Senior Managerial Simulation Exercise (861)
Purpose
The Senior Managerial Simulation Exercise (861) provides rich and unique information on six leadership competencies for senior managerial positions. It gives hiring managers an opportunity to observe individuals dealing directly with managerial issues and challenges.
The information yielded on leadership effectiveness can be very useful in selecting and/or promoting people to senior management positions, or for selecting individuals for deployment or interdepartmental assignments.
Competencies Assessed
The Senior Managerial Simulation Exercise (861) assesses six leadership competencies:
Strategic Thinking
(two competencies)
- Analysis
- Ideas
Management Excellence
(three competencies)
- Action Management
- People Management
- Financial Management
Engagement
(one competency)
- Engagement
How the Simulation Works
The Senior Managerial Simulation Exercise (861) simulates important aspects of a senior management position. The simulation requires handling a variety of problems involving services and programs, production, decreasing resources, irregularities in performance, labour relations, clientele, management information systems, and policy. Prior to the assessment, the candidate receives background information on a simulated organization, including a description of the organization's purpose and function, organizational charts, and specific managerial responsibilities. The candidate should study the information carefully and bring it to the next phase of the assessment.
At the time of the assessment, the candidate receives specific managerial problems requiring the manager's attention and action. The simulation consists of summary reports, emails, variance reports, financial problems, human resources problems, client service issues and operational problems.
The candidate's task is to deal with the problems by making appropriate decisions and proposing solutions.
The candidate is given two and a half (2.5) hours to:
- identify organizational problems, make decisions leading to possible solutions, explore alternate solutions, and outline the implications of each alternative; and
- prepare a 25-minute oral presentation to the selection board concerning management decisions made, and proposed solutions to identified problems.
The oral presentation is followed by a period of questioning by the selection board. The actions and decisions taken by the individual in handling the problems presented in the simulation are evaluated in terms of their effectiveness within the context of the organization, based on the information provided in the simulation material. The board members then rate the individual on six components of the leadership competencies.
Definitions of Competencies
Strategic Thinking: Analysis and Ideas
PS leaders advise and plan based on analysis of issues and trends, and how these link to the responsibilities, capabilities, and potential of their organization. They scan an ever-changing, complex environment in anticipation of emerging crises and opportunities. They develop well-informed advice and strategies that are sensitive to the various needs of multiple stakeholders and partners, reflect the strategic direction of the PS, and position the organization for success.
Engagement (People, Organizations, Partners)
PS leaders engage people, organizations, and partners in developing goals, executing plans, and delivering results. They lay the groundwork by building coalitions with key players. They mobilize teams, building momentum to get things done by communicating clearly and consistently, investing time and energy to engage the whole organization. They use their negotiation skills and adaptability to encourage recognition of joint concerns, collaboration, and to influence the success of outcomes. They follow and lead across boundaries to engage broad-based stakeholders, partners, and constituencies in a shared agenda and strategy.
Management Excellence: Action Management, People Management, Financial Management
PS leaders deliver results by maximizing organizational effectiveness and sustainability. They ensure that people have the support and tools they need and that the workforce as a whole has the capacity and diversity to meet current and longer-term organizational objectives. They align people, work, and systems with the business strategy to harmonize how they work and what they do. They implement rigorous and comprehensive human and financial resources accountability systems consistent with the Management Accountability Framework (MAF). They ensure that the integrity and management of information and knowledge are a responsibility at all levels and a key factor in the design and execution of all policies and programs.