The Seven-S S Model. A framework to guide and evaluate organization development to achieve vision and produce desired performance results.

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "The Seven-S S Model. A framework to guide and evaluate organization development to achieve vision and produce desired performance results."

Transcription

1 The Seven-S S Model A framework to guide and evaluate organization development to achieve vision and produce desired performance results.

2 Framework The 7 S model has its origins from the classic, 'The Art Of Japanese Management', by Richard Pascale Tanner & Anthony Athos during the early eighties. Over the years it has become a widely accepted tool for understanding how a high performing organization must be managed. The model has evolved in practice beyond the OD world and is now a common model utilized by many firms such as McKinsey as a diagnostic tool. When applied to an organization it can be a most effective tool for identifying and targeting those areas which need attention and focus. By gaining better alignment between the 7 S s, the organization can more effectively execute on its mission and vision. In ABC Company, the model is used as a tool for assessing organization performance and targeting areas for OD intervention. Over the years, the leadership team has made significant changes in all of the S s in order to be better aligned with Headquarter and with customers. The ABC company systematically uses this model and tool to guide the development of the OD strategy, supported by Larcen Consulting In the following slides the 7S s are defined and lesson learned

3 Streams (Environment) INPUTS INPUTS Shared Values (Boundary) Strategy INPUTS INPUTS Vision INPUTS Skills Systems SYNERGY Structure Style OUTPUTS Performance Staff Through Puts FEEDBACK Feedback Through Puts

4 Overview of the 7S Model STREAMS STREAMS The The external external environment environment that that impacts impacts the the organization s organization s formulation formulation of of strategies, strategies, systems, systems, structure, structure, style, style, staff staff and and skills skills SYNERGY SYNERGY Synergy Synergy results results from from alignment alignment throughout throughout the the organization organization with with regard regard to to strategies, strategies, systems, systems, structure, structure, style, style, staff staff and and skills skills VISION VISION The The organization organization vision vision formulates formulates the the foundation foundation and and precursor precursor to to the the development development of of the the organization organization strategies, strategies, systems, systems, structure, structure, style, style, staff staff and and skills. skills. Vision Vision may may need need to to be be adapted adapted based based on on external external and and internal internal dynamics. dynamics.

5 Overview of the 7S Model STRATEGY STRATEGY Derives Derives from from assessment assessment of of organization organization internal internal Strengths Strengths & Weaknesses, Weaknesses, and and external external Opportunities Opportunities & Threats Threats (SWOT (SWOT Analysis); Analysis); includes includes environment environment influences; influences; nature nature of of competition; competition; company company distinctive distinctive competencies; competencies; company company key key success success factors factors Strategy Strategy must must be be dynamic dynamic not not static responsive static responsive to to the the internal internal and and external external environment environment Strategy Strategy represents represents the the major major approaches approaches adopted adopted by by the the organization organization to to achieve achieve the the vision vision and and goals goals STRUCTURE STRUCTURE Represents Represents how how the the company company is is organized organized to to execute execute strategy strategy Structure Structure may may be be centralized centralized or or decentralized decentralized Structure Structure may may be be flat flat and and matrixed matrixedor or organized organized in in silo s silo s Structure Structure should should be be designed designed to to facilitate facilitate achieving achieving corporate corporate vision, vision, goals goals & strategies strategies

6 Overview of the 7S Model SYSTEMS SYSTEMS Formal Formal systems systems may may include: include: Measurement Measurement systems systems (including (including planning) planning) Performance Performance management management systems systems Resource Resource allocation allocation systems systems Informal Informal systems systems may may include: include: Meeting Meeting formats formats Conflict Conflict resolution resolution protocols protocols STAFF STAFF Staffing Staffing considerations considerations may may include: include: Demographics Demographics makeup makeup (diversity) (diversity) Selection Selection criteria criteria and and promotion promotion factors factors Staff Staff development development programs programs & opportunities opportunities Culture Culture within within the the organization organization

7 Overview of the 7S Model STYLE STYLE SHARED SHARED VALUES VALUES The The manner manner in in which which leaders leaders and and employees employees behave behave internally internally and and externally externally The The manner manner in in which which the the company company interacts interacts with with stakeholders, stakeholders, customers, customers, regulators, regulators, etc. etc. The The principles principles adopted adopted by by the the company company to to guide guide its its style style & behavior behavior The The organization organization should should be be pro-active pro-active to to define define the the corporate corporate values values and and the the desired desired behavior behaviorfor for leaders leaders and and employees employees consistent consistent with with these these values values Values Values and and desired desired behavior behaviormust must be be communicated communicated to to and and embraced embraced by by the the entire entire organization organization SKILLS SKILLS Differentiating Differentiating characteristics characteristics of of the the company s company s products products and and services services Core Core competencies competencies required required by by leaders leaders and and other other categories categories of of employees employees in in order order for for the the company company to to effectively effectively execute execute against against the the vision, vision, values, values, goals goals and and strategies. strategies.

8 Overview of the 7S Model The HR Business Partner should use this model as a template against which to assess the current organization. Questions can be formulated around each of the Seven S components that are relevant to the company or organization being assessed. The results of this assessment will provide data that can be used to formulate recommended interventions Action or Tactical Plans can then be developed and executed with involvement of the appropriate organization leaders and staff

9 7S Objective for ABC Company To optimize leadership and management effectiveness in ABC Company To develop capabilities and contributions in the context of the real work and real teams To build a reservoir of talent that can grow with the company and be ready to assume greater leadership responsibilities To build functional role clarity To support cross functional effectiveness To encourage a culture of initiative, leadership and contribution To design tools for accurately measuring and tracking leadership and functional effectiveness

10 History / Background 7S OD work has had a building block approach for over 10 years at ABC Company Began initially with the President of sales office, with the goal to build senior team effectiveness Evolved into a structured leadership development program focused first on senior team members and then transitioned to include action learning projects in which middle managers who were mentored by senior managers solved some key organizational problems while developing their own leadership skills Work now focused on very clear measurement of performance tracking over time so that high potential leaders are supported to grow in effectiveness In 2010, work will include the up and comers who have the potential to move into top leadership roles over time - Program has become more structured both in measurement but also in strategic intent

11 Key Elements Measurement tools including the 7S audit and leadership competency survey Structured coaching and mentoring (with content modules) by senior leaders (supported by Larcen Consulting) Succession Planning New Manager Assimilation/Orientation Cross Team Development for each Function (evolving the charter, purpose and capabilities of functional teams over time, example technical divisions Internal and external customer engagement skill building Action Learning teams that solve real problems Self awareness tools including the HBDI, DiSC and 16pf as well as the EQI

12 Lessons Learned / Value 7S gives us a framework for understanding the issues and challenges a leader must master 7S provides a tracking mechanism to demonstrate that leaders are working more effectively and are solving problems Leaders can be effective change agents if they are developed Intra-personal and interpersonal skill development Teams can achieve high level execution when they are coached and supported in new skill development and change management, including Economic upturns and downturns Reorganization Challenging customer issues Regional and Headquarter cross team communication

TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY

TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY TALENT MANAGEMENT A LINK TO BUSINESS STRATEGY Lets talk strategy Lets talk Value Creation/ Value Drivers 2 The Key Question????? What are the key value drivers/ thematic areas in our organizations? What

More information

The Johns Hopkins University Human Resources Competency Dictionary

The Johns Hopkins University Human Resources Competency Dictionary The Johns Hopkins University Human Resources Competency Dictionary JHU Human Resources Competencies (Applies to All HR Functional Areas) Business Partnership and Consultation Ethics and values Decision

More information

Strategic Planning for Small Business. Carol Rovello * carol@strategic-workplace-solutions.com * 828.280.6253

Strategic Planning for Small Business. Carol Rovello * carol@strategic-workplace-solutions.com * 828.280.6253 Strategic Planning for Small Business 1 Agenda Welcome Overview of Strategic Planning Key Planning Steps and Tools 2 Planning Controlling Management Functions Organizing Leading 3 Planning Alignment Strategic

More information

GaPSC Teacher Leadership Program Standards

GaPSC Teacher Leadership Program Standards GaPSC Teacher Leadership Program Standards Purpose: Georgia has identified a need to improve P-12 students academic performance as measured by various assessments. One method to ensure improved student

More information

Benchmarking Partnerships

Benchmarking Partnerships Leadership Development Frameworkexample case study This sample Best Practice Leadership Development Framework Capability Case Study is identified and described with other local Australian and international

More information

Internal Oversight Division. Internal Audit Strategy 2015-2017

Internal Oversight Division. Internal Audit Strategy 2015-2017 Internal Oversight Division Internal Audit Strategy 2015-2017 Date: June 4, 2015 page 2 TABLE OF CONTENTS LIST OF ACRONYMS 3 1. BACKGROUND 4 2. PURPOSE 4 3. VISION STATEMENT 5 4. MISSION STATEMENT 5 5.

More information

Position Description

Position Description Position Description Wesley Disability Services Quality Risk & Compliance Specialist Agreement Signed Quality Risk and Compliance Specialist Signed Executive Manager, Wesley Disability Services Date Date

More information

Master s Certificate in Public Sector Management

Master s Certificate in Public Sector Management 1. Leadership in the Public Sector Program Outline (2015 2016) (16 day program) Is the public sector leadership even possible in an environment that is constrained by labour unions, unresponsive incentives

More information

Masters Comprehensive Exam and Rubric (Rev. July 17, 2014)

Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) 1 Educational Leadership & Policy Studies Masters Comprehensive Exam and Rubric (Rev. July 17, 2014) The comprehensive exam is intended as a final assessment of a student s ability to integrate important

More information

Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry

Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry Department of Industrial Engineering Total Quality Management (TQM) presented by Dr. Eng. Abed Schokry Policy, strategy and goal deployment Chapter 4 ١ Chapter 4: Learning Outcomes After successful studying

More information

ASAE s Job Task Analysis Strategic Level Competencies

ASAE s Job Task Analysis Strategic Level Competencies ASAE s Job Task Analysis Strategic Level Competencies During 2013, ASAE funded an extensive, psychometrically valid study to document the competencies essential to the practice of association management

More information

STAKEHOLDER MANAGEMENT AS AN EFFECTIVE TOOL FOR PROJECT SUCCESS

STAKEHOLDER MANAGEMENT AS AN EFFECTIVE TOOL FOR PROJECT SUCCESS STAKEHOLDER MANAGEMENT AS AN EFFECTIVE TOOL FOR PROJECT SUCCESS Abstract This theoretical paper will examine subject literature and will try to analyze how stakeholder management can increase the project

More information

Sample Position Model Human Resources Head

Sample Position Model Human Resources Head KAW KAW Consulting Consultants in Human Resources Sample Position Model Human Resources Head KAW Consulting Wilmington, DE 19803 302-479-7855 e-mail:kawconsulting@compuserve.com KAW Consulting Wilmington,

More information

Strategic Planning & Change Management 3 DAYS

Strategic Planning & Change Management 3 DAYS Imsimbi Training proudly presents Strategic Planning & Change Management 3 DAYS Imsimbi Training is a fully accredited training provider with the Services Seta, number 2147, as well as a Level 2 Contributor

More information

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the

Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Crosswalk of the New Colorado Principal Standards (proposed by State Council on Educator Effectiveness) with the Equivalent in the Performance Based Principal Licensure Standards (current principal standards)

More information

SEMESTER III B) HUMAN RESOURCE MANAGEMENT

SEMESTER III B) HUMAN RESOURCE MANAGEMENT SEMESTER III B) HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE PLANNING Unit-1 LEARNING ORGANIZATION AND LEADERSHIP Unit-2 BASICS OF HUMAN RESOURCE PLANNING Macro Level Scenario of Human Resource Planning Concepts

More information

Project Human Resource Management. Overview of PMBOK Basics

Project Human Resource Management. Overview of PMBOK Basics Human Resource Management Overview of PMBOK Basics Michael R. Williams Ph.D. Professor - College of Business Administration Director Professional Sales Institute Illinois State University Campus Box 5590

More information

Concept Paper: Systems Theory

Concept Paper: Systems Theory Concept Paper: Systems Theory 1. Definitions A system can be defined as elements in interaction. Systems thinking is a theoretical approach to understanding phenomena. Systems thinking is characterized

More information

Corporate Human Resources Internal Role Profile

Corporate Human Resources Internal Role Profile Corporate Human Resources Internal Role Profile Director, Organizational Development Role Purpose: Reporting to the Executive Director, Talent Management, this position provides leadership and functional

More information

Candidates will demonstrate ethical attitudes and behaviors.

Candidates will demonstrate ethical attitudes and behaviors. EDET 628 Apply instructional design principles to create a unit of instruction which integrates technology and enhances student understanding Demonstrate purposeful alignment of state competencies and

More information

Business Analyst Position Description

Business Analyst Position Description Analyst Position Description September 4, 2015 Analysis Position Description September 4, 2015 Page i Table of Contents General Characteristics... 1 Career Path... 2 Explanation of Proficiency Level Definitions...

More information

BC Public Service Competencies

BC Public Service Competencies BC Public Service Competencies Competencies that support LEADING PEOPLE For Executive and Directors: Motivating for Peak Performance Motivating for peak performance involves knowledge and skills in using

More information

Following the spirit of the current reform initiatives undertaken in. the United Nations system, a reform of the Education (ED) Sector of

Following the spirit of the current reform initiatives undertaken in. the United Nations system, a reform of the Education (ED) Sector of Overview on the Education Sector Reform Process Following the spirit of the current reform initiatives undertaken in the United Nations system, a reform of the Education (ED) Sector of UNESCO was initiated

More information

Release: 1. BSBPMG606A Direct human resources management of a project program

Release: 1. BSBPMG606A Direct human resources management of a project program Release: 1 BSBPMG606A Direct human resources management of a project program BSBPMG606A Direct human resources management of a project program Modification History Not applicable. Unit Descriptor Unit

More information

Sample marketing plan template

Sample marketing plan template Sample marketing plan template Table of Contents 1) Executive summary Page # 2) Situation analysis Page # 3) Marketing strategy Page # 4) Financials Page # 5) Implementation and Contingency Page # http://www.entrepreneurmag.co.za/

More information

People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People Officer (CPO)

People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People Officer (CPO) Position Description Manager Strategy and Capability Business unit: Responsible to: Position purpose: Direct reports: People and Capability (P&C) Intelligence Community Shared Services (ICSS) Chief People

More information

Succession Planning Process

Succession Planning Process Planning Process INTRODUCTION planning is a systematic approach to: Building a leadership pipeline/talent pool to ensure leadership continuity Developing potential successors in ways that best fit their

More information

Attribute 1: COMMUNICATION

Attribute 1: COMMUNICATION The positive are intended for use as a guide only and are not exhaustive. Not ALL will be applicable to ALL roles within a grade and in some cases may be appropriate to a Attribute 1: COMMUNICATION Level

More information

Human Capital Update

Human Capital Update Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:

More information

Responsible to: Posts in the function Location: Liverpool with travel across all locations

Responsible to: Posts in the function Location: Liverpool with travel across all locations Job details Job title: Organisational (Learning) Development Advisor Responsible to: HR Business Partner (OD) Responsible for: Posts in the function Location: Liverpool with travel across all locations

More information

Strategic Development of Internal Leaders Competency Based Development Goals and Activities

Strategic Development of Internal Leaders Competency Based Development Goals and Activities General Leadership Competencies Strategic Development of Internal Leaders Competency Based Development Goals and Activities - SAMPLE - Sample Specific Development Goal Sample Development Action (s) (the

More information

Alabama Standards for Instructional Leaders

Alabama Standards for Instructional Leaders Alabama Standards for Instructional Leaders To realize the mission of enhancing school leadership among principals and administrators in Alabama resulting in improved academic achievement for all students,

More information

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015)

WWL People Strategy 2015/16 2018/19. Page 1 of 7. Version 0.3 (March 2015) WWL People Strategy 2015/16 2018/19 Version 0.3 (March 2015) Page 1 of 7 Contents Page 1.0 Mission Statement 3 2.0 Strategic Goals 3 3.0 Themes 3 3.1 Attract, Retain & Develop talented staff who embody

More information

DOCTOR OF PHILOSOPHY DEGREE. Educational Leadership Doctor of Philosophy Degree Major Course Requirements. EDU721 (3.

DOCTOR OF PHILOSOPHY DEGREE. Educational Leadership Doctor of Philosophy Degree Major Course Requirements. EDU721 (3. DOCTOR OF PHILOSOPHY DEGREE Educational Leadership Doctor of Philosophy Degree Major Course Requirements EDU710 (3.0 credit hours) Ethical and Legal Issues in Education/Leadership This course is an intensive

More information

Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014

Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014 Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership June 2014 The partnership The Leadership & Organizational Development Consortium (LODC) consists

More information

Business Continuity Position Description

Business Continuity Position Description Position Description February 9, 2015 Position Description February 9, 2015 Page i Table of Contents General Characteristics... 2 Career Path... 3 Explanation of Proficiency Level Definitions... 8 Summary

More information

TalOp s End-to-End Employee Life Cycle Process. HowattHR 2011-13

TalOp s End-to-End Employee Life Cycle Process. HowattHR 2011-13 TalOp s End-to-End Employee Life Cycle Process HowattHR 2011-13 Contents Overview of Integrated Performance System Position Profiling & Analysis Aligning Competencies for Talent & Operations Competency-Driven

More information

B. The governance leadership team

B. The governance leadership team for Effective Governance of Georgia Nonprofit Charter School Governing Boards Domain I: Governance Domain Description: The Charter School Governing board is charged with acting in a manner that focuses

More information

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I

SEARCH PROFILE. Executive Director Policy, Planning and Legislative Services. Alberta Seniors and Housing. Executive Manager I SEARCH PROFILE Executive Director Policy, Planning and Legislative Services Alberta Seniors and Housing Executive Manager I Salary Range: $125,318 - $164,691 ($4,801.47 $6,310.03 bi-weekly) Limited Competition

More information

Ambulance Victoria Position Description

Ambulance Victoria Position Description Ambulance Victoria Position Description Position Title: Organisational Development Consultant Reports To: Senior Organisational Development Consultant / Manager Organisational Development (as applicable)

More information

PROJECT MANAGEMENT FOR NON-PROJECT MANAGERS

PROJECT MANAGEMENT FOR NON-PROJECT MANAGERS PROJECT MANAGEMENT FOR NON-PROJECT MANAGERS NADC PTAC 2929 3 rd Ave., N., Suite 300 Billings, MT 59101 P. (406) 259-3804 F. (406) 259-4569 ww.nadc-nabn.org HIGHLINER CONSULTING GROUP, LLC. 255 E. Fireweed

More information

Revised Body of Knowledge And Required Professional Capabilities (RPCs)

Revised Body of Knowledge And Required Professional Capabilities (RPCs) Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s

More information

RUBRICS FOR ASSESSING MASTER S LEVEL SCHOOL ADMINISTRATION PORTFOLIO EVIDENCE CLUSTERS APPALACHIAN STATE UNIVERSITY. Student Name.

RUBRICS FOR ASSESSING MASTER S LEVEL SCHOOL ADMINISTRATION PORTFOLIO EVIDENCE CLUSTERS APPALACHIAN STATE UNIVERSITY. Student Name. RUBRICS FOR ASSESSING MASTER S LEVEL SCHOOL ADMINISTRATION PORTFOLIO EVIDENCE CLUSTERS APPALACHIAN STATE UNIVERSITY Student Name Cohort Date This student matriculated through the following program MSA

More information

From Vision to Implementation: Integrated Strategic Planning

From Vision to Implementation: Integrated Strategic Planning A three-page excerpt from our 20-page Best Practice Guidebook: From Vision to Implementation: Integrated Strategic Planning 1 Best Practice Guidebook From Vision to Implementation: Integrated Strategic

More information

DESCRIPTION OF GOVERNANCE STRUCTURE

DESCRIPTION OF GOVERNANCE STRUCTURE Organizational Structure DESCRIPTION OF GOVERNANCE STRUCTURE Currently, the principal has direct responsibility for the organizational structure, management and programming of the local school. There are

More information

Learning Goals Bachelor of Science Degree Hospitality Management Major

Learning Goals Bachelor of Science Degree Hospitality Management Major Learning Goals Bachelor of Science Degree Hospitality Management Major What are learning goals? Learning goals are statements that specify what learners will know or be able to do as a result of a learning

More information

Leadership Competency Self Assessment

Leadership Competency Self Assessment USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:

More information

Annual Assessment Report, 2012-2013 College of Business Administration Sharyn Gardner, Assessment Director

Annual Assessment Report, 2012-2013 College of Business Administration Sharyn Gardner, Assessment Director Annual Assessment Report, 2012-2013 College of Business Administration Sharyn Gardner, Assessment Director The Sacramento State College of Business Administration (CBA) is accredited by the AACSB and thus

More information

Talent Management and OD Specialist

Talent Management and OD Specialist Position Employee category level Department Reporting to Line reports Purpose of the role Key Responsibilities Talent Management and OD Specialist Professionally qualified HR professional and experienced

More information

*This is a sample only actual evaluations must completed and submitted in PeopleSoft*

*This is a sample only actual evaluations must completed and submitted in PeopleSoft* *This is a sample only actual evaluations must completed and submitted in PeopleSoft* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today

More information

The Four Frames Principal Entry Plan

The Four Frames Principal Entry Plan The Four Frames Principal Entry Plan Adapted from LIFT, LAUNCH, & CLASS 2005 DEVELOPING A PRINCIPAL ENTRY PLAN All successful leaders have plans. They modify and redirect their plans as needed in order

More information

MGMT 4135 Project Management. Chapter-16. Project Oversight

MGMT 4135 Project Management. Chapter-16. Project Oversight MGMT 4135 Project Management Chapter-16 Project Oversight Project Oversight: defined as a set of principles and processes to guide and improve the management of projects. Ensures projects meet the needs

More information

SAMPLE JOB DESCRIPTIONS

SAMPLE JOB DESCRIPTIONS SAMPLE JOB DESCRIPTIONS In this section we have provided a number of sample job descriptions. We hope that they will provide you with guidance as you develop job descriptions(s). Level Title Page Consultant

More information

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES

CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES CareNZ Job Description GENERAL MANAGER HUMAN RESOURCES Responsible to: Responsible for: Chief Executive HR and Payroll Administrator HR Interns and Volunteers Dimensions Location of work Other information

More information

DoDEA Personnel Center HR Competency Definitions

DoDEA Personnel Center HR Competency Definitions DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer

More information

From Body of Knowledge to Embodied Knowledge: Leveraging the Project Management Professional (PMP) Certification

From Body of Knowledge to Embodied Knowledge: Leveraging the Project Management Professional (PMP) Certification From Body of Knowledge to Embodied Knowledge: Leveraging the Project Management Professional (PMP) Certification By Jennifer Tucker, PMP OKA (Otto Kroeger Associates), jtucker@typetalk.com Abstract. The

More information

The Process Consultant

The Process Consultant The Process Consultant The role of the Lean Enterprise Continuous Improvement (CI) Manager and/or process consultant is a crucial enabler of process improvement. The CI Manager applies the skills of process

More information

LEADS in a Caring Environment

LEADS in a Caring Environment LEADS in a Caring Environment Topics Covered Update LEADS strategic plan What we heard from CHLNet Members Leadership Capacity Development Best Practices Components / Recommendations Community of Practice

More information

To build a human resource academy where the following specific objectives are met:

To build a human resource academy where the following specific objectives are met: NON-DEGREE PROGRAMS In line with the objective of accreditation and professionalization of the people management, the CHRM short courses have been re-designed into five classifications: regular public

More information

Town of Greenwich. Strategic Technology Plan

Town of Greenwich. Strategic Technology Plan Town of Greenwich Strategic Technology Plan Executive Summary May 6, 2013 Prepared for: Town of Greenwich 101 Field Point Road Greenwich, CT 06830 PaSFge ihttp:// http://www.berrydunn.com/gcg Acknowledgements

More information

X: Licensed Practical Nurse Leadership Role

X: Licensed Practical Nurse Leadership Role X: Alberta s Competency Profile 241 Priority: One Competency: X-1 Leadership Skills X-1-1 X-1-2 X-1-3 X-1-4 X-1-5 Demonstrate ability to apply critical thinking and clinical judgment to leadership skills

More information

Enterprise Risk Management. California Association of State Auditors October 8, 2015

Enterprise Risk Management. California Association of State Auditors October 8, 2015 Enterprise Risk Management California Association of State Auditors October 8, 2015 Agenda GovOps Agency Overview Civil Service Improvement Initiatives Enterprise Risk Management As a strategy As a framework

More information

The IIA Global Internal Audit Competency Framework

The IIA Global Internal Audit Competency Framework About The IIA Global Internal Audit Competency Framework The IIA Global Internal Audit Competency Framework (the Framework) is a tool that defines the competencies needed to meet the requirements of the

More information

Diploma in Management Level 4

Diploma in Management Level 4 Diploma in Management Level 4 This qualification is accredited by OFQUAL as being Stand Alone and part of Apprenticeships. Learners must achieve 37 credits and above to gain the Diploma qualification.

More information

Pima Community College District. Vice Chancellor of Human Resources

Pima Community College District. Vice Chancellor of Human Resources Pima Community College District Vice Chancellor of Human Resources Pima Community College seeks an innovative and strategic leader as Chief Human Resources Officer (CHRO). For more than 40 years, Pima

More information

The Role of the Professional School Counselor

The Role of the Professional School Counselor The Role of the Professional School Counselor The professional school counselor is a certified/licensed educator trained in school counseling with unique qualifications and skills to address all students

More information

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014

Human Resources Service Delivery Initiative Findings and Recommendations. Campus Update. November 2014 Human Resources Service Delivery Initiative Findings and Recommendations Campus Update November 2014 Context for the Initiative HR activities touch virtually everyone on the campus and present an area

More information

Global Leadership and Management for the 21 st Century. Global Organization Change and Development. Globalization and the New Economy

Global Leadership and Management for the 21 st Century. Global Organization Change and Development. Globalization and the New Economy Appendix 4: LTU Course Syllabi Global Leadership and Management for the 21 st Century Global Organization Change and Development Globalization and the New Economy Managing a Global Workforce Global Business

More information

Facilities and Services Change Management Process: Stage 1. Process, Emerging Themes (SWOT) & Future Activity

Facilities and Services Change Management Process: Stage 1. Process, Emerging Themes (SWOT) & Future Activity Facilities and Services Change Management Process: Stage 1 Process, Emerging Themes (SWOT) & Future Activity Facilities and Services - Change Management 18/11 2 Agenda Process: Stage 1 Consultation Methods

More information

Section Three: Ohio Standards for Principals

Section Three: Ohio Standards for Principals Section Three: Ohio Standards for Principals 1 Principals help create a shared vision and clear goals for their schools and ensure continuous progress toward achieving the goals. Principals lead the process

More information

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky

Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students

More information

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org

HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM. 1 HR CERTIFICATION INSTITUTE hrci.org HR CERTIFICATION INSTITUTE HUMAN RESOURCE MANAGEMENT PROFESSIONAL BODY OF KNOWLEDGE HRMPSM 1 HR CERTIFICATION INSTITUTE hrci.org 16% 32% 23% 29% ABOUT THE HRMP SM CREDENTIAL Human Resource Management Professional

More information

Audit of the Test of Design of Entity-Level Controls

Audit of the Test of Design of Entity-Level Controls Audit of the Test of Design of Entity-Level Controls Canadian Grain Commission Audit & Evaluation Services Final Report March 2012 Canadian Grain Commission 0 Entity Level Controls 2011 Table of Contents

More information

POSITION DESCRIPTION

POSITION DESCRIPTION POSITION DESCRIPTION POSITION TITLE REPORTS TO AWARD/AGREEMENT/CONTRACT POSITION TYPE HOURS PER WEEK Nurse Unit Manager Business Director of Ambulatory and Continuing Care Professional Executive Director

More information

Pharmaceutical Sales Certificate

Pharmaceutical Sales Certificate Pharmaceutical Sales Certificate Target Audience Medical representatives Objective The objective of this program is to provide the necessary skills and knowledge needed to succeed as medical representatives.

More information

From Vision to Implementation: Integrated Strategic Planning

From Vision to Implementation: Integrated Strategic Planning A three-page excerpt from our 18-page Best Practice Guidebook: From Vision to Implementation: Integrated Strategic Planning 1 Best Practice Guidebook From Vision to Implementation: Integrated Strategic

More information

OPM LEADERSHIP DEVELOPMENT MATRIX:

OPM LEADERSHIP DEVELOPMENT MATRIX: 1 OPM LEADERSHIP DEVELOPMENT MATRIX: The following Leadership Development Matrix is part of OPM s Effective Learning Interventions for Developing ECQs report. The Matrix lists a range of leadership development

More information

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE

EXECUTIVE BEHAVIORAL INTERVIEW GUIDE EXECUTIVE BEHAVIORAL INTERVIEW GUIDE INTERVIEW GUIDE INSTRUCTIONS: This Interview Guide is intended to help hiring executives conduct behavioral interviews for executive classifications covered by the

More information

Public Health Accreditation Board STANDARDS. Measures VERSION 1.0 APPLICATION PERIOD 2011-2012 APPROVED MAY 2011

Public Health Accreditation Board STANDARDS. Measures VERSION 1.0 APPLICATION PERIOD 2011-2012 APPROVED MAY 2011 Public Health Accreditation Board STANDARDS & Measures VERSION 1.0 APPLICATION PERIOD 2011-2012 APPROVED MAY 2011 Standard 9.1: Use a performance management system to monitor achievement of organizational

More information

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs)

EXHIBIT CC. Identifying Management Level Knowledge, Skills and Abilities. Executive Core Competencies (ECCs) EXHIBIT CC Identifying Management Level Knowledge, Skills and Abilities Executive Core Competencies (ECCs) ECC One: Leading Change ECC Two: Leading People ECC Three: Results Driven ECC Four: Business Acumen

More information

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c.

Job Description. Director of Corporate Services. Staff: Head of Customer Services, Head of Libraries plus staff group of c. Job Description Job Title: Reports to: Assistant Director Customer Services Director of Corporate Services Staff: Head of Customer Services, Head of Libraries plus staff group of c. 200+ Budget: 11 million

More information

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change

DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS. Leading Change DoD CIVILIAN LEADER DEVELOPMENT FRAMEWORK COMPETENCY DEFINITIONS Leading Change Definition: This core competency involves the ability to bring about strategic change, both within and outside the organization,

More information

IMCPM04 Project Scheduling and Cost Control. Course Outline

IMCPM04 Project Scheduling and Cost Control. Course Outline IMCPM04 Project Scheduling and Cost Control Course Outline January 2012 Project Scheduling and Cost Control Course Aim Project Scheduling and Cost Control is a five-day (5 day) course which provides participants

More information

Designing an Effective Organization Structure. January 2009

Designing an Effective Organization Structure. January 2009 Designing an Effective Organization Structure January 2009 Effective organization design considers five, interrelated components Clear vision and priorities Cohesive leadership team 1. Leadership 2. Decision

More information

B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes

B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes B408 Human Resource Management MTCU code - 70223 Program Learning Outcomes Synopsis of the Vocational Learning Outcomes* The graduate has reliably demonstrated the ability to 1. contribute to the development,

More information

Master of Arts in Educational Administration, Principal Endorsement Program Course Sequence and Descriptions

Master of Arts in Educational Administration, Principal Endorsement Program Course Sequence and Descriptions Master of Arts in Educational Administration, Principal Endorsement Program Course Sequence and Descriptions EDU 615 Principal as School Leader (3 credit hours) In this course, candidates will develop

More information

CHANGE MANAGEMENT for Continuous Improvement. Guidance Document

CHANGE MANAGEMENT for Continuous Improvement. Guidance Document CHANGE MANAGEMENT for Continuous Improvement Guidance Document Change Management for Continuous Improvement Table of Contents Purpose...page 2 An Overview...page 3 Process Chart...page 4 Process Flowchart...page

More information

Linking Risk Management to Business Strategy, Processes, Operations and Reporting

Linking Risk Management to Business Strategy, Processes, Operations and Reporting Linking Risk Management to Business Strategy, Processes, Operations and Reporting Financial Management Institute of Canada February 17 th, 2010 KPMG LLP Agenda 1. Leading Practice Risk Management Principles

More information

Strategic Plan. Page 1 of 6

Strategic Plan. Page 1 of 6 Strategic Plan The following represents the current AACE International Strategic Plan as approved by the Board of Directors at our meeting in April 2014 in Chicago, IL. The Strategic Plan is organized

More information

Talent Management Leadership in Professional Services Firms

Talent Management Leadership in Professional Services Firms Talent Management Leadership in Professional Services Firms Published by KENNEDY KENNEDY Consulting Research Consulting Research & Advisory & Advisory Sponsored by Table of Contents Introduction.... 3

More information

Executive Leadership MBA Course Descriptions

Executive Leadership MBA Course Descriptions Executive Leadership MBA Course Descriptions MBA 608: Interpersonal Leadership and Managing Organizational Behavior (3 credits) This course provides rising stars learning opportunities to take the next

More information

Leadership & People Management WSQ

Leadership & People Management WSQ Our frontline leaders in SIA are empowered to lead our service teams to achieve the highest levels of service excellence. They are trained in core functional skills as well as given the opportunity to

More information

Framework for Leadership

Framework for Leadership Framework for Leadership Date Leader Self-Assessment Evaluator Assessment Domain 1: Strategic/Cultural Leadership Principals/school leaders systemically and collaboratively develop a positive culture to

More information

Master of Health Care Administration Program Strategic Plan 2008 2010

Master of Health Care Administration Program Strategic Plan 2008 2010 Master of Health Care Administration Program Strategic Plan 2008 2010 The faculty and staff of the MHA program met and developed the following document. Included are foundational statements that include:

More information

MSU LEAD (Leadership Excellence and Development) Competency Model

MSU LEAD (Leadership Excellence and Development) Competency Model Reference #1 MSU LEAD (Leadership Excellence and Development) Competency Model Leadership Behavior Categories (pages 2-4) A. Thinking strategically/visionary B. Leading change C. Communicating D. Building

More information

Dublin Institute of Technology Human Resources. HUMAN RESOURCE STRATEGY 2011 to 2014

Dublin Institute of Technology Human Resources. HUMAN RESOURCE STRATEGY 2011 to 2014 Dublin Institute of Technology Human Resources HUMAN RESOURCE STRATEGY 2011 to 2014 1. Introduction 1.1. Organisation of DIT The White Paper on the organisation of DIT adopted by Governing Body on the

More information

DONGWHA HOLDINGS AT A GLANCE Dongwha Holdings creates eco-friendly and human-oriented products using wooden materials.

DONGWHA HOLDINGS AT A GLANCE Dongwha Holdings creates eco-friendly and human-oriented products using wooden materials. Donghwa Holdings Interview series capturing what s working in leadership development DONGWHA HOLDINGS AT A GLANCE Dongwha Holdings creates eco-friendly and human-oriented products using wooden materials.

More information

Leadership Development Best Practices. By Russel Horwitz

Leadership Development Best Practices. By Russel Horwitz Leadership Development Best Practices By Russel Horwitz 1 December 2014 Contents The case for leadership development 4 Creating a strategy 4 Best practices 5 1. Align to organizational strategy 5 Begin

More information

PRO-NET 2000. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2002

PRO-NET 2000. A Publication of Building Professional Development Partnerships for Adult Educators Project. April 2002 Professional Development Coordinator Competencies and Sample Indicators for the Improvement of Adult Education Programs A Publication of Building Professional Development Partnerships for Adult Educators

More information

Utah Educational Leadership Standards, Performance Expectations and Indicators

Utah Educational Leadership Standards, Performance Expectations and Indicators Utah Educational Leadership Standards, Performance Expectations and Indicators Standard 1: Visionary Leadership An educational leader promotes the success of every student by facilitating the development,

More information