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May 2009 Copyright © 2009 Pario HR Solutions Ltd New Rules for Leadership Profiling, Competencies & 360° Feedback Preparing.

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Presentation on theme: "May 2009 Copyright © 2009 Pario HR Solutions Ltd New Rules for Leadership Profiling, Competencies & 360° Feedback Preparing."— Presentation transcript:

1 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com New Rules for Leadership Profiling, Competencies & 360° Feedback Preparing for the Future David Sharpley Chartered Occupational Psychologist Director, Pario HR Solutions Ltd Tel: 0044 (0)1494 867 237

2 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Pario HR Solutions Secure, online delivery of advanced organizational surveys to measure employee engagement and psychological well-being ….. Innovative 360° feedback, tailored to client requirements ….. Questionnaires to support competency & strength assessment ….. Associates have access to their own “Control Centre” to administer questionnaires, view completion status and generate reports

3 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Pario HR Solutions Building on research relating to leadership and team effectiveness, following a ‘Mixed Methods’ Approach Qualitative Interviews (Thematic Analysis) leading to online Quantitative Questionnaires Delivery supported by Pario online 180 & 360° Feedback (with design based on reliable, factored scales)

4 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Pario HR Solutions Reliable, factored scales simple structure…. a bunch of balloons? …we need distinct, separate factors

5 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com New Rules… Questioning Assumptions Generally, the traditional psychological focus Is on the individual and intrinsic motivation...but at work, we also need to recognise the importance of extrinsic task motivation

6 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com New Rules… Questioning Assumptions In addition to understanding individual differences, we need to consider the ‘enabling conditions’ that support… psychological well-being discretionary effort & employee engagement

7 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com The Performance Staircase Increasing management capability Performance HR Process Clarity of Contribution Personal Capability Enabling Environment Motivation & Commitment Typical performance ceiling Superior Performance ceiling Once a year appraisal…………………..Periodic review………………………….Continual coaching Superior performers produce +48% more than average performers Companies with high employee commitment deliver +36% more shareholder value than those with low commitment

8 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Leadership New research suggests that ‘Authentic’ rather than ‘Transformational’ Leadership may best describe how to create the ‘enabling conditions’ contributing to psychological well-being, engagement and high productivity However, the concept of Authentic Leadership is poorly understood. It involves more than the usual pop headings… ‘Acting with integrity’ ‘Being Genuine’ ‘Demonstrating Conviction’ ‘Living one’s Values’

9 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Leadership in Practice People want to have a sense of purpose “Without a clearly articulated purpose, meaning is elusive. Leadership provides that articulation” Goffee & Jones 2006 Authentic leaders are true to themselves and lead others by helping them achieve authenticity. This requires a series of steps:

10 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Leadership – How it Works Transformational leaders are described as having a ‘compelling vision’ and overcoming individual self-interest by means of ‘charisma’ Authentic leaders follow specific steps linked to purposeful conversations that strengthen individual ownership of tasks. UK research suggests that a ‘compelling vision’ and ‘chari $ ma’ are not the vital ingredients of effective leadership at work

11 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com … How does this happen? “… Setting good direction for a team means being authoritative and insistent about desired end states, but being equally insistent about not specifying how the team should go about achieving those end-states.” Prof. Richard Hackman - be clear about the end state…. and the standards expected Then engage people in the process…

12 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Organisations need a clear Vision The Vision captures core purpose / values and direction shaping the activities of business units Operational leaders apply this to add focus and consistency But Organizations need to make effective management behaviour explicit + Managers need feedback to develop into effective leaders

13 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Getting a Focus on Leadership Leadership is about gaining the commitment of followers to a shared purpose. Prof. Avolio noted in 2007: “most leadership research has considered the follower a passive or non- existent element when examining what constitutes leadership”. Leadership is still defined in terms of personality factors. The views of team members are only occasionally included. 360° feedback is rarely based on a reliable, validated set of competencies.

14 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Challenging the Assumptions Do your clients believe some or all of the following…. Competencies can be re-shaped at will Competencies and 360° feedback are not psychometrics Rules of reliability and validity do not apply!

15 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com What goes wrong with competencies? There is often no reference to underlying theory and principles The Core Requirement: Clear Psychometric Factors + Differentiating Behaviour Boyatzis (1982) “The Competent Manager” Douglas Bray (1960-70s) Henry Murray (1938)

16 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Running a Competency Health Check Competencies and associated statements of behaviour can be checked by running a 360 pilot study. A sample of 25 managers each with around 10 respondents will give a sample sufficient to evaluate the psychometric properties of a typical competency model. The following example highlights the initial start point: A competency framework that has been subjectively developed and structured at four levels (This case study related to a UK local authority)

17 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com What goes wrong with competencies? Example: Behaviours poorly defined & assumptions of four ‘levels’ of capability

18 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com What goes wrong with competencies? Example: Behaviours poorly defined & assumptions of four ‘levels’ of capability

19 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Running a competency health check In this study: 360 ratings from 230 ‘secondary respondents’ Initial set of 8 competencies and 110 statements (see previous slides) This reduces to 6 factors and 43 statements The 360 factored scales achieve Alpha coefficients of 0.8 and above on 4 of the 6 scales Note: There was no support for the ‘four level’ model initially proposed

20 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Outcomes of the competency health check The initial (subjective) view of the competency model is replaced by a reliable, coherent design…  Factor 1: ‘Setting Direction / Consulting with Others’ clarifying what is required to achieve a ‘strong base for action’  Factor 2: ‘Developing Capability’ and being Supportive of Others, creating a sense of meaning and purpose.  Factor 3: ‘Political / Organisational Awareness’.  Factor 4: ‘Achieving Positive Outcomes’ clarifying people’s roles, and providing feedback and support.  Factors 5 and 6: ‘Openness to Change’ (for practical purposes the two elements can be combined)

21 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Defining Leadership with 360° Feedback Clarify the role relationships: The Pario 360 ‘health check’ provides the opportunity to identify: Generic Statements for all respondents or Statements designed for specific groups of respondents (so competencies are more related to context)

22 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Defining Leadership with 360° Feedback Clarify the role relationships: External Stakeholders Customers Immediate Manager Direct Reports Colleagues

23 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com So what goes wrong….? Feedback from a recent Pario Employee Engagement Survey highlights how dysfunctional environments undermine commitment

24 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Staff are under pressure …. just acknowledge the situation and say THANK YOU and find out how the member of staff feels. I do not think staff are valued within the workplace The lack of motivation of some of the team members…. who continually get away with half hearted efforts. I get frustrated at being marginalised at work by my immediate manager and unhappy and stifled that my experience and abilities are not being acknowledged or utilised. There is an inconsistency amongst managers/senior staff on how the targets are achieved

25 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Motivation is linked to purposeful activity We want to feel our contribution is recognised and that we are valued We need clarity of direction and understanding of how our work fits (as part of the bigger picture) Conclusions: Organisations need access to reliable metrics Managers need feedback to develop (and become accountable) Purposeful conversations help increase motivation!

26 May 2009 Copyright © 2009 Pario HR Solutions Ltd david@pariohrsolutions.com Pario HR Solutions ~ we welcome inquiries relating to: 360 pilot studies / competency health checks (these typically require 20 – 25 managers + their respondents) Leadership Profiling / development programmes & Partnership with Associates who would like to use the online system Contact David Sharpley (tel: 0044 (0)1494 867237)


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