HR Competenc ies and Career Development HR Support Group

Success Through HR Professionals

HR Competencies and Career Development HR Support Group

February 2007


Objectives

Explain the HR competency framework and the new HR behavioral competencies.

Learn about the career management process in government.

Identify the steps in creating a career development plan

Review how to prepare for a career discussion with your manager

Review what happens after the workshop


Agenda

Competency – what does that mean?

New HR Competencies – what are these?

Career Development – how does this link to

competencies?

Next Steps - after the workshop


Objective #1: What is the HR competency framework and the new HR behavioral

competencies?


Competencies – an overview

In every job, some people perform more effectively than others.

Exceptional performers use a different variety of approaches and behaviours than those individuals who perform at the expected level.

What it takes to be successful on the job.

Values

Traits

Motives

Values

Traits

Motives

SkillsKnowledge

Necessary fortop performancebut not sufficient

Characteristicsthat lead to longer-termsuccess

Characteristicsthat lead to longer-termsuccess

What Is a Competency? A competency is any observable and/or

measurable knowledge, skill, ability, or behaviour that contributes to successful job performance.


Components of a Competency

Definition• Explains what the competency means• Provides common language that everyone can

understand in the same way

Scale• Lays out a behaviour pattern for each level—begins with

passive behaviour and gradually increases• Incremental and additive—any one level is inclusive of all

preceding levels

Example of a Scaled Competency

A. Takes a Single Action to PersuadeA. Takes a Single Action to Persuade

D. Uses Indirect InfluenceD. Uses Indirect Influence

TargetLevelC. Calculates Impact of Words or ActionsC. Calculates Impact of Words or Actions

B. Takes Multiple Actions to PersuadeB. Takes Multiple Actions to Persuade

Impact and InfluenceThe ability to persuade, convince, influence or impress others in order to get them to go along with or to support the organization’s direction

E. Uses Complex Influence StrategiesE. Uses Complex Influence Strategies

(MCP 6-19)

Complexity

More Complex

Less Complex



Types of Competencies

Behavioural competencies Refer to motives, traits and attributes that shape

behaviour and reflect “how” you apply your knowledge and skills to achieve results.

Technical competencies Refer to the specific knowledge and skills required

to be effective in the job and reflect the “what” you know and what you can do technically.

Why Competencies? Promote a more open and transparent culture Improve the way an organization selects and

develops employees Identify and encourage corporate behaviours Provide a common framework and language to

integrate HR processes Support organizational change Encourage employees take more ownership

for their own career development


Now that we understand competencies, what are the new

competencies for the HR Community?

New HR

Competencies

Effective Interactive Communication

Change Leadership

Client Orientation

Self Confidence /Courage of Convictions

Decisiveness

Relationship Building

Leadership Competencies for the

AS group:

HR Competencies for the Community:


Client Orientation is…

…developing and maintaining strong relationships with clients. Focuses one’s efforts on discovering and meeting the client’s needs, while balancing against the government’s key business and strategic priorities. Clients may be broadly defined, including internal “customers” or “clients”, as well as the public.


Change Leadership is…

…the ability to energize and alert groups to the need for specific changes in the way things are done. People with this competency willingly embrace and champion change. They take advantage of every opportunity to explain their vision of the future to others and gain their buy-in.


Effective Interactive Communication is…

…the ability to transmit and receive information clearly and communicate effectively to others by considering their points of view in order to respond appropriately. It includes using tact and diplomacy in all communications as well as the ability to convey ideas and information, both orally and in writing, in a way that brings understanding to the target audience.


Competency Activity


3 common competencies required by all members of the HR Community.8 leadership competencies for MCP employees.3 leadership competencies for AS employees.

Leadership qualities canbe demonstrated by all

members of the HR Community.

HR Competency FrameworkHR Competency Framework Competencies that

apply to the entire HR Community and enable its members to utilize their knowledge more effectively.Incorporates the MCP leadership competencies.

Strategic Orientation Strategic Orientation Strategic Orientation Strategic Orientation

Development of People Development of People Development of People Development of People

Self Confidence Self Confidence Self Confidence Self Confidence

Impact and Influence Impact and Influence Impact and Influence Impact and Influence

Relationship Building Relationship Building Relationship Building Relationship Building

Self Confidence Team Leadership Team Leadership Team Leadership Team Leadership

Relationship Building Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation

Decisiveness Decisiveness Decisiveness Decisiveness Decisiveness


Support Developmental Consultant Management Leadership

HRAs Jr. Consultants Generalists & Specialists Managers & Sr. Consultants Ex. Directors & Directors

Change Leadership

Client Orientation

Competencies that apply to the entire HR Community and enable its members to utilize their knowledge more effectively. Incorporates the MCP leadership competencies.


Target Levels of Proficiency

Competency Leadership Management Consultant Developmental Support

Client Orientation E E D D C

Change Leadership D D C C B


D D C C B

Decisiveness -- -- -- -- B

Self-Confidence -- -- -- -- C

Relationship Building -- -- -- -- C


Best Leader/Worst LeaderCharacteristics of

Worst LeaderCharacteristics of

Best Leader


Leadership Competency: Decisiveness is…

…the ability to make decisions based on analysis of the information presented in the face of ambiguous or conflicting situations, or when there is an associated risk.


Leadership Competency:Relationship Building is…

…the ability to develop contacts and relationships internal and external to the organization to facilitate work efforts or to gain support/cooperation.

Building long-term or on-going relationships with clients or stakeholders (e.g. someone internal or external to the organization, on whom your work has an impact).


Leadership Competency: Self-Confidence is…

…a belief in one’s own capability as expressed in increasingly challenging circumstances and confidence in one’s decisions or opinions, within the framework of public interest, ethics and values and organizational integrity.

It may include providing leadership, direction, and inspiration to others by making difficult decisions and taking actions that may not be popular but are in the best interests of the organization and its clients.


VisionCompetencies will help the HR Community work towards its Vision:

The HR Community will strive to make the Government of Nova Scotia a “preferred employer”.

In Future:Managers are able to manage their HR

Clients are coming to us as partners

We are a fully qualified HR Community that can deliver a fullrange of services

Our HR Community has a high level of job satisfaction and contentment


Objective #2: What’s the Career Development Planning process?


What is Career Development?

Career Development (or Management) is a process where you work with your manager to map out a realistic path to achieving your career aspirations within the context of the organization.

It is:Employee owned Manager facilitated Organizationally supported


Win-Win-Win

Employees

Managers

Organization


Organizationally

Supported

• Communicate future direction and skill requirements

• Provide information and tools

• Post opportunities

Career Development Roles and Responsibilities

Employee

Owned

•Take charge of their own development and career

• Close skill gaps for current and future positions

• Seize developmental opportunities

• Remember there are no promises or guarantees

Manager

Facilitated

• Take time with employees to discuss career aspirations

• Listen and provide feedback, ideas and contacts

• Make choices to support development


Career Development Process

1. DiscoveryDetermine Where

You Want To Go

2. AssessmentIdentify strengths

& development

areas

3. PlanningMake a Career

Development Plan

4. PreparationGet closer to

your goalManagement

Support and Coaching


1 DiscoveryKnow yourself:

Who are you? What is your motivational type? What is your personality type? What are your career assets?


Assessment Assess where you are in relation to

where you want to be

Identify your strengths and developmental needs

Benchmark your goals

2


Planning and Preparation

Planning: Create Your Career Development Plan3

4 Preparation: Have a Career Discussion and be Competition Ready


Objective #3: What are the steps in creating a career

development plan?


What is Development?

Development is a planned and systematic effort aimed at increasing your personal effectiveness in targeted skills and competencies.

Three key Factors:Assessment ChallengeSupport




Planning: Creating a Career Development Plan (CDP)

Step 1 Complete Background Info

Step 2 Set your development goals

Step 3 Write your action steps

Step 4 List obstacles and solutions

Step 5 Evaluate progress/success

Assessment

Support

Challenge

3


Planning Step 2 Choose One or Two Areas for Change

To change means to “hard-wire” new behaviors—this activity is like building muscle

It is easiest to be successful when you focus on one or two things—practice developing these “muscles” for at least six months


Planning Step 3 - Write Action Steps

Purpose Gives you an action plan that allows you to track your progress towards your development goals.

Link to PM Major projects/activities should be included in your performance appraisal form as well as your career development plan.

How to… determine action steps

Identify actions/activities that will stretch your development areas.


Planning Step 3 –Example

Step 2 – Development Goal: Client OrientationOffer more creative/innovative solutions to client problems and

be able to explain why the solution will work for the client situation.

Step 3 – Action Steps:Ask my manager about a challenging or difficult client problem she is currently involved with. Ask to work with her in helping to resolve the situation.Look for opportunities to collaborate with people from other CSUs or depart on initiatives or programs that may help my clients.Prepare and present a summary of my findings to clients.Read: Customer Service From The Inside-Out Made Easy, by Paul Levesque (Entrepreneur Press, 2006).


Activity: Development Activities

1. Using the sample CDP, complete development activities for John by creating action steps (Step 3) for his development goal for Client Orientation.

2. Use the development activities resource guide.

3. Report back to large group on which activities you choose.


Objective #4: How do I prepare for a career discussion with my

manager?


Preparation: The Career Discussion

Ask for a time to meet.

Make a list of the things you wish to discuss. Be organized.

Bring anything you think would help your discussion – updated resume, competency assessment, previous performance review and your draft CDP.

Seek feedback. Express an openness to hearing frank feedback.

Be willing to modify your plan after receiving

feedback.

4


Preparation: Competition Ready

Understand government’s hiring policy.

Update your resume and cover letter.

Practice your interview skills.

Look for opportunities – career and/or development

4


Next Steps

Discovery and Assessment: Do any self assessments that you want to do using the various tools and resources available to you(Career Explorer Workbook, 360, informational meetings, etc.)

Planning: Draft your career development plan

Preparation: Schedule a meeting with your manager and have your career discussion

Incorporate any changes into your career development plan and provide to your manager by end of April 2007.


Objective #5: What happens after the workshop?


Competency Dictionary

Comprehensive listing of competencies with a definition and target levels of proficiency

Provides a common tool for engaging in competency modeling activities and a common language around behaviours and performance


360 Leadership Assessment?

A 360⁰ Leadership Assessment is a process that enables you to gather confidential feedback about your performance as a leader from individuals you work with:

Manager Peers Direct Reports Others


Change Management Workshops

Focus is on change management education, to support the new Change Leadership competency and building capacity within the HR Community

Available to the HR community in April

Register on LearnNet

Free!


For more information…

Go to www.gov.ns.ca/psc

Check out HR Practitioner

section


Questions or Comments?

Thank you!

Documents

HR Competenc ies and Career Development HR Support Group