Leadership Development Nova Scotia Public Service

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Nova Scotia Public

Service Commission Leadership Development Leadership Development

Nova Scotia Public Service Nova Scotia Public Service October 7, 2009

Presented by Debbie Thomas

Nova Scotia Public Service Commission

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Leadership Development Leadership Development FrameworkFramework

•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

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Driven By Strategy & Active Senior Driven By Strategy & Active Senior Leadership InvolvementLeadership Involvement

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

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Leadership Development Leadership Development

Leadership Competencies as the CoreLeadership Competencies as the CoreWhat 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

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Competencies DefinedCompetencies Defined

SkillsKnowledge

Self Image

Traits

Motives

Cognitive Intelligence

Technical Competencies

Emotional Intelligence

Behavioral Competencies

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Why Competencies?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

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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

A. Takes a Single Action to PersuadeA. Takes a Single Action to Persuade

D. Uses Indirect InfluenceD. Uses Indirect Influence

C. Calculates Impact of Words or ActionsC. Calculates Impact of Words or Actions

B. Takes Multiple Actions to PersuadeB. Takes Multiple Actions to Persuade

Impact and InfluenceThe ability to persuade, convince, influence or impress others in order to get them to go along with or to support the organization’s direction

Deg

ree

of S

ophi

stic

atio

n Scaled CompetenciesScaled Competencies

E. Uses Complex Influence StrategiesE. Uses Complex Influence Strategies

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Value BasedValue Based

Respect

Integrity

Diversity

Accountability

Public Good

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Organizational Climate

Climate is defined as the employee’s perceptions of aspects of their work environment that impact their ability

to do their jobs well

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Six Dimensions of Organizational Climate

•Flexibility

•Responsibility

•Standards

•Rewards

•Clarity

•Team Commitment

FlexibilityFlexibilityDefinition:

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?

ResponsibilityResponsibilityDefinition:

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?

StandardsStandardsDefinition:

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?

RewardsRewardsDefinition:

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?

ClarityClarityDefinition:

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?

Team CommitmentTeam CommitmentDefinition:

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?

Values Climate Dimensions

Respect

Rewards

Team Commitment

Integrity Standards

Diversity Flexibility

Team Commitment

Accountability Responsibility

Standards

Public Good Clarity

Standards

Relationship Between Corporate Values

and Climate Dimensions

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360 Assessment/Individualized Plans360 Assessment/Individualized Plans

360°Leadership Competency Assessment

Organizational Climate Survey

360360°Feedback °Feedback Competency Summary ReportCompetency Summary Report

Competencies Percentage of Scale

Decisiveness

Strategic Orientation

Strength

Avg.Total

Others Rating

2.9

5.6

Total Others

Self

%Total others

Ratings

73

93

000 50 100

360360° Feedback° Feedback Competency DetailCompetency DetailSelf Confidence / Courage of ConvictionsThe 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 CapabilityTotal

OthersSelf Mgr Dir

Rept

2.5

3.5

3.1

Peer

3.5

1.5

2.5

3.5

3.0

Climate ReportsClimate Reports

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Competency Development Integrated Competency Development Integrated HR SystemsHR Systems

Recruitment Selection

Reward

Leadership Development

IndividualTraining andDevelopment

Career Pathing

PerformanceManagement

Talent Management

Leaders Drives ResultsLeaders Drives Results

50-70% of variance inOrganizational Climate can be explained by Leadership Behaviors

Up to 30% of variance in Performance Results can be explained by differences in OrganizationalClimate

LeadershipCompetencies

& Leadership Style

Organizational Climate

Results

WHY LEADERSHIP DEVELOPMENT?

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Nova Scotia Public ServiceNova Scotia Public Service


QUESTIONS

?

Documents

Leadership Development Nova Scotia Public Service