TALENT MANAGEMENT Readiness Assessment. Competency Example Writing Workbook

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1 TALENT MANAGEMENT Readiness Assessment Competency Example Writing Workbook May 2010

2 TIPS FOR WRITING COMPETENCY EXAMPLES 1. Keep in mind as you write your examples that the Leader-Manager competencies and personal attributes recognize and awaken leadership potential and support the development of leaders at all levels. 2. Set aside dedicated time to reflect, write and update your examples. 3. Choose and develop your competency examples using current or relevant OPS work experience. If this is not possible, then draw upon your broader public/private sector or volunteer experience. It is recommended that the examples demonstrate something that you have been involved with within the last 24 months. 4. evelop your six examples using the Leader-Manager Competency Model (four competencies and two personal attributes) from a variety of experiences. This provides a more robust overview of your leadership experience. 5. Consider developing a portfolio of behavioural examples (i.e. two to three per competency and personal attribute) that reflects your recent work experience. This provides a basis for building familiarity and comfort with the competencies and personal attributes. USING THIS WORKBOOK 1. Use this workbook to help write your competency examples for each competency, and the two personal attributes Self-awareness and Acting with Integrity. 2. Use the following pages to plan your example using the suggested example structure. You can write your examples directly into the on-line TM system or use this workbook and cut & paste your examples into the appropriate area of the system. 3. To help you keep your examples under the maximum length allowed in the TM system, try to use one page each to articulate your examples. 4. The related OPS competencies and departure points provide you with ideas to help you select appropriate examples. 1

3 LEAER-MANAGER COMPETENCIES FOR ALL EMPLOYEES Why did the OPS adopt the Leader-Manager Competencies? As the modernization and transformation of our public service evolves, our successes are a direct result of our people and their ability to learn, lead and thrive in a changing environment. The four Leader-Manager Competencies elivers, Transforms, Inspires, and Connects integrate task-based capabilities with a people focus. What results we each achieve are just as important as how we achieve them. o the OPS Leader-Manager Competencies apply to all OPS employees? There is a leadership role for each of us to play no matter what title or position we hold, to ensure that our OPS is a modern, world-class organization in every sense. The OPS Leader-Manager Competency Model reinforces that fact that we are truly leaders at all levels. From traditional frontline to executive roles, we all must develop our skill set in managing and leading. The OPS Leader- Manager Competency Model is a continuum of leadership mastery, from a contributing team member, who is beginning to move from the tactical to the strategic and broadening their perspective, to a leader who demonstrates ultimate leadership responsibility and accountability, broad future-oriented vision, and is skilled in leading transformation of great depth and breadth. How do the OPS Leader-Manager Competencies fit into the Talent Assessment process? Within your Talent Assessment you have a chance to express your leader-manager capability. Take this time to reflect and write about an example that truly expresses your abilities as a leader in your current role. 2

4 SAMPLE COMPETENCY EXAMPLE CONFLICT MANAGEMENT: The ability to negotiate and resolve disputes. It includes handling difficult people and situations with tact and diplomacy, identifying potential conflicts and productively brings disagreements into the open to help diffuse and address the conflict; encouraging debate and constructive and open discussion as well as negotiating or facilitating win-win solutions in conflict situations. My woodworking company has gone through a fast growth period over the past two years and I ve significantly increased my customer base from three to seven distributors. This has put serious strains on relationships with my few original, long-term customers. They were very unhappy with what they saw as declining service from me their main supplier for several specialized (and high revenue generating) gift products. They were so frustrated they threatened to pull my product lines from their list of product offerings in upcoming Christmas gift shows. A THE ACTION: describe specifically what you did in response. What were you trying to achieve? What was your role? What happened? I needed to calm these customers and address their concerns as fast as possible. I needed details and a better understanding about what they were angry about and to develop an action plan to address their issues and make my customers happy again. As president of this small, but quickly growing business, I was on the hook to manage growth in ways that continue to keep my customer base while attracting a new diverse set of customers. As soon as I realized the seriousness of their threats, I met one-on-one with my disgruntled customers to find out specifics about their concerns. I heard about how often we were late on deliveries, that the product now often had quality flaws and they were becoming seriously concerned about my ability to supply a good quality product on time during the Christmas period their heaviest and biggest revenue generating time of the year. I developed specific plans to deal with their problems that included hiring and training staff, including a quality checker, as well as plans to decrease down-time by adding a night shift. I made sure they knew how valued they are as customers and I gave them assurances their concerns would be addressed in short order. We the customers and I agreed to a two-month period to get these plans up and running to everyone s satisfaction. R THE RESULT: describe the final outcome or accomplishment and any lessons you learned. I revisited my customers one month later to make sure we were on track and their concerns were on the way to being resolved. Our actions worked and I now have happy customers! In addition to rebuilding good customer relations, I found the addition of a night shift and quality assurance capacity supported continued growth and gained for me a reputation as a supplier of quality products delivered on time. Truly this was a win-win for all of us! 3

5 ELIVERS Takes accountability and delivers excellent results for the OPS by recognizing and using the diverse capabilities and talents of OPS employees. escribe a situation when you participated in, or implemented a project, a project/assignment that had long-term implications for the organization. When selecting your example, think about: A THE ACTION: describe specifically what you did in response. What were you trying to achieve? What was your role? What happened? The key elements that were foundations for success When you were able to build and manage momentum and sustain results R THE RESULT: describe the final outcome or accomplishment and any lessons you learned. 4

6 TRANSFORMS Leads change by identifying/acting on opportunities to transform the OPS business and culture to meet the changing needs of diverse clients, stakeholders and the public. escribe a situation when you participated in, managed or implemented a change initiative over a period of time. Your example can be about any change situation that reflects the complexity of your work: A THE ACTION: describe specifically what you did in response. What were you trying to achieve? What was your role? R THE RESULT: describe the final outcome or accomplishment and any lessons you learned. Implement a new policy Improve business processes and efficiencies Improve customer service/relationships Move an office to a new location Formalize work teams across/within multiple ministry boundaries Transition your unit to a new structure evelop and implement a new technology system Lead transformational change affecting several system levels structure, systems, processes, skills and cultural mindset 5

7 INSPIRES Effectively communicates and demonstrates OPS vision and values leading by example, gaining consensus and motivating people to action. escribe a situation that demonstrates your ability to gain consensus and motivate others to action by effectively communicating and demonstrating OPS values to achieve a specific goal. When selecting your example, think about: A THE ACTION: describe specifically what you did in response. What were you trying to achieve? What was your role? What happened? R THE RESULT: describe the final outcome or accomplishment and any lessons you learned. When your generated employee buy-in, ownership and commitment for an initiative How you provided both direction and feedback so that employees remained focused and understood how their contributions impact vision achievement The strategy you deployed to engage key stakeholders and build their commitment to an initiative or project The communication plans and tools used to ensure stakeholders remain current, engaged and able to contribute 6

8 CONNECTS Builds and maintains respectful, ethical and trusting working relationships and network of contacts with diverse range of individuals, teams, partners, customers and other stakeholders. escribe a time when you developed and maintained respectful, ethical and trusting working relationships with individuals across the OPS and/or external stakeholders. When selecting your example, think about a time when you: A THE ACTION: describe specifically what you did in response. What were you trying to achieve? What was your role? What happened? R THE RESULT: describe the final outcome or accomplishment and any lessons you learned. Sought out key partners to build a relationship Invested resources in building and managing relationships with staff, stakeholders and partners Took the lead in initiating conversations to clarify perspectives and build understanding and agreement about possibilities Genuinely intended, and worked to build, a trusting relationship 7

9 SELF-AWARENESS Understands and is aware of one s emotions and the impact that these emotions have on others; knows one s strengths and development areas and uses this knowledge for personal and professional growth. escribe a time when you recognized a situation that provoked strong emotions within yourself or from someone else, where you had to manage your reaction with a co-worker, partner or stakeholder. A THE ACTION: describe specifically what you did in response. What were you trying to achieve? What was your role? What happened? When selecting your example, think about when you were: R THE RESULT: describe the final outcome or accomplishment and any lessons you learned. Extra careful not to transfer or project your negative (and overly enthusiastic) emotions to your coworkers or employees Aware of your reactions to difficult emotions and circumstances and stayed focused, keeping yourself in the game to exhibit continued leadership 8

10 ACTING WITH INTEGRITY emonstrates high standards of integrity and ethical behaviour both privately and publicly, consistent with the OPS values, principles and professional standards. escribe a time when you had to take a stand on an issue or carry out an activity that required you to demonstrate organizational values, principles and professional standards. A THE ACTION: describe specifically what you did in response. What were you trying to achieve? What was your role? What happened? R THE RESULT: describe the final outcome or accomplishment and any lessons you learned. When selecting your example, think about a time when you: Asserted yourself to speak the truth at a perceived risk to yourself Felt a need to establish common understanding and agreement about basic beliefs and values by speaking out and questioning behaviours in conflict with OPS expectations 9

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