Archived - Supervisor Simulation (428)

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The Supervisor Simulation (428) provides rich and unique information on seven key supervisory competencies needed for first-level supervisory positions.

The simulation gives 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.

What competencies are assessed?

The simulation assesses seven key supervisory competencies:

  • Communication
  • Human Resource Management
  • Thinking Skills
  • Leadership
  • Service Orientation
  • Action Management
  • Behavioral Flexibility

How does the simulation work?

The Supervisor Simulation (428) simulates the important aspects of a first-level supervisory position. Candidates are supervisors in a fictitious organization. They 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 in a simulated organization, including a description of the organization's purpose and function, an organization chart, and specific supervisory 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 a variety of e-mails, letters and reports and then be given 2 hours and 30 minutes 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 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 he or she has dealt with them. The board then assesses the candidate on the seven 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 a candidate meets expectations.

Definitions of competencies

Communication – Shapes others' understanding in ways that capture interest, inform and gain support.

Human resource management – Respects, consults, empowers and develops employees.

Thinking skills – Identifies, defines and analyzes problems and situations using rational and intuitive processes that result in the drawing of accurate conclusions, the generation of viable solutions and the consideration of new potential.

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.

Service orientation – 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.

Action management – Achieves expected results through the successful and timely completion of activities and delivery of products or services.

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.

Candidate Information

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