators Models are internally consistent, but were not designed to be consistent across models Initial draft is betted with targeted group, supervisors and direct reports Finalized with behavioral anchors added

Core Competencies for Senior Leader I, Senior Leader II, and Director Leads Strategically Leverages Diversity and Differences Ensures or Manages Execution Listens and Communicates Effectively Develops Relationships and Fosters Collaboration Builds or Manages Talent Establishes Trust Displays Self-Awareness

Discussion How do these apply in your environment? Which competencies do you feel leaders need the most development? In which of these competencies do your leaders excel?

UM LEADS Progress Update Han

UM LEADS Tools Leadership Competency Models Interviewing Guides Leadership 360° Assessment Leadership 180° Self and Manager Assessment Option

Components of Leadership Models Four Categories Strategic Leadership Results Leadership People Leadership Personal Leadership Leadership Competencies and their Definitions Behaviors Behavioral Anchors

Interviewing Guide Competency-Based Interviewing Guidelines for Developing and Asking Interview Questions Conducting the Interview

Interviewing Guide Attachments Leadership Competencies and Behaviors Sample Experience and Self-Evaluation Questions Competency Checklist Interview Question Guide Interview Question Worksheet

360° Assessment Benefits Current State and Future State 360° Partnering Process Critical Success Factors Refer to the next section in their booklets How many of you have had a chance to be rated in a 360 process? 360 is a great development tool because it allows leaders "to see themselves as others see them” Handout: What is a 360? And Benefits 360? - highlight key points on handout Benefits of 360 Targets leader’s development by focusing on specific competencies relevant to the U Increases self-awareness and engagement in IDP Criteria for assessing talent – succession management materials Promotable now, develop laterally, well placed, needs attention for development, too new to rate, high potential, early watch HiPo Cognitive capabilities. Emotional intelligence, ability to take on more complexity/scope, appetite for advancement, readiness to advance, has necessary experience, values and attitude align (style of leadership)

360° Assessment Current State Future State Have used multiple vendors and competencies One vendor and internally developed competencies Manager, Supervisor, and Individual Contributor level 360°’s, resulting in inability to do targeted delivery Strategic approach to development; focus is Director level and above OE is consistently at capacity for 360° delivery Strategic and efficient use of OE resources resulting in more coordinated delivery Challenging administration Partnering process ensures selected leaders are given development opportunity Lessons learned over the past years – needs more structure and now that we have a competency model it makes sense to formalize this process a bit more that in the past. 1. In the past we have used external competency models (business language) 2. Strategic approach – as Mel said, once we do several Director level 360’s we will start seeing gaps across the U and can build programs to address those gaps 3. We have been at capacity and expect that will continue – new focus is the Director level – over 500 directors types for this latest model 4. Challenging Administration In the past we have had due dates not taken seriously and that has led to delays and rescheduling appts rework and ineffiencies for us and the people we serve – we have also had situations in which the boss was not able to complete the feedback – we think that is a key reason for doing the 360 and therefore we are making that a mandatory requirement for completion – in other words, there is no 360 report if at least one boss is included in the feedback Finally, in the future we need a partnering process that ensures selected leaders are given a chance to develop – so we have developed a PARTNERING process - the next slide goes into details on this.

360° Partnering Process Participant Identified If OE is contacted by individuals, OE will notify the HR Director or OHR Consultant Units continue to strategically select participants and identifies administrative single point of contact HR Director or OHR Consultant Plays an active role in managing requests or selecting leaders Determines appropriateness Calls or emails Rosie Barry Organizational Effectiveness Rosie Barry OE Consultant Assigns OE Consultant Contacts participant to reach 360⁰ Agreement Interprets 360⁰ report and prepares for debrief Participant Works their 360⁰ agreement - Identifies raters - Sends rater invitations Attends confidential debrief session, resulting in an Individual Development Plan (IDP) Works on their IDP and prepares for a 6 month check-in with OE Consultant

360° Critical Success Factors 360° assessment is used as foundation for effective leadership development Leaders engage in their development AND their development is supported by their supervisor Partnering agreement is supported and followed Other items in your book Full slide with process IDP Questions or comments about the 360 partnering process? Transition to Mel