United States
Environmental Protection
Agency
Administration And
Resources Management
(PM-224)
November 1992
EPA
Mapping Career Paths at EPA
Management Assessment
and
Consultation Services
IDP CONSULTATION
ASSESSMENT
TOOLS
ORGANIZATIONAL DEVELOPMENT
CONSULTATION
CAREER DEVELOPMENT
WORKSHOPS
Printed on Recycled Paper
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TABLE OF CONTENTS
INTRODUCTION
SERVICES
ASSESSMENT [[[ 2
MANAGEMENT CONSULTATION/CAREER COUNSELING ...................... 4
INFORMATION AND GUIDANCE ..................................... . ......................... 6
CONTACTS _ 7
APPENDICES _ 8-12
A. MANAGEMENT ASSESSMENT TOOLS ............................................ 8-9
B. CHOOSING YOUR DEVELOPMENTAL ACTIVITY ............................. 10
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Introduction
» "People are our greatest resource"
"The success or failure of all that we do...depends on our
people...we want EPA to attract the best, develop the best
and retain the best..."
EPA has a comprehensive program that focuses on the
development of its managers. This program evolved because
the Agency wanted to be more aggressive in building a
management corps with the values and skills fundamental to
fostering quality high-level performance. Specifically, this
means managers who are skilled at managing change,
achieving quality results, developing people, fostering
teamwork, encouraging creativity and use of technology,
and utilizing workforce diversity.
The management development program provides a range of
services to organizations, groups, and individuals to help them
identify and address management development needs in four
areas: selecting high quality managers; developing
managerial skills; appraising managerial performance; and
recognizing quality or model managers.
For those of you who are either currently in, curious about, or
actively pursuing a career in management, you will find it very
valuable to conduct a needs assessment. It is an objective,
effective way to identify your managerial strengths and limita-
tions. Knowing those areas that need improvement and
selecting specific developmental activities to address them will
result in effective and successful managerial performance.
Management Assessment Services is a key component of
the management development program offered by the Execu-
tive Resources and Special Programs Division in the Office of
Human Resources Management. What follows is a descrip-
tion of the services and resources we provide: Assessment;
Management Consultation and Career Counseling; and
Information and Guidance.
Management Assessment Services
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SERVICES
ASSESSMENT
We coordinate, broker and facilitate the use of tools and
processes for identifying strengths and developmental areas.
You can expect us to provide the folbwing in the area of
assessment services:
• Coordinate the delivery of Management Skills Assess-
ment Workshops, Assessment of Peer Relations and
Subordinate Feedback
• Develop and pilot new assessment tools
• Act as clearing house for "best practices" within EPA
• Publish the "Managerial Assessment Checklist"
Management development is often approached from a narrow
perspective. Many managers decide for themselves where
they fall short and where they need development. Then they
often enroll in training. While this approach may at times be
effective, it is more often not the solution to the problem. A
needs assessment is a more effective way of determining an
individual's managerial strengths and developmental areas.
Conducting a needs assessment is valuable for several
reasons:
• An objective assessment provides an accurate method
of identifying an individual's developmental areas and
takes into account others' perspectives of one's abilities
and skills. A needs assessment should drive all
developmental decisions.
• Training is not always the most effective way to im-
prove a developmental area. Often, other types of
developmental activities provide greater value than
structured classes. See Appendix A "Choosing Your
Developmental Activity" for alternatives to training.
• Identifying strengths and limitations will help a new su-
pervisor off to a good start and help an incumbent
manager remain enlightened regarding managerial be-
havior.
• A needs assessment enables one to select specific ac-
tivities that will improve existing managerial perfor-
mance or advance one's career aspirations.
Management Assessment Services
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• Office of Personnel Management regulations require
agencies to conduct systematic needs analyses as the
basis for training decisions. "0PM feels very strongly
that training needs assessments serve as the most
legitimate basis for training and development within the
agencies".
There are several management assessment tools and proces-
ses currently available in EPA. See Appendix A for a listing.
When you are considering conducting a needs assessment for
your organization or wish to assess the strengths and limita-
tions of your managers, contact Management Assessment
Services staff on FTS (202)260-3328.
Management Asaossmont Services
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MANAGEMENT CONSULTATION AND
CAREER COUNSELING
We provide consultation to organizations and groups regard-
ing their management development needs and counseling to
individual managers regarding their career development
needs. We help managers:
• Prepare annual Management Development Plans for
each AA/RA organization.
• Identify management development needs and develop
strategies for addressing needs in the areas of selec-
tion, development, appraisal and recognition.
• Institutionalize the Individual Development Plan (IDP)
process.
• Establish and implement IDPs for SES entrants and
candidates.
• Design, develop and deliver career development
workshops and IDP training.
• Identify appropriate employee feedback instruments
that provide direct feedback from subordinates to
managers.
Management Consultation/Organizational Needs
Each AA and RA is expected to formulate a management
development plan for their organization. This process will
enable organizations to identify their management develop-
ment needs and offer cost savings for commonly needed
training activities. This Plan should outline actions that will be
initiated in the coming year in the areas of Selection, Develop-
ment, Appraisal and Recognition. It should include an assess-
ment of the state of management skills in the organization, and
define appropriate developmental activities.
When thinking about what management development initia-
tives you want your organization to focus on call Bettie Reilly,
Chief of Management Assessment Services for guidance on
FTS (202) 260-3328.
Management Assessment Services
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Career Counseling/Individual Development Plans
Every supervisor, manager and executive must participate in
a minimum of 40 hours of management development activities
each year, as reflected in an Individual Development Plan
(IDP) established during the midyear performance review
process. IDP's provide the individual with a planning process
that Identifies both developmental needs and career objec-
tives. Furthermore, IDPs foster constructive discussions be-
tween subordinate managers and their supervisors. Your
individual development plan should be based on an accurate
assessment of your managerial strengths and developmental
areas.
When preparing your own IDP feel free to contact Manage-
ment Assessment Services staff on 8(202) 260-3328 for
guidance. If you are trying to implement IDPs in your organiza-
tion call us or see Appendix C, Infrastructure for Implementing
Individual Development Plans in Organizations.
Management Assessment Services
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INFORMATION AND GUIDANCE SERVICES
We provide guidance to the management corps of the agency
or anyone responsible for management development issues.
While we currently provide materials on developmental
resources and opportunities, we look forward to expanding our
resources in this area and expect to eventually become a
central clearinghouse. Guidance already in circulation in the
five component areas of the Management Development Pro-
gram include:
ASSESSMENT
• Management Assessment Tools (See Appendix A)
• Managerial Assessment Checklist
INDIVIDUAL DEVELOPMENT PLANS (IDP)
• Individual Development Plan Guidance Books
• Choosing Your Developmental Activity
(See Appendix B)
• Infrastructure for implementing IDPs in organizations
• Brochures and Catalogues on Developmental
Opportunities
DEVELOPMENTAL/ROTATIONAL
ASSIGNMENTS
MANAGEMENT CONSULTATION AND CAREER
COUNSELING
• Management Development Planning Tool
• Taking Charge of your Career at EPA
• Management Development Policy
• Career Development Tools and Resources
If you want information regarding developmental or training
opportunities, call Settle Reilly on 8(202) 260-3328.
Management Assessment Services
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CONTACTS
Bettie Reilly, Chief
Management Assessment Services
US EPA
Management Assessment Services, OHRM
401M St, S.W.
Washington, DC. 20460
PM-224,RoomM3910
FTS (202) 260-3328
FAX (202) 260-0523
Management Assessment Services
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Appendix A
Management Assessment
Tools
One of the goals of the Management Assessment Services
function is to provide our clients with information and guidance
relative to their careers as managers. For our managers to be
current and effective it is critical for them to periodically assess
their strengths and developmental areas. Only after they iden-
tify their skill strengths and areas that need improvement can
they take action to capitalize on their strengths, improve their
weaknesses and enhance their overall management effective-
ness.
The following is a list of assessment tools commonly used in
the EPA. For more information, call the contact person indi-
cated.
EPA Managerial Checklist
EPA Managerial Checklist enables you and others to rate your
proficiency in EPA's Management Excellence Criteria. The
checklist is designed to help you and your manager identify
your strengths and developmental areas. There are two sets
of managerial competencies to be used for assessing your
managerial behavior.
• Management Functions-The "what" or content of
management
• Personal Effectiveness Characteristics- the "how" or
approach used by effective managers
> Contact: Management Assessment Services staff
8(202)260-3328
The EPA Performance Management Process
The EPA Performance Management Process provides an op-
portunity to receive accurate information from your supervisor
regarding your current skill strengths and developmental
areas. It is a vehicle for communication between supervisor
and subordinate.
> Contact: Human Resources Officer or Sandy Williams
8(202)260-3308
Management Assessment Services
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EPA Management Skills Assessment
Workshops
EPA Management Skills Assessment Workshops have been
customized to meet the particular needs of EPA managers.
They provide information on management practices and be-
haviors as perceived by yourself and others in one day
workshops followed by one-on-one counseling. We offer two
models:
• The Survey of Management Practices Assessment In-
strument published by Clark Wilson is used to collect
data from self, supervisor, subordinates and peers.
• The Occupational Personality Questionnaire (OPQ)
and the Critical Thinking Test (CTT) published by
Saville-Holdsworth Ltd. are used to provided feedback
regarding the individual's behavior and ability.
> Contact: Management Assessment Services staff
8(202)260-3328
The Assessment Index for Managers
The Assessment Index for Managers is being piloted in
OARM; it defines leadership behavior in five areas and collects
information from five observers of your choice. Participants
attend a 1/2 day workshop to receive their individual scores,
group-wide scores and leam how to interpret the scores.
> Contact: Carol Franklin 8(202)260-7167
The Peer Relations Survey
The Peer Relations Survey by Clark Wilson is used to collect
data from self, supervisor and peers and provide feedback on
how effective the individual relates and works with peers.
> Contact: Management Assessment Services staff
8(202)260-3328
Looking Glass
Looking Glass is a workshop that simulates a day in the life of
a manager. It provides a flexible, assessment-for-develop-
ment training experience for use in organizational manage-
ment. It provides a vehicle for managers to learn more about
themselves, their behavior as leaders and team members.
> Contact: Ron Rago or Brian Smith 8(202)260-6678
Management Assessment Services
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Appendix B
CHOOSING YOUR
DEVELOPMENTAL
OPPORTUNITY
There are a variety of ways to develop competence in any
given area that are not limited to formal classroom training.
Choosing an effective developmental activity involves more
than checking to see what courses are available. You should
consider whether you need to:
• Build skills
• Increase knowledge or understanding
• Gain experience
Developmental activities may include:
Developmental Assignments
• on-the-job training
• rotations
Formal Training
• EPA courses
• classroom training
• developmental programs
• workshops
Self-Development
• task forces
• professional associations
• reading/videotapes
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Management Assessment Services
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Appendix C
INFRASTRUCTURE FOR
IMPLEMENTING INDIVIDUAL
DEVELOPMENT PLANS IN
ORGANIZATIONS
Define strategy.
• Establish general goals related to Individual Develop-
ment Plans (I DP).
- What outcome does leadership want to achieve?
• Set specific objectives.
- What specific actions will be taken to achieve goals?
• Establish policy regarding implementation.
- Are they optional?
- What are consequences of failure to implement an
approved IDP?
- How are IDP's linked to:
- Management priorities and decisions
- Budget
- TQM
- Diversity needs
• Establish and align systems of procedures and ac-
countability to ensure effective IDP implementation.
Provide resources.
• Budget: money, people, time, material.
• Provide IDP training, information, and guidance.
• Provide training and development opportunities (espe-
cially non-traditional opportunities).
Establish structure.
• Define management and employee roles and respon-
sibilities.
• Delegate authority for IDP implementation.
Management Assessment Services
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Communicate expectations, commitment,
standards, progress and results.
• Maintain effective communication with all levels of staff.
• Provide role models.
• Provide clear and up to date information regarding:
- Strategy
- Resources
- Structure
• Obtain positive and negative reaction from manage-
ment and employees.
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