1. Leadership Development Nova Scotia Public Service
Nova Scotia Public Service Commission
Leadership Development Nova Scotia Public Service
October 7, 2009
Presented by Debbie Thomas

2. Leadership Development Framework Nova Scotia Public Service Commission
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
The PSC framework for Leadership Development includes 6 key Practices

3. Driven By Strategy & Active Senior Leadership Involvement
Nova Scotia Public Service Commission
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
Driven by Business Strategy.
Leadership Development does exist in the vacuum. Our approach has been linking to the business strategy for the province. As we are evolving and changing as an organization it is important that we align our leadership skills to the business strategy. The Deputy Ministers spend time in discussion to analyze what type of leader is need to drive the strategy forward.
What skills do they need?
Aligning leadership development to strategy creates a purpose to leadership Development. Without this leadership development becomes an end in itself

4. Leadership Development Leadership Competencies as the Core
What 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
Nova Scotia Public Service Commission
In every job some people perform much more effectively than others
Excellent performers use different approaches and behaviors to get the job done, than do typical performers
In complex jobs excellent performers deliver about 50% more than typical performers
Identifying the “20% of competencies that make 80% of the performance difference”
The competencies that have maximum impact for a job/role in the current and future work environment

5. Competencies Defined Skills Knowledge Self Image Traits Motives
Nova Scotia Public Service Commission
Skills
Knowledge
Cognitive Intelligence
Technical Competencies
Self Image
Traits
Motives
Behavioral Competencies
Emotional Intelligence

6. Nova Scotia Public Service Commission
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
Nova Scotia Public Service Commission
Helps give a focus for development and guides our development efforts
Having a defined leadership model drives our development strategies
1997- Deputy Ministers identified values and leadership skills for leaders/managers in the public sector
All management group included- everyone is a leader – philosphy
Approved core leadership competencies for all levels of management through consensus
Incorporated in leadership development, performance management, succession management and staffing/recruitment

7. 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
Nova Scotia Public Service Commission
In every job some people perform much more effectively than others
Excellent performers use different approaches and behaviors to get the job done, than do typical performers
In complex jobs excellent performers deliver about 50% more than typical performers
Identifying the “20% of competencies that make 80% of the performance difference”
The competencies that have maximum impact for a job/role in the current and future work environment

8. Degree of Sophistication
Scaled Competencies
Impact and Influence
The ability to persuade, convince, influence or impress others in order to get them to go along with or to support the organization’s direction
A. Takes a Single Action to Persuade
B. Takes Multiple Actions to Persuade
C. Calculates Impact of Words or Actions
Degree of Sophistication
D. Uses Indirect Influence
E. Uses Complex Influence Strategies
The dictionary includes a definition and the scale.
Each competency has associated levels of proficiency , which are described in a scale. The scale lays out the behaviors for each level.
Impact and Influence has 4 levels
Others have 5 or 6 levels. 8

9. Leadership Development Nova Scotia Public Service Commission
Value Based
Nova Scotia Public Service Commission
Respect
Integrity
Diversity
Accountability
Public Good
Code of Conduct for all employees put legs to the corporate values

10. Organizational Climate Nova Scotia Public Service Commission
Climate is defined as the employee’s perceptions of aspects of their work environment that impact their ability to do their jobs well

11. Six Dimensions of Organizational Climate
Nova Scotia Public Service Commission
Flexibility
Responsibility
Standards
Rewards
Clarity
Team Commitment

12. Flexibility Questions to ask: Definition:
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? 12

13. Responsibility Questions to ask: Definition:
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? 13

14. Standards Definition: Questions to ask:
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? 14

15. Rewards Definition: Questions to ask:
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? 15

16. Clarity Definition: Questions to ask:
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? 16

17. Team Commitment Definition: Questions to ask:
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? 17

18. Relationship Between Corporate Values and Climate Dimensions
Respect
Rewards
Team Commitment
Integrity
Standards
Diversity
Flexibility
Accountability
Responsibility
Public Good
Clarity

19. Leadership Development 360 Assessment/Individualized Plans
Nova Scotia Public Service Commission
360°Leadership Competency Assessment
Organizational Climate Survey

20. 360°Feedback Competency Summary Report
Avg. Total Others Rating
%Total others Ratings
Competencies
Percentage of Scale
Strength 50
100 73
Decisiveness
2.9
Strategic Orientation
5.6 93
Total Others
Self
The Competency Summary Report
The CSR provides an overview of how your respondents rated your demonstration of each of the 8 Leadership Competencies. It helps you see which competencies you demonstrate more than others and how you see yourself in relation to others.
In this example the graph shows a summary for the Competencies – Decisiveness and Strategic Orientation
In the report the competency levels are converted to numbers
A-1
B-2
C-3
D-4
AVE Total others- This is the mean score from all respondents who provided feedback ,excluding yourself
In this example Decisiveness is 2.9. What does that mean? – Level C . You need to consider the MCP Level to know target. For MCP 6-19 – C is the target level
Strategic Orientation the Total AVE is 5.6 This is Level E-F –
% Total others Ratings- This is the average rating converted to a percentage. The calculation of percentage is based on the number of levels for each competency.
For example , Strategic Orientation has 6 levels( a, b, c, d, e, f) So the % is calculated 5.6/6 which = 93%
Percentage of Scale – The percentage is represented on the Bar graph. The bar is the total others. For Decisiveness it is 73%. Strategic is 93%
The circle represents your rating , or how you saw yourself on that that competency.
** When the total others score matches or exceeds 85% of the scale it is considered a strength. In this case an arrow indicates it as a strength.(only based on observers)
NOTE: When you are looking at this data sheet . You need to focus on the following
What is the target level for this individual.Where is this person in relation to this target? Is the target level C or D ( Deputy Minister) Remember the target level are what differentiates outstanding leaders
Where at the blind spots . Self versus others.
Why do you think others see you differently? 20

21. 360° Feedback Competency Detail
Self Confidence / Courage of Convictions
The 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 Capability
3.5
3.5
3.5
3.0
3.1
2.5
2.5
1.5
The Competency Detail Report provides scores by respondent group for each of the competencies.
For Example :Self Confidence/ Courage of Convictions.
To the right of the bar graph the behaviors are outlined according to level. A, B, C, D * The competencies build in progressive levels of proficiency, So A is at the bottom.This reflects the manner in which people tend to develop the competencies, With the easier behaviors at the bottom and the hardest at the top. For each respondent group who provides feedback a single score is calculated to reflect their opinion.
NOTE; Items at the higher level of the scale are weighted more heavily ( Same as in figure skating, More complex jumps are given more points)
The competency levels are converted to a numerical score represented on the bar graph
Tips when looking at this data:
Circle the target level to the right of the bar graph for each competency. Determine if the total others is at the target level.
Do you see strengths
Do you see areas to improve.
Which respondent group are you most concerned with.
Why may this group see you differently?
Total Others
Self
Mgr
Dir Rept
Peer 21

22. Climate Reports 22

23. Competency Development Integrated HR Systems
Nova Scotia Public Service Commission
Recruitment
Selection
Reward
Career Pathing
Individual Training and Development
Leadership Development
Talent Management
Performance Management

24. Leaders Drives Results
WHY LEADERSHIP DEVELOPMENT?
Leaders Drives Results
Leadership
Competencies
&
Leadership Style
Organizational Climate
Results
50-70% of variance in
Organizational Climate can be explained by
Leadership Behaviors
Up to 30% of variance in Performance Results can be explained by differences in Organizational
Climate 24

25. QUESTIONS ? Nova Scotia Public Service Leadership Development
Nova Scotia Public Service Commission
QUESTIONS ?
Code of Conduct for all employees put legs to the corporate values