HR Competenc ies and Career Development HR Support Group

1. HR Competencies and Career Development HR Support Group Success Through HR Professionals February 2007

2. 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

3. 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

4. Objective #1: What is the HR competency framework and the new HR behavioral competencies?

5. Competencies – an overview • In every job, some people perform moreeffectively 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.

6. Skills Knowledge Values Traits Motives What Is a Competency? A competency is any observable and/or measurable knowledge, skill, ability, or behaviour that contributes to successful job performance. Necessary for top performance but not sufficient Characteristics that lead to longer-term success

7. 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

8. Impact and Influence The ability to persuade, convince, influence or impress others in order to get them to go along with or to support the organization’s direction Less Complex A. Takes a Single Action to Persuade B. Takes Multiple Actions to Persuade TargetLevel C. Calculates Impact of Words or Actions Complexity (MCP 6-19) D. Uses Indirect Influence More Complex E. Uses Complex Influence Strategies Example of a Scaled Competency Success Through HR Professionals

9. 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.

10. 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

11. Now that we understand competencies, what are the new competencies for the HR Community?

12. Leadership Competencies for the AS group: HR Competencies for the Community: Relationship Building Client Orientation New HR Competencies Change Leadership Decisiveness Self Confidence /Courage of Convictions Effective Interactive Communication

13. 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.

14. 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.

15. 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.

16. Competency Activity

17. 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 Effective Interactive Communication Change Leadership Client Orientation Support Developmental Consultant Management Leadership HRAs Jr. Consultants Generalists & Specialists Managers & Sr. Consultants Ex. Directors & Directors HR 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. Competencies that apply to the entire HR Community and enable its members to utilize their knowledge more effectively. Incorporates the MCP leadership competencies. Leadership qualities can be demonstrated by all members of the HR Community. 3 common competencies required by all members of the HR Community. 8 leadership competencies for MCP employees. 3 leadership competencies for AS employees.

18. Target Levels of Proficiency

19. Characteristics of Best Leader Characteristics of Worst Leader Best Leader/Worst Leader

20. 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.

21. 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).

22. 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.

23. Vision Competencies 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 full range of services Our HR Community has a high level of job satisfaction and contentment

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

25. 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

26. Win-Win-Win Employees Managers Organization

27. 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 Organizationally Supported • Communicate future direction and skill requirements • Provide information and tools • Post opportunities Career DevelopmentRoles and Responsibilities

28. Career Development Process 1. Discovery Determine Where You Want To Go 4. Preparation Get closer to your goal Management Support and Coaching 2. Assessment Identify strengths & development areas 3. Planning Make a Career Development Plan

29. 1 Discovery Know yourself: • Who are you? • What is your motivational type? • What is your personality type? • What are your career assets?

30. 2 Assessment • Assess where you are in relation to where you want to be • Identify your strengths and developmental needs • Benchmark your goals

31. 3 4 Planning and Preparation Planning: Create Your Career Development Plan Preparation: Have a Career Discussion and be Competition Ready

32. Objective #3: What are the steps in creating a career development plan?

33. 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 Challenge Support

36. 3 Planning: Creating a Career Development Plan (CDP) Assessment Challenge Support

37. 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

38. Planning Step 3 - Write Action Steps

39. Planning Step 3 –Example Step 2– Development Goal: Client Orientation Offer 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).

40. Activity: Development Activities • Using the sample CDP, complete development activities for John by creating action steps (Step 3) for his development goal for Client Orientation. • Use the development activities resource guide. • Report back to large group on which activities you choose.

41. Objective #4: How do I prepare for a career discussion with my manager?

42. 4 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.

43. 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

44. 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.

45. Objective #5: What happens after the workshop?

46. 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

47. 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

48. 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!

49. For more information… Go to www.gov.ns.ca/psc Check out HR Practitioner section

50. Questions or Comments? Thank you!