PARTICIPATING IN EX APPOINTMENT PROCESSES

1. Executive Resourcing Staffing and Assessment Services Branch Public Service Commission of Canada PARTICIPATING IN EX APPOINTMENT PROCESSES

2. MODULES • Applying for an appointment process • Assessment boards and the appointment process • Preparing yourself • Types of questions • What if you don’t succeed?

3. 1. APPLYING FOR AN APPOINTMENT PROCESS • Are you in the area of selection? • Do you meet the essential qualifications on the advertisement? • Do you have the time to dedicate to prepare yourself adequately? Are you available for assessment?

4. APPLY SELECTIVELY • Be strategic • Be focused • Be realistic – be pragmatic, think long term

5. 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

6. 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

7. 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

8. 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

9. 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

10. 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

11. EXPECTATIONS OF EX ASSESSMENT BOARDS • Big picture perspective • Structured synthesis of knowledge • Organizational awareness • Leadership competencies

12. KNOW THE ORGANISATION • Government priorities • Department specific priorities • Function specific priorities • Auditor General Reports • Recent press clippings

13. KNOW THE JOB • Unique characteristics • Organizational context • Major issues and challenges • Knowledge and background required • Competencies required • Statement of Merit Criteria and Job Description

14. 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”

15. SELLING YOURSELF EFFECTIVELY • Be self aware • Project your achievements and qualities • Use a presentational style • Act like you have the position • Exude leadership

16. 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

17. PREPARATION OF YOUR REFERENCES • Select appropriate and recent references • Ensure their co-operation and availability • Review accomplishments with them

18. 4. TYPES OF QUESTIONS • Strategic questions • Knowledge-based questions • Behavioural event questions • Situational questions • Traditional marketing questions • Probes

19. STRATEGIC QUESTIONS • Focus on strategic, conceptual and priority issues • Present macro level viewpoint • Link up to Government priorities • Link down to position responsibilities

20. KNOWLEDGE-BASED QUESTIONS • Examine required knowledge • Could be directed to various frameworks, processes, strategies, papers or initiatives • Demonstrate other competencies

21. 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”

22. SITUATIONAL QUESTIONS • Describes a hypothetical work situation • Usually broadly stated • Make and state assumptions • Share action plan • Explain your actions

23. TRADITONAL “MARKETING” QUESTIONS • Describe your background, experience and personal abilities • Create a lasting impression • Be concise, creative and interesting

24. PROBES • Should I expect probes? • What do probes mean? • Listen carefully, think and respond • Continue to be mindful of the time

25. 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

26. 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