JNT Building Management Competencies

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Building Your Team’s Management Competencies:

Team Assessment, Skill Building & Succession Planning

Joe Naughton-Travers,

Senior Associate

OPEN MINDS

November 30, 2007

Atlanta, Georgia

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Session Outline

I. Management Competencies

II. The Five Pillars of Management Competencies

III. Assessing Your Managers

IV. The Leadership Management Model

V. Other Skills for Effective Management

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I. Management Competencies

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What are Competencies?

Enduring professional characteristics & “talents” that determine individual performance

Competencies are knowledge, skills, abilities, personal characteristics, & other “worker-based” factors that differentiate superior performance from average performance under specific circumstances

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Competencies

Essentially, they are the enduring characteristics, or “talents” that determine individual performance

Using competency models in job descriptions, performance evaluations, & staff development is a best practice in human resource management

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Use of Competency-Based HR Management Models

Communicate purpose of position & how it contributes to overall organization & its mission/objectives

Identify specific duties & responsibilities

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Use of Competency-BasedHR Management Models (cont.)

Describe competencies, education, & experience necessary for success in position

Communicate performance standards & expectations for candidate, for recruiting, for development planning, & for evaluation

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Four Key Elements of Each Competency Area to Include in Position Descriptions

1. Technical/management skills: Measurable & tangible capabilities

2. Knowledge: Candidate knowledge & thinking processes (project management, time management, problem solving, decision-making, etc.)

3. Behavior: Reaction under specific situations (consumer problems, deadlines, etc.)

4. Interpersonal skills: Interaction with others (internal or external stakeholders)

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II. The Five Pillars of Management Competencies

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Five Pillars of Technical/Management Competencies in Health & Human Services

1. Leadership2. Financial Management3. Marketing &

Development4. Information Management5. Strategic Management

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#1. Leadership Competencies

Strategic organizational vision Great motivational &

communication skills Ability to facilitate

collaborations & partnerships Perseverance High tolerance for change

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#2. Financial Management Competencies

Analytical thinking Use of abstract thinking &

symbolic logic tools Business management

Acumen (Ability to manage to the “bottom line”)

Project planning & management

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#3. Marketing & Development Competencies

Solution-focused service conceptualization & design skills

Service portfolio management skills

Customer service orientation Ability to communicate with

customers (written, oral, etc.)

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#4. Information Management Competencies

Organizational information literacy

Systems thinking Technology resource knowledge

& planning skills

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#5. Strategic Management Competencies

“Enterprise” market & resource planning view

Human capital perspective Human resource management

skills Ability to design & use

performance & process measurement & management tools

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III. Assessing Your Managers

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Assessing Management Team Competencies: Goals

Identify competency strengths & weaknesses across management team – current & future

Identify specific knowledge/skill strengths & weaknesses across team

Identify potential “succession” candidates for each management team position

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Assessing Your Clinical Managers: The Process

1. Assessing Each Manager Individually

2. Assessing Your Management Team

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Assessing Each Manager Individually

1. Rate every manager in each element of all competency areas, using a 5-point scale

2. Calculate an average competency area score for each manager

3. Sources of data/input: Supervisor Peers Customers Direct reports Manager self-assessment

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Assessing Each Manager Individually (cont.)

4. Linkage with performance assessment

5. Customize elements in each competency area for your organization

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Leadership #1 #2 #3 #4 Team Average

Strategic Organizational Vision

Great Motivational & Communication Skills

Ability to Facilitate Collaborations & Partnerships

Perseverance

High Tolerance for Change

Individual Average

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Leadership Fred Mary Jane Dan Team Average

Strategic Organizational Vision

3 4 5 3

Great Motivational & Communication Skills

4 4 5 4

Ability to Facilitate Collaborations & Partnerships

4 4 5 4

Perseverance 4 4 4 4

High Tolerance for Change

4 3 4 3

Individual Average 3.8 3.8 4.6 3.6

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Financial Management

#1 #2 #3 #4 Team Average

Analytical Thinking

Use of Symbolic Logic

Business Management Acumen

Project Planning

Individual Average

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Financial Management

Fred Mary Jane Dan Team Average

Analytical Thinking 3 4 4 3

Use of Symbolic Logic

2 3 3 2

Business Management Acumen

2 2 4 3

Project Planning 3 3 3 3

Individual Average 2.5 3 3.5 2.75

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Marketing & Development

#1 #2 #3 #4 Team Average

Solution-Focused Service Conceptualization & Design Skills

Service Portfolio Management Skills

Customer Service Orientation

Ability to Communicate with Customers

Individual Average

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Marketing & Development

Fred Mary Jane Dan Team Average

Solution-Focused Service Conceptualization & Design Skills

2 3 3 2

Service Portfolio Management Skills

2 3 4 3

Customer Service Orientation

3 3 4 3

Ability to Communicate with Customers

2 3 4 3

Individual Average 2.25 3 3.75 2.75

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Information Management

#1 #2 #3 #4 Team Average

Organizational Information Literacy

Systems Thinking

Technology Resource

Knowledge & Planning Skills

Individual Average

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Information Management

Fred Mary Jane Dan Team Average

Organizational Information Literacy

3 3 3 2

Systems Thinking 3 3 4 3

Technology Resource 3 3 3 2

Knowledge & Planning Skills

3 3 4 3

Individual Average 3 3 3.5 2.5

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Strategic Management

#1 #2 #3 #4 Team Average

Market & Resource Planning View

Human Capital Perspective

Human Resource Management Skills

Ability to Design & Use Performance & Process Measurement & Management Tools

Individual Average

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Strategic Management

Fred Mary Jane Dan Team Average

Market & Resource Planning View

4 3 4 3

Human Capital Perspective

4 4 5 4

Human Resource Management Skills

4 4 5 4

Ability to Design & Use Performance & Process Measurement & Management Tools

4 4 4 4

Individual Average 4 3.75 4.5 3.75

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Assessing Managers As A Team

1. Calculate the team average for each element of all the competency areas

2. Calculate the overall average for each of the competency areas

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Leadership Fred Mary Jane Dan Team Average

Strategic Organizational Vision

3 4 5 3 3.75

Great Motivational & Communication Skills

4 4 5 4 4.25

Ability to Facilitate Collaborations & Partnerships

4 4 5 4 4.25

Perseverance 4 4 4 4 4

High Tolerance for Change

4 3 4 3 3.5

Individual Average 3.8 3.8 4.6 3.6 3.95

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Financial Management

Fred Mary Jane Dan Team Average

Analytical Thinking 3 4 4 3 3.5

Use of Symbolic Logic

2 3 3 2 2.5

Business Management Acumen

2 2 4 3 2.75

Project Planning 3 3 3 3 3

Individual Average 2.5 3 3.5 2.75 2.94

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Marketing & Development

Fred Mary Jane Dan Team Average

Solution-Focused Service Conceptualization & Design Skills

2 3 3 2 2.5

Service Portfolio Management Skills

2 3 4 3 3

Customer Service Orientation

3 3 4 3 3.25

Ability to Communicate with Customers

2 3 4 3 3

Individual Average 2.25 3 3.75 2.75 2.94

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Information Management

Fred Mary Jane Dan Team Average

Organizational Information Literacy

3 3 3 2 2.75

Systems Thinking 3 3 4 3 3.25

Technology Resource 3 3 3 2 2.75

Knowledge & Planning Skills

3 3 4 3 3.25

Individual Average 3 3 3.5 2.5 3

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1 = Poor 4 = Above Average

2 = Below Average 5 = Outstanding

3 = Average

Strategic Management

#1 #2 #3 #4 Team Average

Market & Resource Planning View

Human Capital Perspective

Human Resource Management Skills

Ability to Design & Use Performance & Process Measurement & Management Tools

Individual Average

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IV. Management Development Strategies

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Management Development Strategies

Identify high performers throughout the organization

Personal development plans Training Mentoring Staff retention strategies

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Management Development Strategies (cont.)

Identify high performers throughout the organization:Based on core competenciesA unified effort by all supervisorsMust have oversight of senior management

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Performance Improvement Situations

For low-performing employees: Improve performance or terminate employee if necessary

For high-performing employees: Keep them motivated & productive where they are in organization

For high-performing, high-potential employees: Take steps to accelerate their development so that they will be ready for advancement

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Management Development Strategies

Personal development plans:Based on strengthsImplemented by immediate supervisorOversight by top management

Training:Based on a training needs assessment

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Personal Development Plan - Fred

StrengthsStrong leadership skillsStrong strategic management skills

Growth AreasFinancial managementMarketing and developmentInformation management

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Personal Development Plan – Fred (cont.)

Action Steps: Will attend 2 seminars on financial management with

other managers over the next year (seminars will be approved by immediate supervisor)

Greater focus by individual supervisor in reviewing and interpreting departmental finance data with Fred

Will attend 2 seminars on marketing and development with other managers over the next year (seminars will be approved by immediate supervisor)

Will map out market “influences” for his programs, and review with immediate supervisor

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Team Development Plan

StrengthsStrong leadership skillsStrong strategic management skills

Growth AreasVariability in financial management skillsVariability in strategic management skills

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Team Development Plan (cont.)

Action Steps:1. Interpreting individual action plan

2. Work with managers as a group around using and interfacing financial data

3. Work with managers as a group around developing a marketing-oriented perspective

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Notes

Naughton-Travers, Joseph. (2003, June). Five Pillars Of Management Competency: Behavioral Health & Social Service Organizations Need Strong Managers In A Challenging Time. OPEN MINDS, The Behavioral Health & Social Service Industry Analyst, 15:3, 2-4.

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Questions & Discussion

Bringing the Management of Behavioral Health & Social

Services Into Focus

www.openminds.com163 York Street, Gettysburg, PA 17325

openminds@openminds.com717-334-1329

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