Developing Leaders: Changing of the Guard

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Julie Brill, Office of Personnel Management, OPM, Developing Leaders: Changing of the Guard, Blackboard Federal Strategies Workshop 04/10/13

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Developing Leaders: Changing of the Guard

  1. 1. Developing Leaders:Changing of the Guard
  2. 2. Changing Federal Executive Workforce • Slightly more than one-third of SES are eligible for retirement within one year • About 50 % of SES are eligible for retirement within three years • Three-fifths (60%) of SES are eligible for retirement within five years • Close to 600 SES retired in 2012 2
  3. 3. Changing Federal Executive Workforce 3
  4. 4. OPM’s Employee Viewpoint Survey (EVS) EVS Items EVS 2012 Private Sector 2012Overall, how good a job do you 68% 76%feel is being done by yourimmediate supervisor/teamleader?How satisfied are you with your 52% 58%involvement in decisions thataffect your work?How satisfied are you with the 48% 65%information you receive frommanagement on what’s going onin your organization? 4
  5. 5. Federal Supervisory Training Framework• Outlines mandatory and recommended training for aspiring leaders and new supervisors• The framework incorporates training mandated by 5 CFR 412• The framework also includes key training recommendations for supervisors from other Governmentwide initiatives and laws 5
  6. 6. Federal Supervisory Training• Framework 5 CFR 412 also requires new supervisors to receive: • Initial supervisory training within one year of the new supervisor’s appointment, • and • Retraining in all areas at least once every three years• Agencies must also provide training when employees make critical career transitions• Supervisory training must reach beyond the requirements in 5 CFR 412• Agencies may find online solutions for some of the areas indicated on the framework in their learning management systems 6
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  8. 8. Federal Managerial Training Framework• Managers, as defined by OPM, direct the work of an organizational unit, are held accountable for the success of specific line or staff functions, monitor and evaluate the progress of the organization toward meeting goals, and make adjustments in workplace objectives, work plans, schedules, and commitment of resources.• Managers, who typically supervise first-line supervisors, require a different skill set than supervisors. • Agency mission success is dependent on managers’ ability to effectively manage people and programs• Unfortunately managers are often hired for their technical proficiency, rather than their skills to manage people (MSPB)• OPM is working in partnership with the CLO Council to develop a comprehensive framework to address the key technical and leadership competencies 8
  9. 9. Executive Core Qualifications (ECQs)• “Executive Qualifications” is the term used in statute [U.S.C. 3393] to describe the qualifications required of all agency selectees for the SES• Qualifications must be certified by a QRB for all initial career appointments to the SES• These qualifications are in addition to specific professional or technical qualifications agencies establish for individual jobs• OPM has defined executive qualifications in terms of five meta-leadership competencies associated with SES-level jobs: • Leading change • Leading people • Results driven • Business acumen • Building coalitions 9
  10. 10. EXECUTIVE CORE QUALIFICATIONS (ECQs) Leading Change Leading People Results Driven Business Acumen Building Coalitions DefinitionsThis core qualification involves the ability This core qualification involves the This core qualification involves This core qualification This core qualification involvesto bring about strategic change, both ability to lead people toward meeting the ability to meet organizational involves the ability to the ability to build coalitionswithin and outside the organization, to the organizations vision, mission, and goals and customer expectations. manage human, financial, internally and with othermeet organizational goals. Inherent to this goals. Inherent to this ECQ is the Inherent to this ECQ is the ability and information resources Federal agencies, State andECQ is the ability to establish an ability to provide an inclusive to make decisions that produce strategically. local governments, nonprofitorganizational vision and to implement it in workplace that fosters the high-quality results by applying and private sectora continuously changing environment. development of others, facilitates technical knowledge, analyzing organizations, foreign cooperation and teamwork, and problems, and calculating risks. governments, or international supports constructive resolution of organizations to achieve conflicts. common goals. Competencies• Creativity and Innovation • Conflict Management • Accountability • Financial Management • Partnering• External Awareness • Leveraging Diversity • Customer Service • Human Capital • Political Savvy Management• Flexibility • Developing Others • Decisiveness • Influencing/ Negotiating • Technology Management• Resilience • Team Building • Entrepreneurship• Strategic Thinking • Problem Solving• Vision • Technical CredibilityFundamental Competencies: These competencies are the foundation for success in each of the ECQs. Fundamental Competencies: These competencies are the foundation for success in each of the ECQs.•• Interpersonal Skills Interpersonal Skills •• Oral Communication Oral Communication •• Continual Learning Continual Learning•• Written Communication Written Communication •• Integrity/Honesty Integrity/Honesty •• Public Service Motivation 10 Public Service Motivation
  11. 11. Succession Planning• Barriers• Manager’s Role• 70-20-10 Rule of Development• Qualified Candidates Pool• Balance Individual Development with Collaboration
  12. 12. Best Practices• Guide to Executive Developmenthttp://chcoc.gov/Transmittals/Attachments/trans5241.pdf• Research study with George Mason University 12
  13. 13. OPM Tools• Online courses• HR University and OPM’s Training and Development Wiki http://www.opm.gov/wiki/training/Index.aspx• Case study and classroom-based course on Collaboration 13

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