DEPARTMENT OF OF HUMAN RESOURCES. Career Planning and Succession Management Resources

Transcription

1 DEPARTMENT OF OF HUMAN RESOURCES Career Planning and Succession Management Resources

2 CONTENTS: ASSESSMENT TOOLS... 3 Work Personality Index (WPI)... 3 Myers Briggs Type Indicator (MBTI)... 3 Multiple Perspective Instrument 360 Feedback... 4 Job Performance Profile (JPP)... 4 Organizational Performance Profile (OPP)... 4 DDI Success Profile... 5 ADDITIONAL RESOURCES... 6 NAIT Leadership Competencies... 7 Teamwork... 8 Communication... 8 Organizational Awareness... 9 Leading Change... 9 Innovation Personal Effectiveness Performance Management Resource Management Strategic Thinking Integrity and Ethical Behaviour Business Skills and Knowledge Service Orientation SUGGESTED DEVELOPMENTAL ACTIVITIES October 28,

3 ASSESSMENT TOOLS NAIT has access to a number of tools that can help you understand your strengths and unique gifts. The following tools are available to help you explore and learn more about yourself. The information enhances understanding of yourself, your motivations, your natural strengths, and your potential areas of growth. If you are interested in learning more about the tools listed below please contact your Human Resource Consultant (HRC) or Organizational Development Services (ODS) who will make the resources available and walk you thru the process. Work Personality Index (WPI) The WPI provides a valid and dependable measure of personality that directly influence a person s work performance and task effectiveness. Based on a model of 17 personality traits the WPI helps describe an individual s style in terms of job related strengths and weaknesses. Designed as a tool for professional growth. This report describes key features of an individual s personal style that influence their approach to tasks, ways of interacting with people, and performance at work. It contains interpretive notes that are useful for increasing leadership effectiveness and highlights the competencies generally associated with each personality trait. Myers Briggs Type Indicator (MBTI) The Myers Briggs Type Indicator is a self report questionnaire designed to make Carl Jung s theory of psychological types understandable and useful in everyday life. After more than 50 years of research and development, MBTI is the most widely used instrument for understanding normal personality differences. It explains basic patterns in human functioning, the MBTI is used for a wide variety of purposes including the following: Self understanding and development Career development and exploration Organization development Team building Management and leadership training ODS runs MBTI workshops or can work with you or your group. October 28,

4 Multiple Perspective Instruments 360 Feedback A multiple perspective instrument is perhaps the most widely used diagnostic tool and is sometimes referred to as a 360. Leadership Mirror is administered through ODS. This assessment begins with a set of evaluation criteria typically, competencies and their observable behaviours. NAIT has designed our 360 feedback tool using NAIT s leadership competencies outlined on the following pages. An individual assesses his or her own effectiveness, while others provide feedback utilizing the same criteria. The resulting report provides insight into specific strengths and development needs as assessed by work colleagues, supervisors, direct reports, and customers/clients. Contact ODS to discuss a 360. Job Performance Profile (JPP) The JPP can be used to help employees plan their career moves to ensure that they will not be placed in roles for which they are unsuited. During career planning discussions with employees, behavioural expectations can be reviewed and discussed for the positions in which they express interest. The JPP will help you reach agreement on comfort level and degree of compatibility with the position expectations. Your HRC is the expert on this tool. Organizational Performance Profile (OPP) OPP is a self report questionnaire that measures personality traits relative to a position. OPP can be used to: Help understand the effects of behaviour upon organizational and job performance. Address employee development and performance improvement needs in an appropriate and constructive manner. Contact your HRC with regards to this tool. October 28,

5 DDI Success Profile (White Paper Optimizing Your Leadership Pipeline Development Dimension International Inc.) DDI considers four types of factors that are important to consider when selecting/promoting or developing talent. Performance Job Challenges Competencies Experience Job Motivation and Personal Attributes Organizational Knowledge Organizational Knowledge (What a person knows): The functions, processes, systems, products, services or technologies of an organization that must be understood. Job Challenges/Experience (What a person has done in the past): The kinds of situations that an individual moving into a specific leadership position should have experienced or at least have been exposed to. Competencies (What a person is capable of): The clusters of behavior, knowledge, technical skills and motivations that are important to job success. October 28,

6 Twelve leadership competencies were validated by the broader NAIT community through focus group discussions in 1999 and, in 2003, were validated for the position of Dean/Director. Teamwork Communication Organizational Awareness Leading Change Innovation Personal Effectiveness Performance Management Resource Management Strategic Thinking Integrity and Ethical Behavior Business Skills and Knowledge Service Orientation Personal Attributes (a person is): The de railers or personality traits that might cause an otherwise effective leader to fail defensiveness, risk aversion, poor communication, lack of empathy, arrogance, micromanagement etc. ADDITIONAL RESOURCES Here are a few resources pertaining to all aspects of personal and career development. Try searching the internet for the topic of your choice and you ll be surprised how much free material, tools and services are available online for free or a free membership signup. Personality Type Tests: win/jtypes2.asp Miscellaneous Online Tests: Job Application, Resumes and Interview Advice application and interview advice.com/index.html advice/career advice/interview advice help.org/ October 28,

7 NAIT LEADERSHIP COMPETENCIES Teamwork Works cooperatively and effectively with staff, colleagues, and stakeholders to achieve optimal collective results. Communication Understands and is understood by individuals and groups, uses appropriate and effective communication tools and techniques. Organizational Awareness Possesses and utilizes a broad understanding of the institutional resources, policies, and information. Leading Change Plans and effectively implement organizational change. Innovation Challenges, takes risks, generates new and innovative ideas, and applies these ideas to improve operations or create new opportunities. Personal Effectiveness Demonstrates skills, knowledge, and related behaviors to effectively carry out the job and maintain personal health and effectiveness. Performance Management Effectively plans and manages the performance of staff and develops the skills and abilities of staff. Resource Management Effectively acquires and manages resources to achieve business unit and institutional goals. Strategic Thinking Interprets the meaning of trends and changes in the internal and external environment and aligns the business unit to take advantage of emerging opportunities. Integrity and Ethical Behaviour Understands ethical behaviour and business practices and ensures own behaviour and the behaviour of others are consistent with these ethical standards. Business Skills and Knowledge Utilizes the necessary technological and business skills required for the position and engages in and encourages others in continual learning. Service Orientation Understands the needs of customers and strives to meet or exceed customer expectations and needs within organizational parameters. October 28,

8 Teamwork Leaders require the ability to work effectively and collaboratively with others in a team environment. Leaders demonstrate skills in areas related to communication, problem solving, conflict resolution, and understand team dynamics. Individuals who display strength in this area prefer to work in a group, are able to give up control, and are sensitive to the needs of others and the dynamics of a group. They are aware of the impact of their behaviour on others and unlikely have problems in terms of communication. They are more likely to work towards a common purpose or solution than promote and argue their own view. Establishes clear direction for teams by co creating team vision, values, and goals. Utilizes skills to help teams solve problems, resolve conflicts, and achieve positive outcomes in difficult situations. Demonstrates effective team member skills such as listening, facilitation, negotiation, creativity, challenging, and giving feedback. Demonstrates an understanding of team dynamics and requirements and judges when teamwork is the best solution to dealing with an organizational need. Gathers team member input, facilitates team consensus on decisions, and ensures individual team members support the team and team decisions. Demonstrates a belief in the value of teams and takes action to initiate or participate in teams where teams are the best means to dealing with an organizational need. Communication Communication in workplace gets business done. Information must be presented in a manner that is clear, concise and achieves the desired results in order to be effective in organizations. Leaders need to possess key interpersonal skills required to facilitate brainstorming or data gathering sessions, run meetings, resolve issues etc. Interpersonal style, along with communication and relationship building skills is critical to personal success as well as the success of the unit or organization. Individuals who are effective communicators often excel at getting their points across. Others say they tend to be clear and concise. This may be the result of the leader taking the time to prepare and organize his/her presentation or comments or it may stem from the ability to think of the audience or listener s point of view. Strong communication skills may also be the result of increased confidence or presence. Provides important information quickly and accurately to key people within and outside the Institute. October 28,

9 Expresses concepts and ideas in a clear, succinct, accurate, and simple manner that is sensitive to the needs of the audience or listener. Demonstrates effective listening skills and checks for completeness of understanding. Develops and makes presentations that have clarity and impact. Writes in a clear and concise manner that is easily understood by the reader. Exercises good judgment and sensitivity when communicating with those who may have different needs or understanding of situations. Fosters open, honest, and truthful communication with others. Actively solicits input from others to clarify key issues and potential actions, and closes the loop by providing feedback. Plans and leads effective meetings. Possesses knowledge of communication planning. Organizational Awareness Effective leaders have a sound knowledge of NAIT and how the unit they lead fits into it. NAIT s Academic and Business plan provide the overall strategic direction for the Institute. Each unit at NAIT must be aligned with the overall strategic direction of the Institute. Leaders must understand the organizational priorities and adapt/align the direction for their unit. Leaders need to understand collective agreements, policies, procedures, and the overall culture of NAIT. A leader with strong organizational awareness tends to take the time to develop and maintain contacts beyond their department to keep in touch with what is happening and the opportunities that may be arising. As a result, their department may be quick to change or capitalize on opportunities when they are available. They often exhibit considerable understanding of the rules and policies of the organization. Demonstrates knowledge of the mission, vision, operating principles, and strategic direction of NAIT. Builds an internal network of colleagues and professional service department contacts to assist in providing advice, support, and knowledge. Aligns business unit direction and practices with those of NAIT. Initiates partnerships and builds relationships with other business units to assist in day to day work. Demonstrates an understanding of the unique culture, policies, procedures, and ways of doing things at NAIT and works effectively within this framework. Leading Change Change is the norm. To survive an organization must be able to adapt to the changing needs driven by many factors such as technology, the economy, global competition etc. The ability to October 28,

10 lead change, a skill that is considerably different from day to day management, may be the critical competency for leaders to have. Leaders that are proficient in leading change may themselves be comfortable with change. Many will continually explore the need to change. Oftentimes, people in this situation have taken the time or training to learn about how to lead change effectively. Utilizes principles, tools, and models for planning and implementing change initiatives. Anticipates the need for change when threats or opportunities arise that will affect the business unit. Convinces individuals of the need for change and supports them throughout the change. Effectively models the desired changes in behaviour and thinking. Promotes an environment of questioning, challenging, and inviting new and different perspectives on how things can be done. Develops and effectively communicates the vision, strategy, and plan for making the required changes. Innovation Innovation requires challenging the status quo and developing new, innovative ideas. In an environment of intense competition and diminishing resources, innovation will be a critical factor for leadership success. Leaders will be more effective in this area if they tend to keep their heads up and continuously explore new ideas and information. Personality may also play a factor in this area as some individuals, by their very nature they may be more likely to be more innovative than others in their thinking. Creates an environment where creativity, challenging the status quo, risk taking, and learning from mistakes are encouraged. Thinks outside the box and views problems and situations from many different perspectives, and encourages others to do the same. Encourages entrepreneurial thinking. Effectively balances the need for innovation with the need to meet business requirements. Personal Effectiveness With many demands in the work environment, it is critical that leaders have well developed coping strategies. This would include the ability to balance time, manage priorities and deal with stress. Understanding the need for balancing personal and organizational priorities is October 28,

11 critical in developing a healthy work environment. The inability to deal with day to day pressures can have significant negative impacts directly on the leader as well as those that work closely with him/her. A person not possessing and utilizing these skills and abilities begins to show diminished signs of effectiveness over time. Signs may be hard to pick up, at least in the initial stages, however, over time a number of factors begin to become observable including: lower energy or motivational levels, physical or health problems, symptoms of stress or anxiety, or the tendency to put in even longer hours. This may be a difficult area to address because of the erroneous view that successful leaders must openly demonstrate disregard for the effects of stress and heavy workloads. Solicits feedback about performance and shortcomings and uses this information as a basis for learning and improvement. Demonstrates the ability to be decisive and stand by his/her decisions. Utilizes time management techniques and personal skills to ensure priorities are focused upon and achieved. Demonstrates a positive attitude toward work, employees, colleagues, and the organization. Exhibits self confidence in his/her skills and abilities and is not afraid to move beyond the comfort zone. Keeps situations in perspective and brings humor to bear in situations where it is helpful and appropriate to do so. Demonstrates good judgment by being sensitive and mindful of the impact of decisions on individuals, customers, and the organization. Adjusts to multiple demands, shifting priorities, ambiguity, and rapid change. Performance Management An organization is only as effective as its staff. A performance management system is an accountability system. It provides staff with the business results they are accountable for and sets expectations for how to achieve those results. Staff must clearly understand performance expectations, their alignment with organizational needs, and be encouraged in their career development. To do so requires that leaders pay attention to the performance of individual staff and manage that performance in accordance with the needs of the unit. Leaders who excel in this area may have lower than normal turnover of staff, lower sickness and disability rates, or staff who are performing to levels higher than other comparable units. The unit as a whole may also be showing evidence of high performance. Ensures there is a link between individual performance and organizational objectives. October 28,

12 Sets clear performance standards and expectations for staff and makes it clear how performance will be measured. Provides ongoing feedback and coaching, and rewards and recognizes staff in an appropriate and timely manner. Takes decisive and appropriate action in situations where there are performance problems. Provides developmental and learning opportunities for staff. Works with team members to utilize and develop talents and skills to ensure they are able to maximize their contributions to the team. Demonstrates an understanding of organizational policies and procedures related to managing the performance of others. Delegates decision making and accountability to the most appropriate level. Resource Management Resources in organizations are limited and must be used to achieve maximum benefit. Skills in this area would include the ability to assess and set priorities to align and manage resources to ensure that these results are achieved. This implies the need to understand the internal organizational mechanisms for the planning and management of resources. Leaders must be entrepreneurial and take advantage of opportunities to secure additional resources for the unit. A leader would demonstrate strength in this area by being knowledgeable of the basics of finance, resource allocation, management mechanisms and processes used within the institution. Staffing and priorities may have changed to meet the changing requirements and opportunities, and it is likely that the overall resource base of the unit has increased over time. There is probably increased or significant evidence of new initiatives within the unit. Possesses knowledge of those institutional processes, mechanisms, and terminology that pertain to budgeting and resource management. Demonstrates an understanding of financial management and interprets and explains financial data in a meaningful and easy to understand manner. Accurately monitors shifts in priorities and plans, and refocuses financial, human, and other resources to ensure the changing priorities are achieved. Administers budgets to ensure they are adhered to and are used in a manner to achieve business goals and objectives. Accepts personal accountability when resources are not used effectively or results are not achieved. Works creatively to tap into non traditional sources of resources such as secondments, collaborative funding and cross functional teams. Establishes and utilizes an accountability and measurement system that links outcomes to resources. October 28,

13 Develops and maintains a network of knowledgeable contacts in industry/business pertinent to the business unit. Strategic Thinking Leaders must understand the big picture. Organizations are at their best when they are able to take the best of what is and build future opportunities. Strategic thinking is the way in which we think about, assess, view and create the future for ourselves and our colleagues. This means developing an awareness of trends that could impact the future, interpreting these trends and taking advantage of opportunities that are emerging. It is critical that opportunities are translated into a practical vision and plan that engages the members of the unit. Leaders demonstrating strength in this area are rarely caught by surprises that have a significant negative impact on the unit. It is likely that the person or the unit would be identified at the front of their field and is able to bring this strategic understanding to a practical level. Demonstrates an understanding of the gaps and barriers between where the business unit is now and where it needs to be, to be successful in the future. Develops a sound strategy and plan for a 3 to 5 year or longer time frame. Works with others to conceptualize and develop a sound business plan which aligns with NAIT s Academic and business plan. Effectively communicates the vision, strategies, and plan to acquire required support and resources. Integrity and Ethical Behavior Organizations and their leaders must model and exemplify corporate social responsibility and ethical practices. There must be consistency between the expressed values on paper or in words and the action/behaviours taken. The legal and moral costs of not demonstrating ethical behaviour can be very taxing and expensive. A leader with strength in this area is often described as someone that can be trusted or someone who can be counted upon because he/she follows through with his/her promises. If the leader demonstrates appropriate ethical behaviour, it is likely that others in the unit will follow his/her lead. Follows the basic principles and values of the Institute and his/her profession. Challenges self and others to continually uphold basic values and ethical behavior. October 28,

14 Interacts with people in a manner that is honest, respectful, and truthful. Accepts full accountability for areas of responsibility and does not blame others for problems or performance outcome deficiencies. Demonstrates consistency between action and words and does not ask others to do what he/she is personally unwilling to do. Possesses an understanding of and adheres to legislation related to basic human rights and diversity issues. Business Skills and Knowledge Every organization has an overall set of policies, procedures, guidelines and protocols. Leaders must understand these business fundamentals and how to operate within the framework. This general business mindset is crucial to accomplishing daily activities and tasks. There is also a requirement that leaders possess knowledge regarding computers, communication systems, the management of staff, and a variety of other related areas. A leader must have a working knowledge of the basics in these areas as it pertains to his/her organization. A leader with strength in this area tends to be rather obvious in that he/she can function effectively in terms of communicating or just getting things done. Demonstrates the ability to use computers and related technology for communication, management of staff and personal efficiency. Possesses knowledge of relevant collective agreements, policies, academic regulations and procedures for NAIT. Utilizes internal content experts for assistance in dealing with complex technical issues. Cultivates an environment of continuous learning in self and others to accommodate changes in technology and information required by the job. Demonstrates a sound knowledge of the profession or industry in which he/she works. Possesses a basic knowledge of project management tools and approaches, and uses them to achieve results. Service Orientation Without customers, no organization can exist for long. Customers are sophisticated, knowledgeable, and have high expectations. It is critical that leaders understand the changing needs of customers and attempt to build relationships with them. Leaders must understand customers and ensure that the unit is aligned accordingly. Leaders that have competency in this area understand their customers. There tends to be low levels of complaints or frustrations by the customer and often is an increase in the numbers of customers over time. October 28,

15 Initiates and develops effective working relationships with customers to better understand their needs and to serve them. Continually searches for new ways to improve customer service and to meet or exceed their needs. Actively strives to meet the interests and needs of the customers by aligning processes and programs and setting priorities that focus on the customer. Persistently lobbies on behalf of clients to integrate their interests and needs into the larger strategic institutional direction. Identifies trends and anticipates and develops plans to meet the future needs of clients before they may be aware of them. Recognizes and balances the diverse needs of different customer or stakeholder groups. October 28,

16 SUGGESTED DEVELOPMENTAL ACTIVITIES Coaching can be provided by the immediate supervisor and initiated by either party. Coaching should be a planned, structured, ongoing process that provides for the improvement of knowledge and skills specific to responsibilities. Job Enrichment occurs when the employee takes on more responsibility, performing tasks that were previously done by supervisor or someone with more experience or skill. Sometimes this takes the form of vertical loading where each level of management takes on responsibilities from above, and delegates some current responsibilities. Individual Assignments are a useful way to gain special, in depth expertise in competencies that are important to leadership roles at NAIT. Team Assignments include serving on a committee, advisory panel, or project team. Employees can develop skills in working with others. A network of useful contacts with other employees throughout NAIT can also be developed. Temporary Replacement, by overlapping others so as to relieve them during vacations, illness, or leaves of absence, can be helpful to the development of a broader vision of NAIT. This developmental activity is also useful to test and apply competencies in different settings in a low risk, short term situation. Job Rotation occurs when employees spend a predetermined length of time on a variety of functions. For some it has meant swapping jobs for a predetermined period of time, with each preparing the other in advance and being on call to help with unexpected situations. Lateral Transfers can enrich one s employment in an organization and provide career and leadership development opportunities through a variety of new experiences and challenges. Post Secondary Education should be considered to meet the educational requirements for leadership positions. Internal Leadership Development Workshops are available such as NAIT s Northstar Leadership Series and Advanced Leadership Development (ALD) program. External Structured Self Development Programs include programs such as Toastmasters, Dale Carnegie, and Pacific Institute. Most of these provide a supportive environment for developing interpersonal, communication, and team building skills. Making Presentations and Running Meetings provides opportunities for employees to develop skills in planning, organizing, appraising people and situations, giving and receiving information, delegating, and goal setting. October 28,

17 Attendance at Higher Level Staff Meetings will allow employees to broaden their awareness of corporate style and values, and of the competencies that have helped senior managers be successful. Conducting Training, both internal and external to NAIT, develops planning and analytical skills, communication effectiveness, sensitivity to the needs and feelings of others, and selfconfidence. Mentoring provides the opportunity for employees to spend time with a peer or supervisor, sometimes from a different organizational work unit. The mentor s role is to provide support and guidance as related to the development of the employee. Studying Manuals and Internal Documents helps the employee to understand the goals, standards, and culture of NAIT. Structured Discussions with Peers or Subordinates provides employees with the opportunity to exchange information and expertise with other NAIT staff. (e.g. breakfast once a month, lunch every other Tuesday). Experts from outside NAIT could be invited to the group to share new knowledge or skills. Volunteer Work provides many opportunities to learn about and experience leadership. Technical/Professional Association participation will keep employees up to date with the technical side of their jobs. Involvement in committee work, specifically in leadership roles, will provide valuable experience in developing managerial competencies. Assessments in Style/Skill provide information that is useful in evaluating developmental needs. *Industrial/Experience Leaves provide valuable industry experience. In approving this type of leave, the potential benefits to NAIT and to the employee are taken into consideration. *Education Leaves provide opportunities for employees to continue to develop and grow in their careers. *Inservice provides an opportunity for NAIT staff to participate in a variety of workshops. The intent is to offer sessions that meet current and future professional and personal development needs. Offerings include computer skills upgrading, wellness workshops, Northstar Leadership sessions, Performance Management sessions, and so on. *Conferences, Workshops, Seminars, and Conventions may provide employees with professional developmental opportunities tailored to the aspiring leader. *See the Renewal, Enrichment & Leave Opportunities document on the Campus Community>Human Resources>Enrichment October 28,