organisation?
10
minutes
I f a n i n d i v i d u a l w e r e t o d e p a r t f r o m t h e o r g a n i s a t i o n , h o w l o n g w o u l d it t a k e t o t r a i n a n e w e m p l o y e e t o t h e s a m e l e v e l o f
If a p o s i t i o n w a s t o b e c o m e v a c a n t , h o w w o u l d t h i s i m p a c t y o u r
proficiency?
1
S c e n a r i o 3:
In y o u r F i n a n c i a l M a n a g e m e n t T e a m y o u h a v e 4 F i n a n c e B u s i n e s s P a r t n e r s . E a c h F i n a n c e B u s i n e s s P a r t n e r is r e s p o n s i b l e f o r a s s i s t i n g 2 m a j o r
areas within your organisation. T h e T e a m has been encouraged to w o r k a u t o n o m o u s l y throughout the year and only w o r k s collaboratively during
t h e e n d o f f i n a n c i a l y e a r p r o c e s s . O n e F i n a n c e B u s i n e s s P a r t n e r h a s b e e n s u c c e s s f u l in o b t a i n i n g a s e c o n d m e n t to w o r k o n a project for 1 2 m o n t h s .
H o w w o u l d y o u classify t h e criticality of this r o l e ? W h y did y o u r e a c h this c o n c l u s i o n ?
S c e n a r i o 2:
Y o u r C o m m u n i t y E n f o r c e m e n t Officer h a s d e c i d e d to retire f r o m the organisation after 2 5 years. T h e E n f o r c e m e n t T e a m currently h a s 1 0
E n f o r c e m e n t O f f i c e r s a n d is l e a d b y a S e n i o r C o m m u n i t y E n f o r c e m e n t Officer. T h i s staff m e m b e r h a s b e e n e m p l o y e d in s e v e r a l different p o s i t i o n s
within the E n v i r o n m e n t a l S t a n d a r d s D e p a r t m e n t , including a range of administrative positions, working a s a ranger, parking officer and continuing to
their current role.
H o w w o u l d y o u classify t h e criticality of this r o l e ? W h y did y o u r e a c h this c o n c l u s i o n ?
S c e n a r i o 1:
Y o u r S e n i o r P o l i c y A d v i s o r m a n a g e s a t e a m o f 4 P o l i c y A d v i s o r s . E a c h P o l i c y A d v i s o r is r e s p o n s i b l e f o r a d i f f e r e n t f u n c t i o n r a n g i n g f r o m T r a n s p o r t
t o E c o n o m i c D e v e l o p m e n t . T h e S e n i o r P o l i c y A d v i s o r is r e s p o n s i b l e f o r t h e r e v i e w a n d a p p r o v a l of d o c u m e n t a t i o n , t h e p r e s e n t a t i o n of i n f o r m a t i o n t o
t h e c o m m u n i t y a n d t o t h e C o u n c i l l o r s . T h e S e n i o r Policy A d v i s o r h a s applied for long t e r m leave, for 8 m o n t h s , effective in 4 w e e k s .
H o w w o u l d y o u classify t h e criticality of this r o l e ? W h y did y o u r e a c h this c o n c l u s i o n ?
Time:
T o get you to think
Activity:
about:
T o get y o u t h i n k i n g a b o u t t h e criticality of a role.
A c t i v i t y 1A: D e f i n i n g R o l e Criticality
Outline:
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Activity:
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Activity 1B: Defining R o l e Criticality
Outline:
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NATURE OF ROLE
Critical R o l e
T h e r o l e p e r f o r m s a f u n c t i o n t h a t is d e e m e d c r i t i c a l t o t h e o p e r a t i o n a l o u t c o m e s o f t h e
department/business unit/branch/service/organisation.
T h e a b s e n c e of this role w o u l d s e e a significant n u m b e r of tasks/services c e a s e completely a s role
r e q u i r e m e n t s c o u l d n o t b e m e t t h r o u g h existing e m p l o y e e s o r s u p p l e m e n t e d in s o m e o t h e r w a y .
R o l e r e q u i r e m e n t s c o u l d be d e v e l o p e d in a prospective e m p l o y e e o v e r a period g r e a t e r t h a n
years.
2
important Role
T h e r o l e p e r f o r m s a f u n c t i o n t h a t is d e e m e d i m p o r t a n t t o t h e o p e r a t i o n a l o u t c o m e s o f t h e
department/business unit/branch/service.
T h e a b s e n c e of this role w o u l d s e e s o m e tasks/services moderately affected, h o w e v e r the majority
of role r e q u i r e m e n t s could b e m e t by w o r k re-organisation or t h r o u g h support f r o m existing
employees/consultants.
R o l e r e q u i r e m e n t s c o u l d b e d e v e l o p e d in a prospective e m p l o y e e o v e r a period l e s s t h a n 2 y e a r s .
Business a s Usual Role
T h e r o l e p e r f o r m s a f u n c t i o n t h a t is d e e m e d t o b e n e c e s s a r y t o t h e o p e r a t i o n a l o u t c o m e s o f t h e
department/business unit/branch/service.
T h e a b s e n c e of this role w o u l d s e e m i n i m a l n e g a t i v e i m p a c t t o t a s k s / s e r v i c e s in t h e s h o r t t e r m .
All role r e q u i r e m e n t s c o u l d b e m e t t h r o u g h w o r k r e - o r g a n i s a t i o n or t h r o u g h s u p p o r t f r o m existing
e m p l o y e e s / t e m p o r a r y staff/ c o n s u l t a n t s .
R o l e r e q u i r e m e n t s c o u l d b e d e v e l o p e d in a p r o s p e c t i v e e m p l o y e e o v e r a p e r i o d l e s s t h a n
6mths.
6
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P E R F O R M A N C E DEFINITIONS
HIGH P E R F O R M A N C E
Consistently exceeds operating, technical, and professional output required
Consistently e x c e e d s m a n a g e r i a l task r e q u i r e m e n t s e.g. planning, organising,
c o m m u n i c a t i n g with peers & others, developing their staff and/or selves
D e m o n s t r a t e s e x c e l l e n t l e a d e r s h i p ability, including e s t a b l i s h i n g a n d c o m m u n i c a t i n g
b u s i n e s s direction; a n d e n a b l i n g staff to p e r f o r m at t h e highest s t a n d a r d
A c h i e v e s r e s u l t s in a w a y t h a t a l w a y s b u i l d s a n d m a i n t a i n s c o n s t r u c t i v e w o r k i n g
relationships with m a n y parties, including subordinates
Usually given the tougher assignments
•
O b t a i n s 9 0 % in A n n u a l P e r f o r m a n c e
•
•
•
•
•
review
N B R e s u l t s a t t h i s l e v e l w o u l d n o r m a l l y b e s u s t a i n e d f o r a n e x t e n d e d p e r i o d ( u s u a l l y 12 m t h m i n .
PERFORMING TO REQUIRED BUSINESS STANDARD
•
•
•
•
•
C o n s i s t e n t l y m e e t s or e x c e e d s all o p e r a t i n g , t e c h n i c a l a n d p r o f e s s i o n a l o u t p u t r e q u i r e d
Consistently m e e t s or e x c e e d s m a n a g e r i a l task n e e d s
D e m o n s t r a t e s e f f e c t i v e n e s s in l e a d e r s h i p
A c h i e v e s r e s u l t s in a w a y t h a t u s u a l l y b u i l d s a n d m a i n t a i n s c o n s t r u c t i v e w o r k i n g
relationships
Occasionally assigned extra work
N B A p e r s o n in t h i s c a t e g o r y m a y b e a n e x c e p t i o n a l p e r f o r m e r f o r a s h o r t p e r i o d b u t is u s u a l l y
considered a s an effective performer on a s u s t a i n e d basis.
LOW PERFORMANCE - HAS ISSUES
•
•
•
•
•
Generally acts below the n o r m a l high standards set for the execution of m o s t operating,
technical and professional output requirements, and managerial tasks
O c c a s i o n a l l y d e m o n s t r a t e s n e c e s s a r y l e a d e r s h i p ability; but u s u a l l y d e m o n s t r a t e s
insufficient l e a d e r s h i p ability
A c h i e v e s r e s u l t s in a w a y t h a t d o e s n o t a l w a y s b u i l d a n d m a i n t a i n i n g c o n s t r u c t i v e w o r k i n g
relationships
R e q u i r e s a lot of t h e b o s s ' t i m e t o m a n a g e
W o u l d n o t e l i c i t b o s s ' c o n c e r n if t h i s p e r s o n l e f t t h e o r g a n i s a t i o n
N B A n i n d i v i d u a l in t h i s c a t e g o r y c a n b e a n e f f e c t i v e p e r f o r m e r f o r a s h o r t p e r i o d b u t u s u a l l y
performs at a level below s t a n d a r d .
7
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POTENTIAL DEFINITIONS
FAST TRACK
( i . e . r e a d y t o t a k e t h e n e x t l e a d e r s h i p l e v e l " s t e p " w i t h i n 1-3
years)
Oriented toward the total business' results, not just focused o n the success of their o w n
area.
•
H a s a business perspective beyond current organisational
•
E x h i b i t s m a n a g e r i a l skills c o n s i d e r e d in k e e p i n g w i t h t h o s e e x p e c t e d at t h e n e x t h i g h e s t
organisational level
D e m o n s t r a t e s l e a d e r s h i p skills e x p e c t e d at t h e n e x t h i g h e s t o r g a n i s a t i o n a l level.
R e g u l a r l y w o r k s at building n e w skills & abilities.
•
•
Exhibits operating, technical a n d p r o f e s s i o n a l skills that are e x t r e m e l y b r o a d a n d
•
•
GROWTH POTENTIAL
l e v e l v t ^ i t h i n 1-2
•
•
•
•
•
deep.
level.
(i.e. c a n b e p r o m o t e d t o l a r g e r j o b a t s a m e
leadership
years.)
E x h i b i t s o p e r a t i n g , t e c h n i c a l a n d p r o f e s s i o n a l skills at a s u p e r i o r s t a n d a r d to w h a t is
required at their current o r g a n i s a t i o n a l level.
Exhibits m a n a g e r i a l / organisational skills that are high for current organisational level
F r e q u e n t l y d e m o n s t r a t e s leadership skills that are high for current position
A d d s n e w s k i l l s w h e n t h e j o b c a l l s f o r it
Aspires to greater challenges but primarily at the s a m e organisational level
WELL PLACED
(i.e. c a n i m p r o v e i n c u r r e n t r o l e w i t h s a m e l e v e l o f e f f o r t b e i n g
sustained)
U n d e r s t a n d s the job at hand.
Is f o c u s e d p r i m a r i l y o n t e c h n i c a l
•
•
O n balance, exhibits technical, professional, m a n a g e r i a l a n d leadership skills a c c e p t a b l e
for current organisational level
D e m o n s t r a t e s little e f f o r t o r i n t e r e s t in b u i l d i n g n e w s k i l l s - b u t d o e s k e e p c u r r e n t skills
sharp.
Aspires to stay with the company, as opposed to assuming bigger challenges
Is m o t i v a t e d t o d o w h a t is n e e d e d in c u r r e n t j o b .
•
•
•
•
success.
8
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POTENTIAL- PERFORMANCE
Low
Performance
7
Fast
Growth
Track
To Standard
Performance
MATRIX
High
8
NEW APPOINTS or
P A S T S T A R S
HIGH
4
Potential
Performance
9
POTENTIAL
S T A R S
5
MISSPENT
T A L E N T
Well
A L L
6
R O U N D E R
VALUED
CONTRIBUTOR
2
Placed
POOR
P E R F O R M E R
1
1
TRIED &
3
HIGH
P R O F E S S I O N A L
T R U E
9
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TALENT DEFINITIONS
Box 9
•
Star
Superior P e r f o r m a n c e & Potential m e a n s that these people are ready for a m o v e to a higher level
position or assignment.
I.e. r o l e s t h a t w i l l c o n t i n u e t o p r o v i d e t h e m w i t h s t r o n g a n d / o r s t e e p l e a r n i n g o p p o r t u n i t i e s .
Related issues
F C C n e e d s t o e n s u r e t h a t r e m u n e r a t i o n f o r t h e s e p e o p l e is at a p p r o p r i a t e l e v e l s ;
T h e r e n e e d s t o b e a c t i v e a n d t a i l o r e d r e t e n t i o n s t r a t e g i e s in p l a c e f o r e v e r y p e r s o n w i t h i n t h i s g r o u p ,
Box 8
«
•
High Potential
T h e s e p e o p l e a r e c l e a r l y s e e n a s b e i n g a s v a l u a b l e in t h e f u t u r e a s t h e y a r e n o w .
F o c u s should be on helping t h e m to e n h a n c e their p e r f o r m a n c e level e.g. stretch goals, project
based learning.
Box 7
•
•
Newly Appointed or Past Star
T h e s e are people w h o n e e d m o r e t i m e and e x p e r i e n c e within the higher role; or coaching to regain
previous performance levels; or c o m m e n c e performance i m p r o v e m e n t plan around substandard
performance.
S h o u l d be considered as a low % of the total workforce under review.
Box 6
•
•
Valued Contributor
A s s e s s e d a s t h e t y p e o f p e r s o n w h o c o u l d play a significant role at a h i g h e r level in t h e f u t u r e
Probably considered as already having the necessary capabilities but h a s not yet gained the
associated experiences.
W o u l d p r o b a b l y r e m a i n at t h e s a m e l e a d e r s h i p l e v e l for t h e t i m e b e i n g ; but s h o u l d b e d e v e l o p e d in
w a y s that a l l o w t h e m to prepare for t h e next level e.g. a s s i g n m e n t s , n e w skills, c h a l l e n g e s
Box 5
Ail R o u n d e r
C o u l d b e c o n s i d e r e d f o r a b i g g e r j o b a t t h e i r c u r r e n t l e v e l if p e r f o r m a n c e i s m a i n t a i n e d o r i m p r o v e d .
C o u l d a l s o o c c u p y a h i g h e r p o s i t i o n in a c a r e t a k e r c a p a c i t y until t h e right p e r m a n e n t c a n d i d a t e is
available
L i k e s v a r i e t y & c h a n g e a n d is s e e n a s a d a p t a b l e t o m a n y d i f f e r e n t p o s i t i o n s
R e l a t e d I s s u e s T h i s g r o u p s h o u l d n o t b e o v e r l o a d e d w i t h p e o p l e w h o m o r e realistically b e l o n g in b o x 2
or 4.
•
I.e. m a n a g e r i a l a s s e s s m e n t n e e d s t o b e o n t h e b a s i s o f w h a t t h e i r p a s t p e r f o r m a n c e j u s t i f i e s r a t h e r
t h a n w h a t is h o p e d f o r in t h e f u t u r e
Box 4
"
•
•
Misspent Talent
S e e n a s talented individuals h o w e v e r h a v e yet to really p e r f o r m to their best.
T i g h t p e r f o r m a n c e m a n a g e m e n t w i t h i n t h e i r c u r r e n t r o l e is k e y .
Investigation of personal/professional motivators currently limiting potential should be u n d e r t a k e n
a n d r e m e d i a t i o n s t r a t e g i e s (if a p p r o p h a t e ) a c t i o n e d .
H a v e b e e n a s s e s s e d a s h a v i n g t h e potential to a d d skills but aren't applying the skills t h e y a l r e a d y
possess
10
FairfieldCity
Box 3
•
•
•
High Professional
P r e d o m i n a n t l y i n t e r e s t e d in t h e i r f u n c t i o n a l a r e a o n l y .
W i s h to d e e p e n rather t h a n b r o a d e n their skill portfolio.
Will often coach those w h o are less experienced or knowledgeable.
C a n often be m o v e d to other role a n d perform well; although t h e s e m o v e s are generally s e e n as
being at the current level.
R e l a t e d I s s u e s N e e d to be able to continually recognise their contributions to the b u s i n e s s e.g.
i n v o l v e m e n t in t r a i n i n g / C r o s s f u n c t i o n a l project t e a m s ?
C a n n o t be t a k e n for granted.
Box 2
•
Tried & True
Still r e g a r d e d t o h a v e p o t e n t i a l t o i m p r o v e , h o w e v e r m a y g o e i t h e r w a y d e p e n d i n g o n w h e t h e r their
performance improves or declines over time.
Investigation of personal/professional motivators currently limiting potential should be u n d e r t a k e n
a n d r e m e d i a t i o n s t r a t e g i e s (if a p p r o p r i a t e ) a c t i o n e d .
Box 1
Poor Performer
P e r f o r m a n c e i m p r o v e m e n t plans n e e d to be initiated i m m e d i a t e l y
C o n s i d e r r e a s s i g n m e n t t o a l o w e r l e a d e r s h i p l e v e l if a p p r o p r i a t e ;
11
FairfieldCfty
TURN/ADAPTABILITY
Turn
Mastery
T h e e m p l o y e e is h i g h l y s k i l l e d a t a d a p t i n g t o a n d m a s t e r i n g n e w s i t u a t i o n s , o p e r a t i o n a l c h a n g e s
a n d / o r r e s p o n d i n g c o m p e t e n t l y to b u s i n e s s critical r e q u i r e m e n t s a s n e c e s s a r y .
T h e e m p l o y e e has a high level of s e l f - a w a r e n e s s and has reached pragmatic levels of " C o n s c i o u s
Incompetence" w h e n presented with n e w situations.
T h e e m p l o y e e is h i g h l y i n d e p e n d e n t a n d c a p a b l e o f r a p i d l y a c q u i r i n g n e c e s s a r y / b u s i n e s s critical
k n o w l e d g e , whilst instilling c o n f i d e n c e a m o n g s t t h o s e that t h e y interact with.
Turn Potential
R e g u l a r r e v i e w o f p e r f o r m a n c e w i t h p e e r s / t e a m m e m b e r s is n e e d e d t o a s s i s t in instilling c o n f i d e n c e
a m o n g s t t h o s e t h a t t h e y i n t e r a c t w i t h in t h e e a r l y s t a g e s o f t r a n s i t i o n t o n e w a c c o u n t a b i l i t y .
•
T h e e m p l o y e e is p r e d o m i n a t e l y i n d e p e n d e n t a n d c a p a b l e o f a c q u i r i n g n e c e s s a r y / b u s i n e s s critical
k n o w l e d g e ; h o w e v e r m a y r e q u i r e s o m e c l o s e s u p e r v i s i o n in t h e e a r l y s t a g e s o f t r a n s i t i o n t o a n e w
accountability.
•
T h e e m p l o y e e has a reasonable self-awareness, and has s o m e level of " C o n s c i o u s I n c o m p e t e n c e "
w h e n presented with n e w situations, h o w e v e r m a y be occasionally inclined to o v e r step the m a r k .
•
T h e e m p l o y e e can adapt to n e w situations, operational c h a n g e s and/or responding competently to
b u s i n e s s critical r e q u i r e m e n t s p r o v i d e d t h e r e is s o m e initial f a m i l i a r i t y ,
•
Turn Supported
T h e e m p l o y e e can adapt to n e w situations, operational c h a n g e s and/or responding competently to
b u s i n e s s critical r e q u i r e m e n t s p r o v i d e d t h e r e is c l o s e s u p e r v i s i o n a n d s u p p o r t f r o m m o r e
experienced team members/managers. ,
S e l f - a w a r e n e s s is i n t e r m i t t e n t l y d i s p l a y e d w h e n p r e s e n t e d w i t h n e w s i t u a t i o n s , h o w e v e r , s u b s t a n t i a l
s u p e r v i s i o n will b e r e q u i r e d t o m i n i m i s e a n y n e g a t i v e p e r f o r m a n c e i m p a c t s in t h e e a r l y s t a g e s o f
transition to n e w accountability.
T h e e m p l o y e e w i l l b e c o m e i n d e p e n d e n t o v e r t i m e ; h o w e v e r will r e q u i r e c l o s e s u p e r v i s i o n in t h e e a r l y
stages of transition to a n e w accountability.
•
R e g u l a r r e v i e w o f p e r f o r m a n c e w i t h p e e r s / t e a m m e m b e r s is n e e d e d t o a s s i s t in instilling c o n f i d e n c e
a m o n g s t t h o s e that t h e y interact w i t h in t h e e a r l y s t a g e s o f t r a n s i t i o n t o n e w a c c o u n t a b i l i t y .
NIL
T h e e m p l o y e e d o e s not adapt will to n e w situations or operational c h a n g e s .
P r e d o m i n a t e l y d e m o n s t r a t e s a f e a r / r e s i s t a n c e b e h a v i o u r in r e s p o n s e t o c h a n g e .
•
W i l l n e e d significant transitional a r r a n g e m e n t s , s h o u l d t h e y be c o n s i d e r e d a s a S u c c e s s o r to a critical or
important role.
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