Nova Scotia
Nova
Scotia
Public
Public
Service
Service
Commission
Commission
Leadership Development
Nova Scotia Public Service
October 7, 2009
Presented by Debbie Thomas
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Leadership Development
Framework
Nova Scotia
Nova
Scotia
Public
Public
Service
Service
Commission
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
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Driven By Strategy & Active Senior
Leadership Involvement
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Scotia
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Commission
What results do
we need?
What are the
challenges?
What type of
leadership do we
need?
Leadership
Development
Plan
What leadership
skills are needed
for success?
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Leadership Development
Leadership Competencies as the Core
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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
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Competencies Defined
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Cognitive
Intelligence
Skills
Technical
Competencies
Knowledge
Self Image
Emotional
Intelligence
Traits
Behavioral
Competencies
Motives
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Why Competencies?
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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
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Nova Scotia Government
Leadership Competency Profile
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•Strategic Orientation
•Decisiveness
•Development of People
•Team Leadership
•Achievement Orientation
•Self-confidence/Courage of Convictions
•Impact and Influence
•Relationship Building
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Scaled Competencies
Impact and Influence
Degree of Sophistication
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
D. Uses Indirect Influence
E. Uses Complex Influence Strategies
Leadership Development
Value Based
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Respect
Integrity
Diversity
Accountability
Public Good
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Organizational Climate
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Climate is defined as the employee’s
perceptions of aspects of their work
environment that impact their ability
to do their jobs well
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Six Dimensions of Organizational Climate
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•Flexibility
•Responsibility
•Standards
•Rewards
•Clarity
•Team Commitment
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Flexibility
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?
Responsibility
Definition:
Questions to ask:

Employees have a lot of
authority delegated to them

Are important tasks
delegated to employees?

Employees have freedom to
make decisions about doing
their own job

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?

Employees are held fully
accountable for the outcome
of their work
Standards
Definition:



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?
Rewards
Definition:
Questions to ask:

Rewards and recognition
linked directly to performance

Do rewards outweigh
punishment?

Rewards and recognition
differentiate levels of
performance

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?

People know where they
stand in terms of their
performance
Clarity
Definition:

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?
Team Commitment
Definition:

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?
Relationship Between Corporate Values
and Climate Dimensions
Values
Climate Dimensions
Rewards
Respect
Integrity
Team Commitment
Standards
Flexibility
Diversity
Team Commitment
Responsibility
Accountability
Standards
Public Good
Clarity
Standards
Leadership Development
360 Assessment/Individualized Plans
Nova Scotia
Nova
Scotia
Public
Public
Service
Service
Commission
Commission
360°Leadership Competency
Assessment
Organizational Climate Survey
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360°Feedback
Competency Summary Report
Competencies
Avg.
Total
Others
Rating
%Total
others
Ratings
Percentage of Scale
00
Decisiveness
2.9
73
Strategic Orientation
5.6
93
50
0
Total Others
Self
100
Strength
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
3.5
3.5
3.5
C. Maintains Confidence In Face of Strong Challenges
3.0
3.1
2.5
2.5
B. Maintains Positions when Faced With Opposition
1.5
A. Has Confidence In Own Opinions and Capability
Total
Others
Self
Mgr
Dir
Rept
Peer
Climate Reports
Competency Development Integrated
HR Systems
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Recruitment
Selection
Reward
Career
Pathing
Leadership
Development
Talent
Management
Individual
Training and
Development
Performance
Management
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WHY LEADERSHIP DEVELOPMENT?
Leaders Drives Results
Leadership
Competencies
&
Leadership Style
50-70% of variance in
Organizational Climate
can be explained by
Leadership Behaviors
Organizational
Climate
Results
Up to 30% of variance in
Performance Results can be
explained by differences in
Organizational
Climate
Nova Scotia Public Service
Leadership Development
Nova Scotia
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QUESTIONS
?
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