Archived - Team Leader Simulation (445)

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Purpose

The Team Leader Simulation (445) provides rich and unique information on seven key supervisory competencies needed for first-level supervisory jobs or team leader positions where direct supervision is required.

It gives the hiring manager an opportunity to observe individuals dealing directly with supervisory issues and challenges. The information yielded on supervisory effectiveness can be highly useful in promoting people to supervisory positions. It can also establish the needs of current or potential supervisors for training and development, and be the basis for career counselling.

What Competencies are Assessed

The simulation assesses 7 key supervisory competencies:

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

How the Simulation Works

The The Team Leader Simulation (445) simulates the important aspects of a first- level supervisory job. Individuals are team leaders in a simulated organization. They deal with a range of issues and problems, including personnel, client service, operational, policy, and budgetary issues.

Individuals are provided with memoranda, letters, reports, etc., and are given 2 ½ hours to complete the following:

  • identify critical organizational problems and make decisions leading to possible solutions;
  • prepare for a 15-minute oral presentation to the board of assessors concerning decisions and proposed solutions to identified problems; and
  • prepare a written summary in paragraph form of the decisions, proposed solutions, and approach taken.

After the oral presentation, the board questions the individual on the issues and problems, and the way in which the individual dealt with them. The board then assesses the individual on seven supervisory abilities, based on the candidate's behaviour, decisions and approach. Each of the key supervisory competencies is rated on a scale from 1 to 7, with 4 denoting “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 visualization of new potentials.

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 and 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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