Supervisor Simulation (428)
- provides unique information on key supervisory competencies needed for first-level supervisory positions
- it can give the hiring manager an opportunity to observe individuals as they deal with supervisory issues and challenges
- the information yielded on supervisory effectiveness can be very useful in promoting people to supervisory positions. The simulation can also establish the training and development needs of current or potential supervisors and could be the basis for career counselling
- the Supervisor Simulation (428) simulates the important aspects of a first-level supervisory job
- candidates are supervisors in a simulated organization
- candidates deal with a range of issues and problems, including personnel, client service, operations, policy and budgetary matters
Before the assessment, the candidate receives:
- background information (envelope A) on a simulated organization, including:
- a description of the organization’s purpose and function
- an organization chart
- specific supervisory responsibilities
The candidate should study carefully the background information provided in envelope A and bring it on the day of the assessment.
The day of the assessment, the candidate receives:
- envelope B (exercise items) which contains typical problems requiring the attention and action of a supervisor. The items consist of:
The candidate is given two and a half hours to complete the following:
- identify organizational problems and make decisions leading to possible solutions
- prepare a written summary of the decisions, proposed solutions and approach taken
- prepare for a 15-minute oral presentation to the assessment board concerning decisions and proposed solutions
After the oral presentation, the assessment board questions the candidate on the issues and problems and the way in which the candidate dealt with them. The board then assesses the individual on supervisory competencies, based on the candidate's behaviours, decisions and approach. Ratings are made using a 7-point scale, with a rating of 4 indicating that the candidate “meets expectations”.
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.
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.
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 – Shapes others' understanding in ways that capture interest, inform and gain support.
- Leadership – Attracts and mobilizes the energies and talents of others to work toward a shared purpose in the best interests of the organization, the people comprising it, and the people it serves.
- Behavioral flexibility – Demonstrates flexibility, tolerates ambiguity, shifts priorities, and changes style as required. Responds with innovative approaches to deal with the demands of changing conditions.
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.
Demonstrates a commitment to the provision of quality service to clients. Provides client groups with opportunities for active participation and consultation on decisions that are relevant to their needs and concerns.
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