Identification of Middle Management Potential

Note:

The Identification of Middle Management Potential (IMMP) has been updated to reflect the new Key Leadership Competencies and will be available starting May 22, 2018.

For assessment processes begun before May 22, 2018, using the previous competencies, please refer to the archived simulation information.

Purpose

The Identification of Middle Management Potential aims to promote the professional development of those who aspire to middle management positions or to enhance the competencies of middle managers in the federal public service. This tool for development:

  • gives participants the opportunity to:
    • objectively assess their strengths and developmental needs related to the key leadership competencies
    • increase their understanding of their management potential and
    • promote their career development
  • offers organizations:
    • a rigorous assessment tool designed to identify individuals with potential for development as middle managers
    • a fair and objective way to select high potential individuals for entry into a development program and
    • a proven way to pinpoint developmental needs at the middle management level in the organization

Assessment process

The assessment centre for the Identification of Middle Management Potential consists of four exercises:

  1. In-basket exercise
    • In this exercise, the participant responds to issues, problems and opportunities presented in the form of letters, memoranda, reports and other documents. In responding to these items, the participant should document in writing, clearly and completely, the actions taken and the rationale for them.
  2. Task force exercise
    • Four to six individuals participate in a task force that has been set up to address human resource problems that affect the organization. Each participant is expected to make their views known to the other task force members. The group must submit a point-form summary of their decisions, including the rationale for the conclusions drawn.
  3. Meeting with a client
    • In this meeting, the participant communicates personally with a client and discusses the client's concerns.
  4. Written communication exercise
    • In this exercise, the participant is asked to write a 1 to 1 ½ page reply to a letter in order to assess their written communication skills.

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.

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.

  • Communication – Presents and discusses concepts and issues in a clear, concise and effective manner, both orally and in writing
  • Interpersonal competence – Interacts with others in ways that advance the work of the group or the organization by developing respect, mutual understanding and productive working relationships
  • Teamwork – Develops and maintains a cohesive team that works to achieve the goals and objectives of the organization

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.

Mobilize people

Leaders inspire and motivate the people they lead. They manage performance, 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.

Service orientation

Demonstrates a commitment to the provision of quality service to clients and provides client groups with opportunities for active participation and consultation on decisions that are relevant to their needs and concerns.

Assessment report

Following the evaluation, participants receive a report containing their results and descriptions of their performance, in accordance with competencies and behavioural indicators. Individual feedback is provided to all participants.

If you would like any additional information, please contact the Consultation Services of the Personnel Psychology Centre:

Telephone: 819-420-8671

Email: cfp.cpp-ppc.psc@canada.ca

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