Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership. June 2014
|
|
- Esmond Fitzgerald
- 7 years ago
- Views:
Transcription
1 Case Study: Leadership Development Working Across Boundaries: An Innovative Approach to Building Leadership June 2014
2 The partnership The Leadership & Organizational Development Consortium (LODC) consists of 8 hospitals primarily from the Central LHIN (with some expanded boundaries): Humber River Hospital* Mackenzie Health Markham Stouffville Hospital* North York General Hospital Southlake Regional Health Centre Stevenson Memorial Hospital St. John s Rehab Hospital (now part of Sunnybrook Health Sciences Centre)* West Park Healthcare Centre* Extension of an already existing (and successful) relationship among 4 partner hospitals in the purchase of group benefits*
3 The business imperative Develop/enhance talent management for leaders to allow for the identification of emerging leaders, and plan for building future capacity Ensure that leadership development efforts incorporated behavioural competencies to build the right kinds of leaders Revise performance planning and development processes to measure the what and the how to support leadership development Identify staff behavioural competency models aligned with leadership competencies to begin to grow leaders deeper in the organization, And: Accomplish this all with limited resources There was the realization that we shared common needs as well as challenges
4 And if the hospitals banded together, we could: Think about development of the sector, as opposed to an individual hospital, and as such, retain health care leaders Create a common language of leadership Obtain leading edge tools and expertise at affordable prices (cost sharing) Adopt leading practices in leadership development Leverage and expand on the tools already developed through the OHA
5 Recognition that there were: opportunities to embrace leading practices in leadership and organizational development and that sharing expertise and resources and working collaboratively would allow for the building of workforce and leadership capacity and capability in the most impactful, efficient and cost-effective manner for each organization and as a collective group of organizations
6 Our vision Bold Leadership: Strategic partners inspiring extraordinary performance in individuals and organizations across the healthcare system
7 The Journey The Foundation OHA ( ) Leveraging/expanding the investment LODC (2012 & ongoing) Leadership competency models and assessment tools Talent management framework Competency models for coaches and mentors Self-help guides Behaviour-based interviewing tools and training materials Staff competency models and self-assessment tool (CAQ) Talent management framework to identify emerging leaders Expansion of behaviour-based interviewing tools and training materials (staff level) Competency-based performance planning and development (leaders & staff) Competency-based leadership development programs for all levels of leadership Mentorship program pilot
8 Infrastructure that enabled success Structure and governance Terms of Reference that identified 3 priority areas for 2011/12 Created the LODC to guide the direction/work of the 8 hospital partnership Project management Used one partner (Hay Group) throughout the process selected through RFP Established timelines and a roadmap for accomplishing our work Established 3 working groups which met weekly/bi-weekly (Feb/12 Dec/13)
9 Where we are now Detailed View
10 Levels of Work We began with a Role Profile Matrix for Leaders A sample readiness to move map for a hospital s highest potential Leaders Type of Leader Advisory Matrix Delivery Enterprise Leadership N/A N/A CEO Strategy Formulation N/A Head of Professional Practice CFO Head of Academic Affairs Head of Research Head of Patient Care Physician-in-Chief Operational Strategic Strategic Alignment Strategic Implementation Corporate Controller Head of HR Director of Facilities Mgr of Staffing & Recruitment Director of Food Services Chief of Surgery Ready now or within 12 months Develop within position Too new to evaluate Tactical Implementation Clinical Dietetics Manager Pharmacy Manager Manager of DI Patient Care Manager Tactical Coordination Supervisor, Coding
11 We Expanded it for Staff Roles To begin to place the same emphasis on front-line roles with an initial view of identifying emerging leaders
12 Operational Support Role Operational Profile Matrix Support for Staff Roles Operational Support Clinical Support Direct Clinical Technical Specialist Process Specialist Routine Task Specialist Routine Processor Task Specialist
13 We Created Tools and Support for Performance and Talent Management Cascading goals/objectives measuring the what and the how Process and tool that links talent management and performance planning and development Detailed guide to performance planning and development and talent management and training program
14 We launched competency-based leadership development Developed competency-based leadership development programs for all levels of leadership Used pan-hospital cohort approach, with peer coaching and field assignments to build network Goal to speak a common language of leadership Incorporated leading practices Held first graduation for participants of Executive, Director, Manager programs (Dec/13) Held second graduation for participants of Director, Manager, Supervisor programs (May /14)
15 Leadership Competencies LEADS Model OHA Model Set direction Strategically align decisions with vision, values and evidence Take Action to implement decisions Assess and evaluate Achieve Results/ Achieving Results Building Strategic Partnerships Collaboration Impact and Influence Organizational Awareness (3) Planning, Coordination & Execution Results Orientation Service & Quality Orientation (1) Are self aware Manage themselves Develops themselves Demonstrate Character Lead Self/ Personal Effectiveness Interpersonal Sensitivity Leadership Presence Foster development of others Contribute to the creation of healthy organizations Communicate effectively Build teams Engage Others/ Leading Effectively Building Organizational Capability Developing others Holding Self & Others Accountable Visionary Leadership Demonstrate systems/critical thinking Encourage and support innovation Orient themselves strategically to the future Champion and orchestrate change Systems Transformation/ Thinking Critically Business Acumen (2) Strategic Orientation (4) Develop Coalitions Demonstrate a commitment to customers and service (1) Mobilize knowledge (2) Navigate Socio-political environments (3) Purposefully build partnerships and networks to create results (4)
16 Leadership Development for Executives: Program overview
17 Leadership Development for Directors: Program overview
18 Leadership Development for Managers: Program overview 1. Building an Effective Team 2 days Core program 2 days 3. Collaboration and Influence 1 day 2. Communication and Change Leadership 1 day Ongoing Peer Coaching
19 Ongoing Peer Coaching Leadership Development for Supervisors: Program overview 1. Team Development and Prioritization; Planning & Coordination 1 day Core Program 1.5 days Ongoing Peer Coaching 2. Effective Communication and Conflict Management 1 day
20 Leadership Development for New Leaders Identify the challenges transitioning from an individual contributor to a leadership role, and what it takes to be a new leader Help gain insight into the leadership competencies one demonstrates and where might need to develop Become familiar with the six leadership styles and organizational climate dimensions Create a 90 day plan for success Introduce peer coaching
21 Key Learnings/critical success factors Commitment of senior leaders Terms of Reference developed and signed by each organization Recognition for the need to rise above own needs for the sector Structure Need for a Steering Committee (LODC) with different representation on Working Groups Complexity Appreciation of the complexity of a joint RFP and working with different purchasing groups Coordination and drive Need for someone to manage the effort to keep on track and focused Creativity Finding ways to reframe or breakdown apparent barriers (e.g. financial resources)
22 Key learnings/critical success factors Flexibility and patience Appreciation that not everyone is at the same point in the journey Respect for individual organizational needs (e.g. opting in/out, implementation, or application) Finding the balance between common approach and 8 different ways Listening to understand and finding a way to make it work Trust and support Trust in team members to continue with the work when individuals needed to step back to respond to organizational initiatives (e.g. redevelopment projects, workload, turnover, etc.) Sharing of expertise to support others, to stretch limited resources Involvement of leaders and staff Piloting of programs, adjusting as necessary for next cohort Use of expert panels and focus groups
23 Key learnings/critical success factors Valuing learning Creating a supportive learning environment (e.g. commitment to minimize work distractions, etc.) Cascading program participation from Executive to Supervisor to facilitate transfer of learning, speaking same language Ensuring accountability for the transfer of learning Measuring progress Instituting a re-assessment process post-program completion to measure change and learning
24 Participant Feedback Valuable asset to the clinical managers and to the organization. Worth the investment and great to develop relationships both internally and externally. Excellent session! Worthwhile take away information to use day-to-day. Very useful, practical content and excellent discussion around application to our environments. Fantastic session with excellent facilitators. Many ah ha moments with a great deal to reflect on, and take back. Will make every effort to implement changes and develop overall. It was a great learning experience and I am looking forward to putting this into practice and the next session.
25 Participant Feedback The most valuable aspect for me, was learning with a group of fellow Directors both from within my organization and from other organizations within our region. The discussions about real-life situations and how they apply to what is being learned was invaluable. I have forged new relationships with other Directors and continue to bounce ideas and problems back and forth with some of them. The program has had lasting impact with me and I feel has influenced my leadership abilities for the better."
26 What s next? Foundational elements are now in place to allow: Adopting an integrated approach to HR and OD practices at all levels (e.g. award and recognition programs, career pathing) Launching Communities of Practice in early June Incorporating more leading practices within the LODC and into our programs (e.g. expanding the mentorship program beyond the pilot hospitals, secondments/leadership exchanges) Creating a supportive learning environment Maintaining both the tangible and intangible/direct and indirect benefits (e.g. behavior changes and creation of networks) Building metrics to demonstrate the ROI Satisfying the appetite for learning that has been created (e.g. responding to participant questions regarding what s next asking for more)
27 QUESTIONS?
1/26/2016. Creating Leadership Bench Strength for the Future. Our Expert Panel. Talent Management & Succession Planning.
Creating Leadership Bench Strength for the Future Talent Management & Succession Planning January 26, 2016 Strong leadership is likely the single most important driver of overall organizational performance,
More informationHow To Understand Organizational Power And Politics
HRCI Recertification Credits last updated: November 2013 SkillSoft is an HR Certification Institute Approved Provider. Being an HR Certification Institute Approved Provider gives recertification candidates
More informationLeadership 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 informationFAO Competency Framework
FAO Competency Framework FAO Competency Framework Acknowledgements FAO is grateful to the UNAIDS Secretariat, which has kindly permitted FAO to re-use and adapt the explanatory text on competencies from
More informationSelf Assessment Tool for Principals and Vice-Principals
The Institute for Education Leadership (IEL) brings together representatives from the principals' associations, the supervisory officers' associations, councils of directors of education and the Ministry
More informationLeading Self. Leading Others. Leading Performance and Change. Leading the Coast Guard
Coast Guard Leadership Competencies Leadership competencies are the knowledge, skills, and expertise the Coast Guard expects of its leaders. The 28 leadership competencies are keys to career success. Developing
More informationstructures stack up Tom McMullen
Making sure your organization structures stack up October 21, 2009 Tom McMullen Building effective organizations Trends in organization design Optimizing Focusing resources and reducing headcounts Removing
More informationstrategic workforce planning: building blocks to success
strategic workforce planning: building blocks to success Foreword by Tom Kaminsky The ability to attract and retain people with valuable skills that meet business objectives is vital for companies seeking
More informationDeveloping a Results-Driven Onboarding and Mentoring Process for Physicians
Developing a Results-Driven Onboarding and Mentoring Process for Physicians Speakers C. Edward Brown, F.A.C.H.E. Chief Executive Officer The Iowa Clinic Jamie Carlson Chief Human Resources Officer The
More informationManagers Self- Assessment Questionnaire. HWDSB Managers Self-Assessment: September 2012 1
Managers Self- Assessment Questionnaire HWDSB Managers Self-Assessment: September 0 How to Use This Self-Assessment This self-assessment questionnaire is intended to help managers focus on and evaluate
More informationLEADERSHIP DEVELOPMENT FRAMEWORK
LEADERSHIP DEVELOPMENT FRAMEWORK February 13, 2008 LEADERSHJP PERSPECTIVE I consider succession planning to be the most important duty I have as the Director of the NOAA Corps. As I look toward the future,
More informationBehaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level
Good Practice INPO 15-012 October 2015 Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level Revision 0 OPEN DISTRIBUTION OPEN DISTRIBUTION: Copyright 2015 by the
More informationPerformance Factors and Campuswide Standards Guidelines. With Behavioral Indicators
Performance Factors and Campuswide Standards Guidelines With Behavioral Indicators Rev. 05/06/2014 Contents PERFORMANCE FACTOR GUIDELINES... 1 Position Expertise... 1 Approach to Work... 2 Quality of Work...
More informationBenefits of the APMP Professional Certification Program to Organizations & Individuals
Benefits of the APMP Professional Certification Program to Organizations & Individuals Table of Contents TABLE OF CONTENTS... 2 INTRODUCTION... 4 THE PROFESSIONAL Certification PROCESS... 5 THE BENEFITS
More informationKEY CONCEPTS AND IDEAS
LEAD SELF The domain of the LEADS in a Caring Environment leadership capability framework, consists of four capabilities: a leader (1) Is Self-Aware, (2) Manages Self, (3) Develops Self, and (4) Demonstrates
More information5/30/2012 PERFORMANCE MANAGEMENT GOING AGILE. Nicolle Strauss Director, People Services
PERFORMANCE MANAGEMENT GOING AGILE Nicolle Strauss Director, People Services 1 OVERVIEW In the increasing shift to a mobile and global workforce the need for performance management and more broadly talent
More informationCONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11. Three Hot Trends in Recruiting and Retaining Sales Talent
CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11 Three Hot Trends in Recruiting and Retaining Sales Talent The Miller Heiman Sales Performance Journal, Volume 2, Issue 11 Copyright 2007 by Miller Heiman,
More informationIC Performance Standards
IC Performance Standards Final Version 1 23 April 2009 1 TABLE OF CONTENTS BACKGROUND... 3 OCCUPATIONAL STRUCTURE... 4 PERFORMANCE ELEMENT CONTENT MODELS... 7 Professional and Technician/Administrative
More informationHUMAN RESOURCES. Management & Employee Services Organizational Development
Management & Employee Services Organizational Development Human Resources Department FY 2014-15 BUDGETED POSITIONS DIRECTOR.90 FTE * Human Resources Business Partner 1 FTE Human Resources Business Partner
More informationSAMPLE 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 informationRevised 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 informationThe 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 informationHR Business Consulting Optimizing your HR service delivery
HR Business Consulting Optimizing your HR service delivery NorthgateArinso Business Consulting provides HR executives with unique insight to optimize the cost of HR service delivery, improve employee engagement,
More informationOPM 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 informationDRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL
DRAFT CALL CENTER MANAGER JOB COMPETENCY MODEL Developed by Workitect, Inc. June, 2007 TABLE OF CONTENTS A. Overview of the Competencies by Cluster... 3 B. Call Center Manager Competencies... 4 C. Overview
More informationRunning Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM
HeartShare s Management Training Program 1 Running Head: HEARTSHARE S MANAGEMENT TRAINING PROGRAM HeartShare s Management Training Program COA Innovative Practices Award Case Study Submission HeartShare
More informationTalent Management Courses
Talent Management Courses Business Succession Planning Developing and Maintaining a Succession Plan Change is a hallmark of today s business world. In particular, our workforce is constantly changing people
More informationIT Service Desk Health Check & Action Plan
IT Service Desk Health Check & Action Plan Version: 1.0 Date: April, 2003 Authors: Fatima Cabral, Gary Case, David Ratcliffe Pink Elephant Leading the Way in IT Management Best Practices www.pinkelephant.com
More informationCase Study. We are growing quickly, and Saba is key to that successful growth.
Case Study In the dynamic energy industry, Mansfield Oil one of Forbes 50 Largest Private Companies fuels its employee engagement and retention with a new talent management strategy powered by Saba Software.
More informationREPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE
Report to Personnel Committee 26 September 2012 Agenda Item: 6 REPORT OF THE SERVICE DIRECTOR - HUMAN RESOURCES AND CUSTOMER SERVICE INVESTORS IN PEOPLE RE-ACCREDITATION Purpose of the Report 1. The purpose
More informationLeadership & 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 informationLeadership and Management Competencies
Leadership and Management Competencies 0 The Saskatchewan Public Service Vision: The Best Public Service in Canada Our Commitment to Excellence Dedicated to service excellence, we demonstrate innovation,
More informationHR Capacity Check. Overview of the Capacity Assessment Tool
HR Capacity Check Overview of the Capacity Assessment Tool Objectives The e-government of the Human Capacity Resources Check Capacity Check A diagnostic tool to assess the current and future (desired)
More informationHR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5
HR TEAM BUSINESS PLAN 2012-2014 Page 1 of 5 VISION We stand proudly on the leading edge of innovative HR practices to make a real difference in the success of our people. MISSION Using the Guiding Beliefs
More informationKorn Ferry Leadership Principles. Strengthening your organization's leadership base.
Korn Ferry Leadership Principles Strengthening your organization's leadership base. How secure is your leadership base? Moving from being an individual contributor to a first leadership role is one of
More informationImproving Performance
Improving Performance Jenny Whitener, Chief Executive, Bridge Consulting International, LLC A collaborative approach to performance results Then, we developed a learning strategy that included five key
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* Employee information Employee name Position title/department Date of Hire Employee ID number Supervisor s name Today
More informationSTRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY
STRATEGIC ALIGNMENT AND CAPACITY BUILDING FOR THE HR COMMUNITY An Overview Designing, driving and implementing people management strategies, processes and projects for real business value HR Strategic
More informationFY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance
Office of Executive Resources Office of the Chief Human Capital Officer U.S. Department of Energy FY 2015 Senior Professional (SP) Performance Appraisal System Opening Guidance Table of Contents Contents
More informationPLAR Explained. For more information contact:
PLAR Explained The following is designed to assist you in understanding and applying for the Certified Health Executive (CHE) Program, through the Prior Learning Assessment Recognition (PLAR) Program of
More informationUTS POSITION DESCRIPTION UTS:HUMAN RESOURCES
UTS POSITION DESCRIPTION UTS:HUMAN RESOURCES Position Title HR Change Manager Unit/Division or Faculty HRU Position Number Current HEW Level HEW 8 Job Family(HR Use Only) ANZSCO Code (HR Use Only) UTS
More informationBuilding a Human Capital, Competency-Based, Systems Solution for Bottom-Line Results
Real-time Resources for Developing Leadership Competency Building a Human Capital, Competency-Based, Systems Solution for Bottom-Line Results Our feedback from our internal HR Colleagues Need for budget-friendly
More informationWould I Follow Me? An Introduction to Management Leadership in the Workplace
Would I Follow Me? An Introduction to Management Leadership in the Workplace This dynamic program clearly shows the right and wrong ways to deal with the very important human dimension of team performance.
More informationWebinar 3: Mentoring and Other Ways to Leverage the Impact of Training. Association of Public and Land-grant Universities.
Webinar 3: Mentoring and Other Ways to Leverage the Impact of Training Association of Public and Land-grant Universities October 3, 2013 Introduction This webinar is the third in a series focused on how
More informationWinning Leadership in Turbulent Times Developing Emotionally Intelligent Leaders
Working Resources is a Leadership Consulting, Training and Executive Coaching Firm Helping Companies Assess, Select, Coach and Retain Emotionally Intelligent Leaders; Emotional Intelligence-Based Interviewing
More informationPRO-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 informationThe 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 informationNeed Information? Go to: www.chr.alberta.ca/apscompetencies. Have Questions? Email: apscompetencies@gov.ab.ca
Need Information? Go to: www.chr.alberta.ca/apscompetencies Have Questions? Email: apscompetencies@gov.ab.ca Table of Contents Background... 3 Why Behavioural Competencies?... 3 The APS Competency Model...
More informationInterviews management and executive level candidates; serves as interviewer for position finalists.
Plan, direct, and coordinate human resource management activities of the NHBP Tribal government organization to maximize the strategic use of human resources and maintain functions such as employee compensation,
More informationPerformance Evaluation Senior Leadership
Performance Evaluation Senior Leadership Employee Name: Position: Program/Dept.: Supervisor Name: Review Date: For each of the valuation standards, bullet points have been provided to assist you with the
More informationEngaging Community FACULTY AND STAFF PROFESSIONAL DEVELOPMENT TASK FORCE
Engaging Community FACULTY AND STAFF PROFESSIONAL DEVELOPMENT TASK FORCE Content Process... 1 Scope... 1 Definition... 1 Vision... 2 Identified Goals... 2 Prioritized Recommendations... 2 Proposed Tasks
More informationthe Defence Leadership framework
the Defence Leadership framework Growing Leaders at all Levels Professionalism Loyalty Integrity Courage Innovation Teamwork Foreword One of the founding elements of Building Force 2030, as outlined in
More informationJob Title: EPIC Consulting Practice Director. Organization Name: Innovative Healthcare Solutions, Inc. About the organization:
Job Title: EPIC Consulting Practice Director Organization Name: Innovative Healthcare Solutions, Inc. About the organization: Innovative Healthcare Solutions, Inc. (IHS) was founded in 2000 as a healthcare
More informationGOAL I - Help students successfully obtain their diverse educational goals
IOWA VALLEY COMMUNITY COLLEGE DISTRICT STRATEGIC AGENDA 2010 2013 MISSION: Iowa Valley Community College District is committed to providing quality learning experiences, ensuring student success, responding
More informationNational Learning Initiative
NLI National Learning Initiative A national skills and learning framework for the voluntary sector A collaborative project of the Association of Canadian Community Colleges and the Coalition of National
More informationIT STARTS WITH CHANGE MANAGEMENT
TRANSFORMING ORGANIZATIONS IT STARTS WITH CHANGE MANAGEMENT THE POWER TO TRANSFORM In today s globalized and inter-connected economy, organizations deal with continually shifting market conditions, customer
More information[BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Beaumont Health Physician Leadership Academy
2016 Beaumont Health Physician Leadership Academy [BEAUMONT HEALTH PHYSICIAN LEADERSHIP ACADEMY] Engagement. Entrepreneurialism. Effectiveness. Better Care. Improved Partnerships. Enhanced Organizational
More informationPerformance Management Competencies. for Schedule II Levels 7-12
Performance Competencies for Schedule II Levels 7-12 Performance : What is it? Performance management is a systematic approach to setting performance standards, coaching employees to achieve standards,
More informationAon Case Study: Creating a Global Leadership Culture
Aon Case Study: Creating a Global Leadership Culture Aon Corporation provides risk management services, insurance and reinsurance brokerage, human capital and management consulting. Aon has approximately
More informationWho Should Attend. Outcomes. Includes dates for December 11, 2015 - March 31, 2017
Includes dates for December 11, 2015 - March 31, 2017 Core Programs The Center for Creative Leadership's core programs target the real-world challenges unique to each level of leadership whether you're
More informationNAVSEA Leadership Development Continuum
NAVSEA Leadership Development Continuum The Continuum allows employees to focus on leadership development through various stages of their careers, in preparation for future opportunities with the organization.
More informationBC 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 informationTABLE OF CONTENTS... 1 ACKNOWLEDGEMENTS... 2 INTRODUCTION... 3 BACKGROUND... 3 MBA CAREER LADDER OVERVIEW... 4 BENEFITS TO MBAS AND EMPLOYERS...
MBA Career Ladder Table of Contents TABLE OF CONTENTS... 1 ACKNOWLEDGEMENTS... 2 INTRODUCTION... 3 BACKGROUND... 3 MBA CAREER LADDER OVERVIEW... 4 BENEFITS TO MBAS AND EMPLOYERS... 5 BENEFITS TO MBAS...
More informationInternal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation
2015 State of the Internal Audit Profession Study Internal audit strategic planning Making internal audit s vision a reality during a period of rapid transformation 68% of companies have gone through or
More informationLeadership Development Handbook
Leadership Development Handbook Presented by: Langara College Human Resources Prepared by: Jackson Consulting Group Aim of the Handbook is to provide: Leadership Development Handbook - Introduction help
More informationOnboarding. Design Build Attract
Onboarding Design Build Attract The most critical time in an executive s career is the first 100 days in a new role. Executives promoted or hired into new roles are expected to not only find their way,
More informationHuman Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit
JOB TITLE NAME UNIT REPORTS TO JOB FAMILY Organizational Development Specialist Vacant Human Relations Sherry Peters - Director, Human Relations Specialist Professional Phase 2 (SP2), ASPA Bargaining Unit
More informationBecoming a Trusted HR Advisor
Becoming a Trusted HR Advisor Prepared by Consulting/Talent & Rewards HR Effectiveness Presentation to University of California Topics for Today The Changing Role of HR in Organizations Today What s Getting
More informationVF Corporate HR Mission
VF Corporate HR Mission Human Resources is a Global Strategic Partner committed to achieving VF objectives by Maximizing Talent, Building Leaders, and Advocating a Culture of Integrity and Respect. Talent
More informationDEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT
DEVELOP A PIPELINE OF SUCCESSFUL LEADERS AT ALL LEVELS. INDIVIDUAL DEVELOPMENT Results That Matter Sustained Impact for You, Your Business and the World. What matters most to you? How individuals thrive,
More informationThe Seven-S S Model. A framework to guide and evaluate organization development to achieve vision and produce desired performance results.
The Seven-S S Model A framework to guide and evaluate organization development to achieve vision and produce desired performance results. Framework The 7 S model has its origins from the classic, 'The
More informationPosition. Senior Specialist, Global Volunteers & General Recruitment Human Resources SVP of Human Resources Job Grade: 3 Funding Source: Unrestricted
Position Title: Department: Reports To: Senior Specialist, Global Volunteers & General Recruitment Human Resources SVP of Human Resources Job Grade: 3 Funding Source: Unrestricted Full or Parttime: Full
More informationBuilding Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition
Building Equality, Diversity and Inclusion into the NHS Board Selection Process for Non Executives and Independent Directors March 2012 Edition The NHS Leadership Academy s purpose is to develop outstanding
More informationGuidebook for Establishing Diversity and Inclusion Employee Resource Groups
a diverse community, a better nation. Guidebook for Establishing Diversity and Inclusion Employee Resource Groups By Armida Mendez Russell, Co-Founder, DiversityFIRST Consulting and VP Education, National
More informationEVOLVING PERFORMANCE MANAGEMENT BECAUSE THE WORK YOU DO MATTERS.
EVOLVING PERFORMANCE MANAGEMENT BECAUSE THE WORK YOU DO MATTERS. THE POWER OF PARTNERSHIP. GROWING OUR BUSINESS AND OURSELVES. To fuel our continued growth for today and tomorrow, we re evolving our idea
More informationWorkforce Focus. Presenter: Rich Lowe, Senior Vice President, Human Resources
Workforce Focus Presenter: Rich Lowe, Senior Vice President, Human Resources Human Resource Organization Senior VP DIRECT REPORTS Compensation & Benefits Recruiting Service Excellence Institute for Learning
More informationSUBJECT: Talent Management Strategy 2016 2020. Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation)
REPORT FOR DECISION DECISION OF: CABINET DATE: 13 APRIL 2016 SUBJECT: Talent Management Strategy 2016 2020 REPORT FROM: Councillor Sandra Walmsley (Cabinet Member for Resources and Regulation) CONTACT
More informationHKIHRM HR PROFESSIONAL STANDARDS MODEL
HKIHRM HR PROFESSIONAL STANDARDS MODEL Creating Values For You and For Organisations Setting Standards Recognising s ABOUT HKIHRM The Hong Kong Institute of Human Resource Management (HKIHRM) is the leading
More informationRaise Your Voice, Raise Your Skills
ASHHRA s Initiative Raise Your Voice, Raise Your Skills Tool 00 Please fax d Tool to ASHHRA at --77 Attn: Jamie Macander ASHHRA s Initiative Raise Your Voice, Raise Your Skills Introduction Changes are
More informationABS Leadership and Management Charter
The ship and Management Development Charter is a comprehensive and inclusive capability development strategy, designed to provide greater transparency and structure to the development of ABS leaders and
More informationHUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Knowledge Professional and Organizational. Leadership/Human Resources Management. Program Management
HUMAN RESOURCES MANAGER DESCRIPTION OF WORK: Employees in this banded class provide leadership and supervision to professional/technical staff in the delivery of a contemporary human resources program(s)
More informationThe relatively recent combination of
Best practice talent management Bob Little offers a template for successful, systematic implementation The relatively recent combination of major economic, demographic, social and business trends have
More informationTHE FUTURE OF LEADERSHIP DEVELOPMENT
THE FUTURE OF LEADERSHIP DEVELOPMENT Discussion with McMaster University November 5, 2013 Global Trends 1. Leadership gap persistent, prevalent issue Spending on leadership increasing Succession management
More informationCENTRE FOR LEARNING AND DEVELOPMENT Public Service Secretariat
CENTRE FOR LEARNING AND DEVELOPMENT Acknowledgements Many people have contributed to the development of this competency model. We extend our appreciation to the individuals who participate in focus groups
More informationKorn Ferry Senior Executive Sponsor. Building a stronger organization through sponsorship.
Korn Ferry Senior Executive Sponsor Building a stronger organization through sponsorship. Is leadership development the end of the story? It s well understood that the participants of leadership development
More informationThe Leader s Edge. How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders
The Leader s Edge How Best Practices Programs Can Be Used Most Effectively to Support the Growth of Women Leaders The Leaders Edge research study completed in February, 2004 demonstrates the need for companies
More informationTechnology Engineering Career Family LEVEL DESCRIPTIONS PURPOSE
LEVEL DESCRIPTIONS PURPOSE Jobs in this family perform technology engineering work that involves the development and application of technical expertise in one or more Information Technology (IT) disciplines
More informationGuide on Developing a HRM Plan
Guide on Developing a HRM Plan Civil Service Branch June 1996 Table of Contents Introduction What is a HRM Plan? Critical Success Factors for Developing the HRM Plan A Shift in Mindset The HRM Plan in
More informationTalent Management Framework
Introduction 1 The Council has agreed an Organisational Development (OD) Strategy with an overall aim to help the Council achieve its vision of building a world class city for everyone, with an ambition
More informationSpecialized Audience Leadership Program Mid- to Executive-Level HR Leaders. Coaching for Human Resource Professionals
Specialized Audience Leadership Program Mid- to Executive-Level HR Leaders Coaching for Human Resource Professionals Open More Doors Coaching is fast becoming a routine part of talent development and organizations
More informationPERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC)
PERFORMANCE PLANNING WORKSHEET FOR PROFESSIONAL EMPLOYEES (PS-35LC) NAME: JOB TITLE: This worksheet should be given to the employee prior to the scheduled performance review. The employee should complete
More informationA career with AlSafwa. Your. Questions
A career with AlSafwa Your Questions 1 Summary Be proactive [1-4 ] 6 7 8 9 What does AlSafwa expect of me as an employee? What can I expect of AlSafwa? Who is involved in my development at AlSafwa? How
More informationAttribute 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 informationLeicestershire Partnership Trust. Leadership Development Framework
Leicestershire Partnership Trust Leadership Development Framework 1 Leadership Development Framework Introduction The NHS in England is facing a period of substantial change in light of the recent Government
More informationWe Fight Cancer: Care That Never Quits
We Fight Cancer: Care That Never Quits Cancer Treatment Centers of America (CTCA ) delivers an extraordinary patient experience we call Patient Empowered Care. We deliver state-of-the-art, high quality
More informationTransform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group
SAP Services Transform HR into a Best-Run Business Best People and Talent: Gain a Trusted Partner in the Business Transformation Services Group A Journey Toward Optimum Results The Three Layers of HR Transformation
More informationB408 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 informationOptimizing Rewards and Employee Engagement
Optimizing Rewards and Employee Engagement Improving employee motivation and engagement, and identifying the right total rewards strategy to influence workforce effectiveness. Kevin Aselstine, Towers Perrin
More informationCareer Management. Making It Work for Employees and Employers
Career Management Making It Work for Employees and Employers Stuck in neutral. That s how many employees around the world would describe their career. In fact, according to the 2014 Global Workforce Study,
More information