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Leadership Development Nova Scotia Public Service

Leadership Development Nova Scotia Public Service . Nova Scotia Public Service Commission. October 7, 2009. Presented by Debbie Thomas. Leadership Development Framework. Nova Scotia Public Service Commission. Driven by Business Strategy Active Senior Leadership Involvement

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Leadership Development Nova Scotia Public Service

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  1. Leadership Development Nova Scotia Public Service Nova Scotia Public Service Commission October 7, 2009 Presented by Debbie Thomas

  2. Leadership Development Framework Nova Scotia Public Service Commission • Driven by Business Strategy • Active Senior Leadership Involvement • Leadership Competencies as the Core • Value Based Leadership Development • 360° Feedback/ Individualized Plans • Integration with Other HR Systems

  3. Driven By Strategy & Active Senior Leadership Involvement Nova Scotia Public Service Commission • What results do we need? • What are the challenges? • What type of leadership do we need? • What leadership skills are needed for success? Leadership Development Plan

  4. Leadership Development Leadership Competencies as the Core • What are Competencies? • Underlying characteristics of an individual which predict excellent performance in a job, role, organization, or culture • Any skill, knowledge, behavior or other personal characteristic that is essential to perform the role or differentiates excellent performers from typical performers Nova Scotia Public Service Commission

  5. Skills Knowledge Self Image Traits Motives Competencies Defined Nova Scotia Public Service Commission Cognitive Intelligence Technical Competencies Behavioral Competencies Emotional Intelligence

  6. Why Competencies? • To define the leadership skills needed to change the culture and deliver results • To establish a consistent standard of leadership across the government • To provide a basis for organizational recruitment, selection, succession, development and performance and reward • To link and integrate human resource program components Nova Scotia Public Service Commission

  7. Nova Scotia Government Leadership Competency Profile • Strategic Orientation • Decisiveness • Development of People • Team Leadership • Achievement Orientation • Self-confidence/Courage of Convictions • Impact and Influence • Relationship Building Nova Scotia Public Service Commission

  8. Scaled Competencies 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 A. Takes a Single Action to Persuade B. Takes Multiple Actions to Persuade C. Calculates Impact of Words or Actions Degree of Sophistication D. Uses Indirect Influence E. Uses Complex Influence Strategies

  9. Leadership Development Value Based Nova Scotia Public Service Commission Respect Integrity Diversity Accountability Public Good

  10. Organizational Climate Nova Scotia Public Service Commission Climate is defined as the employee’s perceptions of aspects of their work environment that impact their ability to do their jobs well

  11. Six Dimensions of Organizational Climate Nova Scotia Public Service Commission • Flexibility • Responsibility • Standards • Rewards • Clarity • Team Commitment

  12. Flexibility Definition: Lack of constraints in the workplace No unnecessary rules, policies, procedures, or practices New ideas are accepted freely Questions to ask: Do employees have to fight against unreasonable constraints? Is it easy to innovate/get new ideas accepted? Are there many cumbersome rules and procedures?

  13. Responsibility Definition: Employees have a lot of authority delegated to them Employees have freedom to make decisions about doing their own job Employees are held fully accountable for the outcome of their work Questions to ask: Are important tasks delegated to employees? Are employees encouraged to take initiative? Are individuals encouraged to take risks based on their own judgment? Are employees allowed the opportunity to experience the success or failure of their own efforts?

  14. Standards Definition: The emphasis employees feel management puts on improving performance and doing one’s best The degree to which people feel that challenging but attainable goals are set for individuals and the organization The extent to which mediocrity is not tolerated Questions to ask: Does the performance bar rise every year? Can employees get away with doing less than their best? Is mediocrity tolerated?

  15. Rewards Definition: Rewards and recognition linked directly to performance Rewards and recognition differentiate levels of performance People know where they stand in terms of their performance Questions to ask: Do rewards outweigh punishment? Are rewards tied directly to the quality of performance? Is there a broad reward portfolio? Does good performance lead to increased opportunities for personal growth?

  16. Clarity Definition: Employees know what is expected of them Employees know how those expectations relate to the larger goals and objectives of the organization Questions to ask: Do employees have a clear idea of what is expected of them? Do employees know how they personally contribute to the mission? Are goals, policies, procedures and lines of authority clearly articulated and understood?

  17. Team Commitment Definition: People are proud to belong to the organization Everyone provides extra effort when needed There is trust that others in the organization are working toward a common objective Questions to ask: Do individuals and teams cooperate effectively to get the job done? Do conflicts get resolved effectively? Do feelings of trust, pride, and organizational loyalty exist in the workplace?

  18. Relationship Between Corporate Values and Climate Dimensions

  19. Leadership Development 360 Assessment/Individualized Plans Nova Scotia Public Service Commission 360°Leadership Competency Assessment Organizational Climate Survey

  20. 360°Feedback Competency Summary Report Avg.Total Others Rating %Total others Ratings Competencies Percentage of Scale Strength 100 0 0 50 0 73 Decisiveness 2.9 Strategic Orientation 5.6 93 Total Others Self

  21. 360° FeedbackCompetency Detail Self Confidence / Courage of Convictions The belief in one’s abilities and capability to make decisions or express his or her opinions in difficult situations. D Deals With Situations With Unwavering Self Assurance C. Maintains Confidence In Face of Strong Challenges B. Maintains Positions when Faced With Opposition A. Has Confidence In Own Opinions and Capability 3.5 3.5 3.5 3.0 3.1 2.5 2.5 1.5 TotalOthers Self Mgr DirRept Peer

  22. Climate Reports

  23. Competency Development Integrated HR Systems Nova Scotia Public Service Commission Recruitment Selection Reward Career Pathing IndividualTraining andDevelopment Leadership Development PerformanceManagement Talent Management

  24. Leaders Drives Results WHY LEADERSHIP DEVELOPMENT? Results Leadership Competencies & Leadership Style Organizational Climate 50-70% of variance in Organizational Climate can be explained by Leadership Behaviors Up to 30% of variance in Performance Results can be explained by differences in Organizational Climate

  25. Nova Scotia Public Service Leadership Development Nova Scotia Public Service Commission QUESTIONS ?

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