Bioss Southern Africa

Application of MWR in Assessment Centre and Competence Design

Jacques Haworth

OVERVIEW

• The context of work complexity

• Applying work complexity to design

• Aligning competencies to complexity

DEFINITION OF WORK COMPLEXITY

WWorkork = K = Knowledgenowledge+ E+ Experiencexperience

Elliott Jaques

+ D+ Discretioniscretion

COMPLEXITY AND WORK

Uncertainty increases

Diversity of stakeholders increases

Time span of consequence increases

Environment becomes more abstract

Variables to juggle become more diverse

Use of judgment and insight becomes more predominant than known data, detailed knowledge, skill, experience and prescription

JUDGMENT

COMPLEXITYCOMPLEXITY

INCREASING TIME FRAMEINCREASING TIME FRAME

Adapted from L. Hoebeke

MeaningDomain

COMPLEXITYINCREASES

THE FOUR DOMAINS OF WORKTHE FOUR DOMAINS OF WORK

THE FOUR DOMAINS AND THEMES OF WORKTHE FOUR DOMAINS AND THEMES OF WORK

ADDING VALUE FORTHE PRESENT

(Service delivery)

ADDED VALUEFOR THE FUTURE

VALUE SYSTEMS(Added valuefor humanity)

Adapted from L. Hoebeke - copyright BIOSS SA - REF: FOUR DOMAINS OF WORK (DM) 1999

Quality (I)

Service (II)

Practice (III)

Strategic Development (IV)

Strategic Intent (V)

Corporate Citizenship (VI)

Corporate Prescience (VII)

OPERATIONAL

Core foundation – look after the present, e.g. managing, making,

coordinating.

GLOBAL

Shaping and molding the overall business Shaping and molding the overall business environment and future for further environment and future for further

generations, e.g. politically, generations, e.g. politically, multi-nationally.multi-nationally.

ORGANISATIONAL

Ensure longer-term viability & profitability, e.g. research, marketing,

development.

A MATRIX OF WORK

E X

T E

N S

I O

N O

F C

O N

T E

X T

E X

T E

N S

I O

N O

F C

O N

T E

X T

THEMESTHEMES

QUALITYQUALITY

Quality in judgement used tomake something

essential to viability of

organisation

Quality as techni-cal specification

and attitude

Quality in systemand practice andas commitment

Quality as changeand development

Quality as profit,reputation and

culture

Strategic intentof institution;external andinternal well-

being of organi-sation itself

Service to:Customers/clients/situations; work offirst level; purpose

of organisation

Service to particu-lar situations

seen as technique& as attitude

Impact of change on delivery of

service in particular situations

Promoting thecontribution ofservice to eachparticular & itscontribution to

the whole

Current practicesto provide services/

make products

Development ofnew products/

services/practicesas process & as

atmosphere

Financial implica-tions of practices

to provide services/ make

products

Interaction between the

mission,the current

means and 3 to 5 year change projects

SERVICESERVICE

PRACTICEPRACTICE

DEVELOPMENTDEVELOPMENT

MISSIONMISSION

II

IIII

IIIIII

IVIV

VV

Development ofprofit / reputa-tion / long-term

viability asprojects and

climate

DESIGN CONSIDERATIONS

• Background information

• Written exercises

• Interactive exercises

BACKGROUND INFORMATION

• Complexity of context: MWR Work theme Audit (work sample)

• Appropriate Complexity of role: Position in structure Discretion Nature of Tasks Stakeholders Variables Time Span

SERVICE VS PRACTICE ROLEService Practice

Stakeholders Internal/External customer, limited groups

Vendors, multi-function interface, larger numbers and greater variability

Discretion Process, situational outcomes

Practice, systemic outcomes

Time Span Up to 1 year 1-2 years

Variables Defined relative to specific situation

Principles underlying approach to multiple situations

Structure Manage others Manage Managers *

SIMULATION DESIGN• Problems to be solved• Appropriate level of complexity• Nature of information provided• Stakeholder context• Outcomes

COMPETENCIES• “Levelling” of competencies• Relationship between competencies and complexity• Incremental competency

COMPETENCIES AT DIFFERENT THEMES OF WORK

Problem Solving Theme 2:

Problem Solving Theme 3

Identifies common elements in practical situations and actions e.g. projects; processes, analyses and integrates them into a relevant, factual outcome, recognising cause and effect. Judges and decides on appropriate actions to resolve concrete and practical problems (including aspects such as people, systems, technology and resources).

Identifies and breaks problems into constituent parts. Consults widely, probes facts, analyses issues from different perspectives. Evaluates information to differentiate between essential and non-essential. Makes accurate use of logic, identifying connections and links between information. Uses appropriate data including trend data to analyse and understand issues. Draws sound inferences and judgements from various alternatives. Takes calculated risks on the basis of adequate information and analysis

QUESTIONS?

The work of bioss is capacity building.

The essence of bioss is appreciation - of individuals, of the way they work together, of organizations and of they way they position themselves in their environment.

The word ‘Appreciation’ is used because with its connotations of mutual respect, it conveys both value (in philosophical and economic terms) & growth (as in the

appreciation of capital - financial & social).

Gillian Stamp, 2006

Contact BIOSS on +27 11 4502434 for information regarding application,

training or research and development of this and related models and

concepts or visit our website www.bioss.co.za