Welcome to the Information Session

on

Leadership Competency Models

UM LEADS

University of MinnesotaLeadership Effectiveness And Development Strategies

UM LEADS Agenda

Strategic Framework for UM LEADS Overview of Approach and Model Development UM LEADS Tools

Leadership Competency Models Interviewing Guides360° Assessment Process180° Self and Manager Assessment Option

Discussion and Next Steps

Strategic Talent Management

SystemDevelopment

Performance Management

Selection and Hiring

Competency Model

Succession Management

Our Approach

Develop and enrich leadership through a comprehensive talent management systemAgree on a definition of leadership for the University of MinnesotaDevelop fully customized, U of M-specific competency modelsConsider incumbents in each role as subject matter expertsUse PDI’s models as guides

Benefits of This Approach

Acknowledges academic cultureDoesn’t try to force fit an existing modelGarners buy-in through involvementGrounded in leaders’ description of leadership in their roles

The Final Result

A fully customized talent management system that enables us to select, hire, develop, support performance, and manage the succession of leaders at the U of M Ultimately, to develop leadership and meet future challenges

Competency Model Development Process

Focus groups, interviews, and surveys with incumbents in each roleCombined, distilled, and categorized dataIdentified themes and behaviorsDeveloped behavioral anchorsDeveloped brief definitions Vetted by incumbents, supervisors, and direct reports

Core Competencies for Senior Leader I, Senior Leader II, and Director

Leads StrategicallyLeverages Diversity and DifferencesEnsures or Manages ExecutionListens and Communicates EffectivelyDevelops Relationships and Fosters CollaborationBuilds or Manages TalentEstablishes TrustDisplays Self-Awareness

Discussion

How do these apply in your environment?Which competencies do you feel leaders need the most development?In which of these competencies do your leaders excel?

UM LEADS Progress Update

UM LEADS Tools

Leadership Competency ModelsInterviewing GuidesLeadership 360° AssessmentLeadership 180° Self and Manager Assessment Option

Components of Leadership Models

Four CategoriesStrategic LeadershipResults Leadership People Leadership Personal Leadership

Leadership Competencies and their DefinitionsBehaviorsBehavioral Anchors

Interviewing Guide

Competency-Based InterviewingGuidelines for Developing and Asking Interview QuestionsConducting the Interview

Interviewing Guide Attachments

Leadership Competencies and BehaviorsSample Experience and Self-Evaluation QuestionsCompetency ChecklistInterview Question GuideInterview Question Worksheet

360° Assessment

BenefitsCurrent State and Future State360° Partnering ProcessCritical Success Factors

360° Assessment Current State Future StateHave used multiple vendors and competencies

One vendor and internally developed competencies

Manager, Supervisor, and Individual Contributor level 360°’s, resulting in inability to do targeted delivery

Strategic approach to development; focus is Director level and above

OE is consistently at capacity for 360° delivery

Strategic and efficient use of OE resources resulting in more coordinated delivery

Challenging administration Partnering process ensures selected leaders are given development opportunity

360° Partnering ProcessParticipant Identified

If OE is contacted by individuals, OE will notify the HR Director or OHR Consultant

Units continue to strategically select participants and identifies administrative single point of contact

HR Director or OHR Consultant

Plays an active role in managing requests or selecting leaders

Determines appropriateness

Calls or emails Rosie Barry

Organizational Effectiveness

Rosie Barry OE Consultant

Assigns OE Consultant

Contacts participant to reach 360 ⁰Agreement

Interprets 360 report ⁰and prepares for debrief

Participant

Works their 360 ⁰agreement - Identifies raters - Sends rater invitations

Attends confidential debrief session, resulting in an Individual Development Plan (IDP)

Works on their IDP and prepares for a 6 month check-in with OE Consultant

360° Critical Success Factors

360° assessment is used as foundation for effective leadership developmentLeaders engage in their development AND their development is supported by their supervisor Partnering agreement is supported and followed