moving to competency-based board

MOVING TO A COMPETENCY-BASED BOARD

A COMPETENCY-BASEDBOARD

MOVING TO


AGENDA

Why did SCMA decide on this change?How was the change achieved?Transition processResults: Competency-based BoardOverview of Competency-based ManagementMethodologyBest Practices & Lessons learned


? Do you currently have a representative Board model? Yes No

Results

http://manage.eventmobi.com/en/ars/results/question/13189/245217/ff1287802afe0b4d69309694fef4cde5/


SCMA’s existing Situation

SCMA is a FederationNational Board was a representative model:• 18 directors• President & CEO ex officio


Why did SCMA decide on this change?

Board was unwieldy and expensiveInherent conflict of interest in representative model Directors put forward by InstitutesInstitutes have different level of rigour in selectionResulted in varying skill levels and experiencePerformance devolved to the lowest common denominator


? Why are you interested in exploring a competency-based model? • Board effectiveness• Conflicts of interest• Quality of Board candidates• Current governance theory

Results

http://manage.eventmobi.com/en/ars/results/question/13189/245218/ccb6eef3ab5eb6780a9f65a11a65f16b/


How was the change achieved?

Strong championMultiple options for considerationExtensive consultationsCommunication strategy/toolsAGM support via InstitutesParallel redesign of the Federation Council


Transition Process

Two year process Leadership Development Committee (LDC)Competency profilesBehavioural interviews Interviewing training for LDCHalf of the Board would be returning members, with staggered terms, to ensure continuity


Results: Competency-based BoardEffective Selection Process

• Call for applications for new Directors (3 – 5) resulted in 16 submissions

• Short list of 7 candidates to interview• 8 candidates (4 returning and 4 new) presented to

members at AGM• Unanimously approved

First meetings extremely promising in terms of raising the bar in Board performanceEvaluation to occur in 18 months


WORLD LEADERIN COMPETENCY BASED MANAGEMENT

ABOUT HRSG

For 25+ years, we have helped our clients use competencies to:

• define their talent needs, • address skill deficiencies, and • improve individual and organizational performance.


Competencies for Associations

COMPTENCIES

Competencies

Assessment for

certification

Membership career

development

Curriculum Developme

nt

Internal HR Manageme

nt

Governance

Standards for

professional certification


Using Competencies for Boards

Establish expected performance standardsAssessment of Board members’ competenciesSelection of Board membersLearning and Development opportunities


Challenges for this Project

Geographic dispersionDifferent stakeholdersIncluding everyone in the processVolunteers with scarce timeAdopting a different approach


# The CompetencyFramework


What is a competency?

Observable behaviours for successful performanceWHAT board members do and HOW they do it


Types of Competencies

Leadership

Core Competenci

es

Complementary Competencies

Role Specific Competencies


What is a competency profile?

A collection of competencies critical for successful performance for the role.

Indicates the level of proficiency required for each competency for each role.


Example of a Competency Profile

LD Committee Member Profile Core Competencies:

Initiative 2Drive for Results 2Governance 3Leading Change 4

Role Specific CompetenciesLearning & Assessment 2Critical Judgement 3Developing Others 2

Max = 8 competencies

Thinking Strategically 3

Thinking StrategicallyLevel 3: Identifies and handles strategic issues

Behavioral Indicators:

Foresees longer-term implications of proposed positions, options and approaches that are not readily apparent.

Exercises sound judgment in new situations in the absence of specific guidance.

Evaluates emerging opportunities and risks when articulating astute and defensible options and recommendations.

Selects new information to share with key stakeholders in order to influence their understanding and decisions.

Identifies the organizational context and priorities, how they interact and how they affect issues.


# Methodology


1. Identify Roles to be Profiled

Chair, Vice Chair and Chair ElectCommittee ChairTreasurer and members of the Finance and Audit committee Members of the Leadership Development CommitteeGovernance Committee


2. Select Core Competencies

Board members identified via survey toolRequired of all Board profiles Survey results communicated to Board

Five core competencies


15 Participants

Example Survey Tool

Summary of Results


? What do you consider to be the three top competencies for a board member?• Critical Judgment and Decision-Making• Ensuring Accountability• Exemplifying Integrity• Governance and Ethics• Interactive Communication• Leading and Managing Change• Nurturing Innovation• Policy and Standards Design and Development• Risk Management• Strategic Vision and Thinking Results

http://manage.eventmobi.com/en/ars/results/question/13189/245219/8ccdeb37ff5c99f773de5333e2517c5e/


Core Competencies of the SCMACritical Judgment and Decision-Making

Governance and EthicsInteractive CommunicationLeading and Managing ChangeStrategic Vision and Thinking


3. Develop Profiles


Competency Profiling for SCMA

Selected SMEs for each Board roleConducted remote meetings First draft of competency profiles• Ensured the definitions represented the

Association’s needs• Proficiency levels for core competencies• Role specific competencies & levels


Validation Approach & Process

Goal is to ensure critical competencies and appropriate proficiency levels were selected.

Remote SessionsParticipants (other than 1st draft)• Institute Advisory Council• Institute Boards• National Association• External Governance Expertise• Reviewed by Board


Finalization and Implementation

FinalizationFinal Validation National Board and Institute Advisory Council

ImplementationBegan with Leadership Development CommitteeOther Roles to Follow


4. Implement

HRSG conducted behavioural interviews with LDC membersReported on strengths and weaknessesTraining and interview guide provided to LDC to develop capacity LDC conducted interviews with Board candidates


LESSONS LEARNED


• The power of the champion• Offering a choice of scenarios, with rationale• Know who the influencers are and focus on having

them on-side• Develop a rigorous and inclusive process• The LDC as a quasi-independent body – more

credible• Finding another way to preserve the perceived loss of

the seat at the table• Finding ways to ensure a connection to the member


TO RO NTO

3250 Bloor StreetWest, Suite 600Toronto, Canada

E MA I L

[email protected]

LORRAINE [email protected]

PHO N E

(613) 745-6605 (647) 775-1641

O FFIC E S

6 Antares Dr, Nepean, ON K2E 8A9 Ottawa, Canada

Thank You

http://www.hrsg.ca/board-governance-competencies/

Try this out!

mailto:[email protected]

mailto:[email protected]

moving to competency-based board

Leadership & Management