PARTICIPATING IN EX APPOINTMENT
PROCESSES
Executive Resourcing
Staffing and Assessment Services Branch
Public Service Commission of Canada
MODULES
1. Applying for an appointment process
2. Assessment boards and the appointment process
3. Preparing yourself
4. Types of questions
5. What if you don’t succeed?
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1. APPLYING FOR AN APPOINTMENT
PROCESS
1. Are you in the area of selection?
2. Do you meet the essential qualifications on the
advertisement?
3. Do you have the time to dedicate to prepare yourself
adequately? Are you available for assessment?
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APPLY SELECTIVELY
• Be strategic
• Be focused
• Be realistic – be pragmatic, think long term
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SUBMIT AN UP-TO-DATE CV
• Choose from a range of styles
• Adapt your CV to the specific appointment process
(Statement of Merit Criteria)
• Be brief and concise
• Profile significant achievements
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PRECISE COVERING LETTER
• Complement your CV
• Address each specific screening requirement (i.e. Education,
Experience)
• Be precise and explicit (make sure it is supported in your
CV)
• Create interest and attract attention
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2. ASSESSMENT BOARDS AND THE
APPOINTMENT PROCESS
• Increasing variety of boards
• More rigour
• Departmental differences
• Written tests
• Involvement of clients and colleagues
• Collective Staffing and Functional Communities
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TOOLS USED IN THE EVALUATION PROCESS
• Screening
• Testing at the Personnel Psychology Centre (PPC) or other
centres
• Written knowledge / competencies test
• Simulated presentation
• Structured interviews
• Structured reference checks
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THE LEADERSHIP COMPETENCIES
• 1. Values and Ethics:
• Integrity and
• Respect
• 2. Strategic Thinking:
• Analysis and
• Ideas
• 3. Engagement:
• People,
• Organizations,
• Partners
• 4. Management Excellence:
• Action Management,
• People Management,
• Financial Management
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3. PREPARING YOURSELF
• Critical to being successful on EX appointment processes
• Start preparing once you have applied for a position
• Must be able to effectively demonstrate the knowledge and
competencies required for the position
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EXPECTATIONS OF EX ASSESSMENT BOARDS
• Big picture perspective
• Structured synthesis of knowledge
• Organizational awareness
• Leadership competencies
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KNOW THE ORGANISATION
• Government priorities
• Department specific priorities
• Function specific priorities
• Auditor General Reports
• Recent press clippings
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KNOW THE JOB
• Unique characteristics
• Organizational context
• Major issues and challenges
• Knowledge and background required
• Competencies required
• Statement of Merit Criteria and Job Description
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KNOW YOURSELF
• How does this job fit into your career plan?
• What is your competency profile?
• How do you measure yourself?
• Your views on leadership and management and on current
management issues?
• Create a personal “Library of Experiences”
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SELLING YOURSELF EFFECTIVELY
• Be self aware
• Project your achievements and qualities
• Use a presentational style
• Act like you have the position
• Exude leadership
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GENERAL STRATEGIES
• Arrive relaxed and on time
• Manage your time
• Structure your answers
• Use of “I” and “WE”
• Provide current and relevant examples
• Be strategic
• Answer as if you have the job
• Keep eye contact with board members
• Don’t forget to mention how you involve your staff
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PREPARATION OF YOUR REFERENCES
• Select appropriate and recent references
• Ensure their co-operation and availability
• Review accomplishments with them
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4. TYPES OF QUESTIONS
• Strategic questions
• Knowledge-based questions
• Behavioural event questions
• Situational questions
• Traditional marketing questions
• Probes
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STRATEGIC QUESTIONS
• Focus on strategic, conceptual and priority issues
• Present macro level viewpoint
• Link up to Government priorities
• Link down to position responsibilities
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KNOWLEDGE-BASED QUESTIONS
• Examine required knowledge
• Could be directed to various frameworks, processes,
strategies, papers or initiatives
• Demonstrate other competencies
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BEHAVIOURIAL EVENT QUESTIONS
• Past behaviour predicts future behaviour
• “Tell us about a time when…”
• Focus is on required competencies
• Structure your responses
• Use your “Library of Personal Experience”
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SITUATIONAL QUESTIONS
• Describes a hypothetical work situation
• Usually broadly stated
• Make and state assumptions
• Share action plan
• Explain your actions
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TRADITONAL “MARKETING” QUESTIONS
• Describe your background, experience and personal abilities
• Create a lasting impression
• Be concise, creative and interesting
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PROBES
• Should I expect probes?
• What do probes mean?
• Listen carefully, think and respond
• Continue to be mindful of the time
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5. WHAT IF YOU DON’T SUCCEED
• Keep things in perspective
• Get feedback (informal discussion) what can you do to
improve on your performance
• Reflect on lessons learned
• Develop a plan of action
• Nurture a positive attitude
• Get coaching, training
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SITES OF INTEREST
• Leadership competencies
• http://www.psagency-agencefp.gc.ca/leadership/klc-ccl/definitions_e.asp
• Information on preparing for an EX appointment process
• http://www.psc-cfp.gc.ca/sas-sde/ex/index-eng.htm
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