Leadership at the“Employee” Level – Updating

the Key Leadership Competencies (KLCs)

Presentation to SMC July 29, 2008

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Purpose

Present the new “Employee” level to the Key Leadership Competency Profile.

Obtain approval for issuing the “Employee” level, including the list of effective behaviours (Appendix A).

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The Key Leadership Competency (KLC) Profile

Last updated in March 2005

Composed of 4 competencies: Values & Ethics, Strategic Thinking, Engagement, and Management Excellence

For each competency:– Specific effective behaviours are provided for the six existing levels

of the profile (DM, ADM, DG, Director, Manager, Supervisor)– Generic ineffective behaviours are applicable to all levels– Same 2-page format is used to list each level’s effective

behaviours and the ineffective behaviours– An additional Employee level profile newly developed

(Appendix A lists the effective behaviours).

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How the KLC Profile is used The lists of behaviours for the new Employee level

are optional tools to support managers with staffing and performance assessment.

KLCs are the basis of the EX Qualification Standard and a component of the performance management approach for EXs and managers (senior excluded and unrepresented)

All 4 competencies must be assessed for EX staffing and performance management, but not all behaviours listed under each competency need to be assessed.

KLCs are also used for selection, promotion and development in corporate leadership development programs.

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Why Add a Level to the KLC Profile? The current KLC Profile is incomplete – it does not offer effective

behaviors for Public Service employees not having supervisory/managerial responsibilities.

Adding the new employee level allows all Public Service employees to see themselves in the KLC Profile. It promotes leadership at all levels.

CSPS will use the employee level profile to complete it’s new My Learning Planner tool.

Departmental career counseling services will now have access to a complete set of Public Service-wide leadership competencies.

Departments requested this new level and developing common competencies for the Public Service is more cost effective than having departments develop their own.

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DM

ADM

DG

Director

Manager

Supervisor

Employee (NEW)

The KLC Profile ArchitectureValues and

EthicsStrategic Thinking

Engage-ment

Mgmt Excellence

Effective behaviours

Ineffective behaviours

Same behaviours as for the other levels (already exist in the current profile)

Behaviours related to the responsibilities of employees

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Historique of the KLC Employee level

The Agency and the Public Service Commission developed a first draft of an employee level which was reviewed by the CPSA’s Senior Management Committee (SMC) in October 2007.

SMC indicated:1. A need to examine more recent leadership

models as the Public Service KLC model was based on research dating back several years.

2. Consultations needed (including with unions) to ensure the quality of the product and its successful implementation.

3. Model needs to “inspire” leadership in employees.

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Analysis of over 25 recent leading edge leadership and competencies-related studies and publications indicates that our Key Leadership Competencies Profile remains highly relevant.

The competency-based models we examined encourage the development of core leadership behaviours and know-how to achieve excellence in individual and organizational performance.

Our KLC Profile is among those models based on leadership competencies that relate to effective leadership and high performance in organizational contexts.

Our KLC Profile maps well against these competency-based models (following chart illustrates how competencies and related behaviours cluster in similar areas critical to effective performance such as tactical/strategic thinking, people engagement and relationships, results orientation and values and ethics).

Review of Recent Publications Supports our Approach to KLCs

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— Leadership Competencies —(The Research Summary details the approach, findings and bibliography)

KLC Profile

Values and Ethics

Strategic Thinking - AnalysisEngagement

Excellence – People Management

Excellence - Action Management

Strategic Thinking - Ideas

Excellence – Financial Management

A-B-C-D model of

Leadership Style

Accountable for the Plan

Bold – draw best from each person

Caring about team success

Detached enough to make difficult decisions

Leadership Agility Compass

Context-Setting Agility

Stakeholder Agility

Creative Agility

Self-Leadership Agility

PERFORM

Purpose and Values

Empowerment

Relationships & Communications

Flexibility

Morale

Optimal ProductivityRecognition & Appreciation 8 Know-How Skills

Positioning & RepositioningPinpointing External Change

Leading the Social SystemJudging People

Molding a TeamSetting Goals

Setting Laser-Sharp Priorities

Dealing with Forces Beyond the MarketModel the Way

Inspire a Shared Vision

Challenge the Process

Enable Others to Act

Encourage the Heart

Five Practices of Exemplary Leadership

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Consultations Strengthened the Proposed New Employee LevelGeneral agreement from consultations conducted with employees, managers, HR specialists, interdepartmental committees, National Joint Council, Human Resources Council, Councils on diversity, and CCDG, that:

Key leadership competencies at the employee level are useful and valuable

The important behaviours for employees have now been identified

Need to broaden the definitions of the four competencies to include leadership for employees without supervisory responsibilities so that employees, managers and executives form part of a continuum

Integration of an Employee Profile into the KLC Profile permits a coherent and continuous approach

An Employee level profile leverages an established and well known KLC approach

Communications on how to use the new Employee profile will be vital

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Inspiring Leadership in Employees

Employees consulted recognized that their leadership can be expressed through initiative and excellence in the workplace (as opposed to leading, supervising or managing others).

Consultations recommended that the common themes in the effective behaviours be consistent and linked throughout the current 6 hierarchical levels in the KLC so a continuum is maintained and employees can better prepare for expectations at the more senior levels.

More inspiring effective leadership behaviours could be expressed throughout the KLC Profile but these would relate to elements difficult (some even inappropriate) to target, assess, develop or manage in the workplace – such as personality, maturity, motivation, personal growth & happiness. They would be applicable to all hierarchical levels and reviewing or revising the entire KLC Profile is not recommended at this time.

The Agency’s CCDG did not recommend developing the complementary tool proposed (an interactive bookmark).

The CSPS may be better positioned to develop any new inspirational leadership tool to complement our KLCs.

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Employee KLC – Next Steps

With SMC approval, issue the new Employee Profile (Appendix A)

Canada School of Public Service to integrate into the My Learning Planner tool

Publish (an insert) revision to the KLC Profile booklet

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Decision

1. Approve the effective behaviours, proposed in Appendix A, for the Employee level to complete the Key Leadership Competency Profile?