welcome to the information session on leadership competency models
DESCRIPTION
Welcome to the Information Session on Leadership Competency Models. UM LEADS University of Minnesota Leadership Effectiveness And Development Strategies. UM LEADS Agenda. Strategic Framework for UM LEADS Overview of Approach and Model Development UM LEADS Tools - PowerPoint PPT PresentationTRANSCRIPT
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Welcome to the Information Session
on
Leadership Competency Models
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UM LEADS
University of MinnesotaLeadership Effectiveness And Development Strategies
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UM LEADS Agenda
Strategic Framework for UM LEADS Overview of Approach and Model Development UM LEADS Tools
Leadership Competency Models Interviewing Guides360° Assessment Process180° Self and Manager Assessment Option
Discussion and Next Steps
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Strategic Talent Management
SystemDevelopment
Performance Management
Selection and Hiring
Competency Model
Succession Management
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Our Approach
Develop and enrich leadership through a comprehensive talent management systemAgree on a definition of leadership for the University of MinnesotaDevelop fully customized, U of M-specific competency modelsConsider incumbents in each role as subject matter expertsUse PDI’s models as guides
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Benefits of This Approach
Acknowledges academic cultureDoesn’t try to force fit an existing modelGarners buy-in through involvementGrounded in leaders’ description of leadership in their roles
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The Final Result
A fully customized talent management system that enables us to select, hire, develop, support performance, and manage the succession of leaders at the U of M Ultimately, to develop leadership and meet future challenges
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Competency Model Development Process
Focus groups, interviews, and surveys with incumbents in each roleCombined, distilled, and categorized dataIdentified themes and behaviorsDeveloped behavioral anchorsDeveloped brief definitions Vetted by incumbents, supervisors, and direct reports
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Core Competencies for Senior Leader I, Senior Leader II, and Director
Leads StrategicallyLeverages Diversity and DifferencesEnsures or Manages ExecutionListens and Communicates EffectivelyDevelops Relationships and Fosters CollaborationBuilds or Manages TalentEstablishes TrustDisplays Self-Awareness
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Discussion
How do these apply in your environment?Which competencies do you feel leaders need the most development?In which of these competencies do your leaders excel?
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UM LEADS Progress Update
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UM LEADS Tools
Leadership Competency ModelsInterviewing GuidesLeadership 360° AssessmentLeadership 180° Self and Manager Assessment Option
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Components of Leadership Models
Four CategoriesStrategic LeadershipResults Leadership People Leadership Personal Leadership
Leadership Competencies and their DefinitionsBehaviorsBehavioral Anchors
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Interviewing Guide
Competency-Based InterviewingGuidelines for Developing and Asking Interview QuestionsConducting the Interview
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Interviewing Guide Attachments
Leadership Competencies and BehaviorsSample Experience and Self-Evaluation QuestionsCompetency ChecklistInterview Question GuideInterview Question Worksheet
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360° Assessment
BenefitsCurrent State and Future State360° Partnering ProcessCritical Success Factors
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360° Assessment Current State Future StateHave used multiple vendors and competencies
One vendor and internally developed competencies
Manager, Supervisor, and Individual Contributor level 360°’s, resulting in inability to do targeted delivery
Strategic approach to development; focus is Director level and above
OE is consistently at capacity for 360° delivery
Strategic and efficient use of OE resources resulting in more coordinated delivery
Challenging administration Partnering process ensures selected leaders are given development opportunity
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360° Partnering ProcessParticipant Identified
If OE is contacted by individuals, OE will notify the HR Director or OHR Consultant
Units continue to strategically select participants and identifies administrative single point of contact
HR Director or OHR Consultant
Plays an active role in managing requests or selecting leaders
Determines appropriateness
Calls or emails Rosie Barry
Organizational Effectiveness
Rosie Barry OE Consultant
Assigns OE Consultant
Contacts participant to reach 360 ⁰Agreement
Interprets 360 report ⁰and prepares for debrief
Participant
Works their 360 ⁰agreement - Identifies raters - Sends rater invitations
Attends confidential debrief session, resulting in an Individual Development Plan (IDP)
Works on their IDP and prepares for a 6 month check-in with OE Consultant
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360° Critical Success Factors
360° assessment is used as foundation for effective leadership developmentLeaders engage in their development AND their development is supported by their supervisor Partnering agreement is supported and followed