Simulation for the Identification of Senior Management Potential (862)

Purpose

Provide the participant with an evaluation of their developmental leadership needs, based on the Key Leadership Competencies profile.

Overview

• Participants are placed in a job-related situation in which they are required to demonstrate job-related competencies by dealing directly with managerial issues and challenges
• The simulation represents important aspects of a senior management job, including a variety of problems involving services and programs, production, decreasing resources, irregularities in performance, labour relations, clients, management information systems and policies
• Helps participants identify their strengths and potential development needs, particularly when linked to other assessment information such as a 360 feedback process or a personality inventory
• Is available for EX minus 1 and 2 positions
• Gives participants an assessment report, detailing their performance, that can be followed by an individual feedback session (when requested) with a psychologist from the Personnel Psychology Centre
• Can be used as an individual learning activity or for the development of a program or initiative

Assessment process

Before the assessment, the participant receives:

• Background information about a fictitious organization, including:
  • a description of its purpose and function
  • organizational charts
  • specific managerial responsibilities

The participant should study the information carefully and bring it to the next phase of the assessment.

At the time of the assessment, the participant receives:

• specific managerial problems requiring attention and action. These problems are presented in the form of various reports, emails, letters and memos. The participant's task is to deal with these problems by making appropriate decisions and proposing solutions. Specifically, the simulation is divided in four inter-related exercises:
  1. A preparation period to identify organizational problems, make decisions leading to possible solutions, explore alternate solutions and outline the implications of each one. The participants draft their responses in a summary report that is reviewed by the Assessment Board.
  2. An oral presentation to the Assessment Board on the management decisions made by the participant and on the proposed strategies and solutions to the identified problems.
  3. A question period held by the Assessment Board members who observed the presentation and read the summary report.
  4. A role-play, based on issues from the content of the simulation.

Evaluation

The Assessment Board rates the participant on the key leadership competencies outlined below. Ratings are based on the effectiveness of the actions and decisions taken in handling the problems within the simulated organization.

An assessment report is sent to the participant approximately 10 days following the assessment.

Participants can request an individual feedback session with a psychologist from the Personnel Psychology Centre to discuss their simulation and personality inventory results.

Definitions of the competencies evaluated

Create vision and strategy 

Leaders define the future and chart a path forward. They are adept at understanding and communicating context, factoring in the economic, social and political environment. Intellectually agile, they leverage their deep and broad knowledge, build on diverse ideas and perspectives and create consensus around compelling visions. Leaders balance organizational and government-wide priorities and improve outcomes for Canada and Canadians.

Analysis

Based on the priorities of the organization, identifies and analyzes the essential information of issues in order to arrive at a comprehensive perspective.

Ideas

Provides sound advice and strategies that help the organization achieve its objectives.

Mobilize people

Leaders inspire and motivate the people they lead. They manage performance and provide constructive and respectful feedback to encourage and enable performance excellence. They lead by example, setting goals for themselves that are more demanding than those that they set for others.

Collaborate with partners and stakeholders

Leaders are deliberate and resourceful about seeking the widest possible spectrum of perspectives. They demonstrate openness and flexibility to forge consensus and improve outcomes. They bring a whole-of-government perspective to their interactions. In negotiating solutions, they are open to alternatives and skillful at managing expectations. Leaders share recognition with their teams and partners.

Achieve results

Leaders mobilize and manage resources to deliver on the priorities of the Government, improve outcomes and add value. They consider context, risks and business intelligence to support high-quality and timely decisions. They anticipate, plan, monitor progress and adjust as needed. Leaders take personal responsibility for their actions and outcomes of their decisions.

Action management

Aligns people, work and systems with the organization’s priorities, ensuring that people have the support and tools they need to get the job done, in the immediate and long term.

Financial management

Implements strategies, including monitoring and acting on the results of audits, to achieve operational efficiencies and value for money.

Contact us

If you have questions or would like more information, please contact us:

Assessment and Counselling Services Division
Personnel Psychology Centre

Tel.: 819-420-8671

Email: cfp.cpp-ppc.psc@canada.ca