leadership and management process

IPC 2016Human Resources Development Bureau

WhoareYOU?

doWhere

YOUfit in?

I’m Val. I provide support

What do

Contribute?YOU

The right hand is a bit weak.

Val can provide TA

there.

What kind of weakness?

Lack of coordination

Who has capacity for coordination?

Val, we need support in the right

Can you help in the area?

Happy to serve!

makesWhat

YOUa goodLeader?

What’s inside me?

Leadership & ManagerialFunctional

Delivering

Excellent

ResultsPersonal

Effecti

veness

Thinking Strategically & Systemically

Problem Solving and Decision

Making

Planning and Organizing

Facilitating Change and Innovation

Creating an Environment for Learning and Growth

Engaging and Inspiring Teams

Collaborating and

Networking

Personal Effectiveness

Delivering Excellent Results

Thinking Strategically and Systemically

Problem Solving and Decision Making

Collaborating and Networking

Commitment to Credible Public Service

ActivityTime1

1. Form pairs. Each pair is provided a list of Core, and Leadership and Managerial Competencies.

2. Each participant provides an instance of an issue that through specific inputs, led to a specific outcome. It must display the specific level required of the specific competency assigned.

3. Discuss with your partner. Then everyone discusses with the plenary. Critiquing follows.

ActivityTime2

Issue at hand is a change in administration.

The Outcome is the Luzon Cluster as a stronghold.

What are the indicators? What competencies are displayed?

ActivityTime2.5

Issue at hand is High turnover rate & short

average tenure of staff.

ActivityTime2.5

1. What specific competencies can serve as guideposts for the issue at hand?

2. If we are to state this as a success indicator (output or outcome based) what would this indicator be?

3. How are the competencies earlier identified with the issue at hand expressed in the indicator? This can be done through the necessary Quality Quantity and Time.

ActivityTime2.5

You can look at it from a Micro, Macro or Mezzo perspective. Make sure to remember that this has to link with

how you are personally responsible and accountable.

ActivityTime2.5

Issue at hand is High turnover rate & short

average tenure of staff.

ActivityTime3

What were the key issues you noted in the OPCR session? What are the key issue you

talked about in the IPC-PRE with SCJS? During the 360 assessment?

ActivityTime3

There can still be Fixed and Open indicators, but with regards to Fixed indicators, does the current list truly display your accountability and your use of Leadership and Management? See the key questions of Secretary for Fixed indicators. We can reformulate new fixed indicators based on if certain indicators are shared by all, or fixed indicators for a certain group.

leadership and management process

Data & Analytics