Success Through HR Professionals

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?
 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
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
Skills top performance
but not sufficient
Knowledge

Values
Traits Characteristics
that lead to
Motives longer-term
success
 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

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

Target
Complexity C. Calculates Impact of Words or Actions Level
(MCP 6-19)
D. Uses Indirect Influence

More E. Uses Complex Influence Strategies

Complex

Success Through HR Professionals

 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.
 Now that we understand
competencies, what are the new
competencies for the HR
Community?
 Leadership HR Competencies
Competencies for the for the Community:
AS group:

Relationship Client
Building Orientation

New HR Change
Decisiveness Leadership
Competencies

Self Confidence /Courage Effective Interactive

of Convictions Communication
 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 Framework for the HR Community

Competencies that apply to the entire HR Community to enable HR professionals

in government to utilize their skills and knowledge more effectively .

Strategic Orientation Strategic Orientation Strategic Orientation Strategic Orientation

Leadership
Leadership qualities
qualities can Development of People Development of People Development of People Development of People
can be demonstrated
be demonstrated by all Team Leadership Team Leadership Team Leadership Team Leadership
bymembers
all members of the
of the Impact and Influence Impact and Influence Impact and Influence Impact and Influence
Community. .
HRCommunity
HR Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Self Confidence Self Confidence Self Confidence Self Confidence Self Confidence
Relationship Building Relationship Building Relationship Building Relationship Building Relationship Building
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

3 HR competencies required by all members of the HR Community

8 leadership competencies for MCP employees
3 leadership competencies for AS employees
 Target Levels of Proficiency
Competency Leadership Management Consultant Developmental Support

Client
Orientation E E D D C
Change
Leadership D D C C B
Effective
Interactive D D C C B
Communication
Decisiveness
-- -- -- -- B
Self-
Confidence -- -- -- -- C
Relationship
Building -- -- -- -- C
Competency Activity
 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
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
 Career Development
Roles and Responsibilities
•Take charge of their own development and career
Employee • Close skill gaps for current and future positions
Owned • Seize developmental opportunities
• Remember there are no promises or guarantees

• Take time with employees to discuss career aspirations

Manager
• Listen and provide feedback, ideas and contacts
Facilitated
• Make choices to support development

• Communicate future direction and skill requirements

Organizationally • Provide information and tools
Supported • Post opportunities
Career Development Process
1. Discovery
Determine Where
You
4. Preparation Want To Go
Get closer to
your goal
Management
Support
and Coaching 2. Assessment
Identify strengths
&
development
areas
3. Planning
Make a Career
Development Plan
Discovery
Know yourself:

 Who are you?

1 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

2  Identify your strengths and

developmental needs

 Benchmark your goals

Planning and Preparation

3
Planning: Create Your Career Development
Plan

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 (small ‘a’ assessment)
Challenge
Support
 Planning: The Career Development Plan

Step 1 Complete Background Info

Assessment
Step 2 Set your development goals

Challenge Step 3 Write your action steps

Support Step 4 List obstacles and solutions

Step 5 Evaluate progress/success

 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…  Identify actions/activities that will stretch

determine your development areas.
action steps
 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).
 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

4
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.
Preparation: Competition Ready

 Understand government’s hiring policy.

 Update your resume and cover letter.

4  Practice your interview skills.

 Look for opportunities – career and/or development

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!
Questions or Comments?

Thank you!