PARTICIPATING IN EX APPOINTMENT PROCESSES Executive Resourcing Staffing and Assessment Services Branch Public Service Commission of Canada

MODULES Applying for an appointment process Assessment boards and the appointment process Preparing yourself Types of questions What if you don’t succeed?

1. APPLYING FOR AN APPOINTMENT PROCESS Are you in the area of selection? Do you meet the essential qualifications on the advertisement? Do you have the time to dedicate to prepare yourself adequately? Are you available for assessment?

APPLY SELECTIVELY Be strategic Be focused Be realistic – be pragmatic, think long term

SUBMIT AN UP-TO-DATE CV Choose from a range of styles Adapt your CV to the specific appointment process (Statement of Merit Criteria) Be brief and concise Profile significant achievements

PRECISE COVERING LETTER Complement your CV Address each specific screening requirement (i.e. Education, Experience) Be precise and explicit (make sure it is supported in your CV) Create interest and attract attention

2. ASSESSMENT BOARDS AND THE APPOINTMENT PROCESS Increasing variety of boards More rigour Departmental differences Written tests Involvement of clients and colleagues Collective Staffing and Functional Communities

TOOLS USED IN THE EVALUATION PROCESS Screening Testing at the Personnel Psychology Centre (PPC) or other centres Written knowledge / competencies test Simulated presentation Structured interviews Structured reference checks

THE LEADERSHIP COMPETENCIES 1. Values and Ethics: Integrity and Respect 2. Strategic Thinking: Analysis and Ideas 3. Engagement: People, Organizations, Partners 4. Management Excellence: Action Management, People Management, Financial Management

3. PREPARING YOURSELF Critical to being successful on EX appointment processes Start preparing once you have applied for a position Must be able to effectively demonstrate the knowledge and competencies required for the position

EXPECTATIONS OF EX ASSESSMENT BOARDS Big picture perspective Structured synthesis of knowledge Organizational awareness Leadership competencies

KNOW THE ORGANISATION Government priorities Department specific priorities Function specific priorities Auditor General Reports Recent press clippings

KNOW THE JOB Unique characteristics Organizational context Major issues and challenges Knowledge and background required Competencies required Statement of Merit Criteria and Job Description

KNOW YOURSELF How does this job fit into your career plan? What is your competency profile? How do you measure yourself? Your views on leadership and management and on current management issues? Create a personal “Library of Experiences”

SELLING YOURSELF EFFECTIVELY Be self aware Project your achievements and qualities Use a presentational style Act like you have the position Exude leadership

GENERAL STRATEGIES Arrive relaxed and on time Manage your time Structure your answers Use of “I” and “WE” Provide current and relevant examples Be strategic Answer as if you have the job Keep eye contact with board members Don’t forget to mention how you involve your staff

PREPARATION OF YOUR REFERENCES Select appropriate and recent references Ensure their co-operation and availability Review accomplishments with them

4. TYPES OF QUESTIONS Strategic questions Knowledge-based questions Behavioural event questions Situational questions Traditional marketing questions Probes

STRATEGIC QUESTIONS Focus on strategic, conceptual and priority issues Present macro level viewpoint Link up to Government priorities Link down to position responsibilities

KNOWLEDGE-BASED QUESTIONS Examine required knowledge Could be directed to various frameworks, processes, strategies, papers or initiatives Demonstrate other competencies

BEHAVIOURIAL EVENT QUESTIONS Past behaviour predicts future behaviour “Tell us about a time when…” Focus is on required competencies Structure your responses Use your “Library of Personal Experience”

SITUATIONAL QUESTIONS Describes a hypothetical work situation Usually broadly stated Make and state assumptions Share action plan Explain your actions

TRADITONAL “MARKETING” QUESTIONS Describe your background, experience and personal abilities Create a lasting impression Be concise, creative and interesting

PROBES Should I expect probes? What do probes mean? Listen carefully, think and respond Continue to be mindful of the time

5. WHAT IF YOU DON’T SUCCEED Keep things in perspective Get feedback (informal discussion) what can you do to improve on your performance Reflect on lessons learned Develop a plan of action Nurture a positive attitude Get coaching, training

SITES OF INTEREST Leadership competencies http://www.psagency-agencefp.gc.ca/leadership/klc-ccl/definitions_e.asp Information on preparing for an EX appointment process http://www.psc-cfp.gc.ca/sas-sde/ex/index-eng.htm