Bioss Southern Africa Application of MWR in Assessment Centre and Competence Design Jacques Haworth.
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Transcript of Bioss Southern Africa Application of MWR in Assessment Centre and Competence Design Jacques Haworth.
Bioss Southern Africa
Application of MWR in Assessment Centre and Competence Design
Jacques Haworth
OVERVIEW
• The context of work complexity
• Applying work complexity to design
• Aligning competencies to complexity
DEFINITION OF WORK COMPLEXITY
WWorkork = K = Knowledgenowledge+ E+ Experiencexperience
Elliott Jaques
+ D+ Discretioniscretion
COMPLEXITY AND WORK
Uncertainty increases
Diversity of stakeholders increases
Time span of consequence increases
Environment becomes more abstract
Variables to juggle become more diverse
Use of judgment and insight becomes more predominant than known data, detailed knowledge, skill, experience and prescription
JUDGMENT
COMPLEXITYCOMPLEXITY
INCREASING TIME FRAMEINCREASING TIME FRAME
Adapted from L. Hoebeke
MeaningDomain
COMPLEXITYINCREASES
THE FOUR DOMAINS OF WORKTHE FOUR DOMAINS OF WORK
THE FOUR DOMAINS AND THEMES OF WORKTHE FOUR DOMAINS AND THEMES OF WORK
ADDING VALUE FORTHE PRESENT
(Service delivery)
ADDED VALUEFOR THE FUTURE
VALUE SYSTEMS(Added valuefor humanity)
Adapted from L. Hoebeke - copyright BIOSS SA - REF: FOUR DOMAINS OF WORK (DM) 1999
Quality (I)
Service (II)
Practice (III)
Strategic Development (IV)
Strategic Intent (V)
Corporate Citizenship (VI)
Corporate Prescience (VII)
OPERATIONAL
Core foundation – look after the present, e.g. managing, making,
coordinating.
GLOBAL
Shaping and molding the overall business Shaping and molding the overall business environment and future for further environment and future for further
generations, e.g. politically, generations, e.g. politically, multi-nationally.multi-nationally.
ORGANISATIONAL
Ensure longer-term viability & profitability, e.g. research, marketing,
development.
A MATRIX OF WORK
E X
T E
N S
I O
N O
F C
O N
T E
X T
E X
T E
N S
I O
N O
F C
O N
T E
X T
THEMESTHEMES
QUALITYQUALITY
Quality in judgement used tomake something
essential to viability of
organisation
Quality as techni-cal specification
and attitude
Quality in systemand practice andas commitment
Quality as changeand development
Quality as profit,reputation and
culture
Strategic intentof institution;external andinternal well-
being of organi-sation itself
Service to:Customers/clients/situations; work offirst level; purpose
of organisation
Service to particu-lar situations
seen as technique& as attitude
Impact of change on delivery of
service in particular situations
Promoting thecontribution ofservice to eachparticular & itscontribution to
the whole
Current practicesto provide services/
make products
Development ofnew products/
services/practicesas process & as
atmosphere
Financial implica-tions of practices
to provide services/ make
products
Interaction between the
mission,the current
means and 3 to 5 year change projects
SERVICESERVICE
PRACTICEPRACTICE
DEVELOPMENTDEVELOPMENT
MISSIONMISSION
II
IIII
IIIIII
IVIV
VV
Development ofprofit / reputa-tion / long-term
viability asprojects and
climate
DESIGN CONSIDERATIONS
• Background information
• Written exercises
• Interactive exercises
BACKGROUND INFORMATION
• Complexity of context: MWR Work theme Audit (work sample)
• Appropriate Complexity of role: Position in structure Discretion Nature of Tasks Stakeholders Variables Time Span
SERVICE VS PRACTICE ROLEService Practice
Stakeholders Internal/External customer, limited groups
Vendors, multi-function interface, larger numbers and greater variability
Discretion Process, situational outcomes
Practice, systemic outcomes
Time Span Up to 1 year 1-2 years
Variables Defined relative to specific situation
Principles underlying approach to multiple situations
Structure Manage others Manage Managers *
SIMULATION DESIGN• Problems to be solved• Appropriate level of complexity• Nature of information provided• Stakeholder context• Outcomes
COMPETENCIES• “Levelling” of competencies• Relationship between competencies and complexity• Incremental competency
COMPETENCIES AT DIFFERENT THEMES OF WORK
Problem Solving Theme 2:
Problem Solving Theme 3
Identifies common elements in practical situations and actions e.g. projects; processes, analyses and integrates them into a relevant, factual outcome, recognising cause and effect. Judges and decides on appropriate actions to resolve concrete and practical problems (including aspects such as people, systems, technology and resources).
Identifies and breaks problems into constituent parts. Consults widely, probes facts, analyses issues from different perspectives. Evaluates information to differentiate between essential and non-essential. Makes accurate use of logic, identifying connections and links between information. Uses appropriate data including trend data to analyse and understand issues. Draws sound inferences and judgements from various alternatives. Takes calculated risks on the basis of adequate information and analysis
QUESTIONS?
The work of bioss is capacity building.
The essence of bioss is appreciation - of individuals, of the way they work together, of organizations and of they way they position themselves in their environment.
The word ‘Appreciation’ is used because with its connotations of mutual respect, it conveys both value (in philosophical and economic terms) & growth (as in the
appreciation of capital - financial & social).
Gillian Stamp, 2006
Contact BIOSS on +27 11 4502434 for information regarding application,
training or research and development of this and related models and
concepts or visit our website www.bioss.co.za