Document 2: Recruitment Tool

Behavioural competencies and skills required for Leading Hands and Supervisors

 

This document aligns to the Supervisor Skill Sets. The recruitment process would be very cumbersome if each skill was considered individually. It was decided to consider recruitment from a holistic perspective and merge the skills into aligned attributes. The matrix clarifies how each of the six attributes aligns to the key skill sets.

Major Skill Sets	Key Skill Sub Sets	Attributes
		Determination to achieve	Motivational Fit	Teamwork	Operational Crew Management	Engagement Capacity	Health & Safety Awareness
#1: Personal and Inter- personal Skills	Win-Win Communication
	Adaptability
	Workplace Communication
	Conflict Management
	Natural Strengths
#2: Technical Professio- nal and Opera- tional Knowledge	Technical Knowledge
	Industry Experience
	Productivity Experience
	Safety Awareness
	Planning and Organising
#3: Leadership Behaviours and Practices	Organisational Culture
	Coaching
	People Management
	Leads and Develops Team
	Decision Making
	Promoters and Implements Change
	Self Management
	Implements Improvements

 

Document Outline:

Research identified that many Supervisors did not know how to identify crew members that, with development, have the foundation to make a good Supervisor. The table below describes what is contained in each section of the tool.

 

Holistic perspective of the required skill sets

Definition	Attribute Performance Level
	Level 1	Level 2	Level 3	Level 4	Development Required When
Definition of the attribute Aligned Skill Sets The skill sets this attribute is aligned to	Documents the levels of performance within the attribute Intended to be used to determine the performance level of the individual aligned to the attribute. For example a person may be a level 3 in Attribute 1, however in Attribute 4 they are assessed as being at a level 2. This will assist in the development of the person's individual development plan and where gap training and/or coaching may be required.				Examples of when a person is in need of development

 

The different levels were used to illustrate how an employee can progress to become a competent Supervisor. It also allows the Supervisor to decide at what level an individual should be when they are promoted to Leading Hand and then to Supervisor.

 

The tool will:

• Identify the skill level of candidate for Supervisor training;
• Determine if a candidate is suitable to progress to Leading Hand and/or Supervisor;
• Identify progression in skill development; and
• Be used with employees to help them understand the level of skill the organisation is looking for.

 

Recruitment Tool

This document aligns to the Supervisor Skill Sets and is a tool that can be used to:

• Identify skill level of a candidate for Supervisor training;
• Determine if a candidate is suitable to progress to Leading Hand and/or Supervisor; and
• Identify progression in development.

Attribute 1: Determination to achieve
Definition	Attribute Performance Levels
	Level 1	Level 2	Level 3	Level 4	Development Required When
Will: Do what they say they will and deliver the goods Set and achieve goals outside the status quo Aligned Skill Sets Personal & Interpersonal Skills Natural strength Adaptability Technical, Professional & Operational Knowledge Productivity management Planning & organising Leadership Behaviour & Practices Leads & develops teams Decision making Promotes & implements change Self management Implements improvements	Wants to do the job well Strives to meet set target Attempts to do the job well Expresses frustration at waste or inefficiency but does not cause specific improvements	Strives to exceed expectation Works to exceed set targets Persists in achieving a standard of excellence that goes beyond expectations	Improves performance Finds better, faster, less expensive or more efficient ways to do things Independently sets and acts to achieve specific, measurable challenging but attainable goals for self and others Ensures that projects are completed on time and without loose ends Constantly pushes for results	Takes calculated risks Makes decisions, set priorities, chooses goals Focuses effort on the basis of maximum benefit to the organisation	Avoids commitment to specific work-related goals Avoids taking risks or takes ill-considered risks Is accepting of waste of resources and inefficiency

Attribute 2: Motivational Fit
Definition	Attribute Performance Levels
	Level 1	Level 2	Level 3	Development Required When
What motivates the individual enables the employer to predict how motivated they will be in the targeted role. Job Fit Will: Accept the duties of a Supervisor Find the work satisfying and rewarding Organisational Fit Will: Accept the organisation's values Consistently operate in line with organisational values and needs Aligned Skill Sets Personal & Interpersonal Skills Natural strengths Adaptability Technical, Professional & Operational Knowledge Safety awareness Industry experience Leadership Behaviours & Practices Organisational culture People management Leads & develops teams Decision making Promotes & implements change Implements improvements	Natural leadership Demonstrated natural leadership skills even though not in the role Consistent demonstration of organisational values Ensures each employee ends the day safely Respects contributions in the workplace Production is a priority Positive reaction to workplace change Community is valued Environmental awareness	Understands the role of the Supervisor Does not hesitate to take on a leadership role when requested Ability to communicate what the role of a Supervisor is	Demonstrated leadership skills Has consistently demonstrated core skills required to undertake the role Legislative, Hazard Identification and Risk Management, knowledge and experience Demonstrated social process skills Handles confrontation appropriately Reads social situations accurately and appropriately Productive working relationships without the use of manipulation or power Genuine regard of people Problem solver Sees a task through to completion	Has a limited understanding of the role Behaviours are unaligned with organisational values Takes no responsibility for actions and subsequent outcomes

Attribute 3: Teamwork
Definition	Attribute Performance Levels
	Level 1	Level 2	Level 3	Development Required When
Demonstrates commitment to: Learn team's objectives Value each person's contribution to the team Encourage team participation & involvement Contributes their own fair share of effort to the team's work and celebrates team accomplishments Aligned Skill Sets Personal & Interpersonal Skills Natural strengths Workplace communication Conflict management Win-win communication Leadership Behaviour & Practices Coaching People management Leads & develops teams Promotes & implements change Implements improvements	Co-operates with other team members Demonstrates respect for team contributions Learns from these contributions Proactive & open communication Willingly carries out required tasks	Looks at ways to help other team members complete their work Enthusiasm & public commitment to team goals Protects & promotes group reputation Encourages team members Publically acknowledge work well done	Builds team effectiveness Builds positive environment to maximise performance Helps individuals focus on team goals Recognises and positively acts when team results are below par Identifies opportunities for learning or sharing information across teams Resolves conflicts within teams and with managers	Isolates self from team Selfish / uncooperative Leaves others to sort out difficulties Does not recognise or belittles others contributions Focused on own agenda Fails to encourage cooperation between and within teams Encourages inter-team rivalry Fails to provide proper training Fails to provide guidance/oversight Fails to provide current publications/technical data and/ or procedures Fails to provide adequate rest breaks Lack of accountability Perceived lack of authority

Attribute 4: Operational Crew Management
Definition	Attribute Performance Levels
	Level 1	Level 2	Level 3	Development Required When
Ability to plan, manage and achieve crew performance in line with production and safety targets Will: Proactively plan for and scope work to be undertaken Manage crew rosters and skills to achieve target outcome Take action in solving problems while exhibiting judgement and a realistic understanding of the issues Aligned Skill Sets Personal & Interpersonal Skills Win-win communication Adaptability Workplace communication Conflict management Natural strengths Technical, Professional & Operational Knowledge Technical knowledge Industry knowledge Productivity management Safety awareness Planning & organising Leadership Behaviour & Practices People management Leads & develops teams Decision making Promotes & Implements change Implements improvements	Ability to plan and manage a crew Plans for work before work begins Shows evidence of problem solving ability Will take advice from coaches Understands the realities and situations of a task Shows concern for all aspects of the job Double checks accuracy of work undertaken Maintains watchfulness over a period of time	Understands how effective crews perform Ensures adequate crew levels for task to be undertaken Takes a active role in decision making processes Ability to foresee and react to problems as they emerge through anticipating obstacles Anticipates the consequences of different courses of action Will seek advice from coaches Sets priorities to match production demands	Displays best practice and flexibility in achieving crew performance Can lead the crew when change in a plan is imminent Monitors progress of a project against milestones or deadlines Accurately checks processes and tasks Develops and uses systems to organise and track information and improve quality Analyses situations logically and plans for a course of action Anticipates business impact of various plans and actions Recognises cause and effect relationships	Knee jerk reactions to problems Fails to spot cause and effect relationships Lacks concern for deadlines Poor matching of work teams for jobs Failure to provide adequate pre-start information/ supervision Plans to take risks that outweigh benefits Failure to plan in adequate opportunity for rest periods in heavy /difficult conditions Assigns an excessive workload/ tasks for shift crew

Attribute 5: Engagement Capability
Definition	Attribute Performance Levels
	Level 1	Level 2	Level 3	Level 4	Development Required When
Awareness of: Own preferences, capabilities and emotions The impact we have on others Aligned Skill Sets Personal & Interpersonal Skills Natural strengths Workplace communication Win-win communication Leadership Behaviour & Practices Coaching People management Leads & develops teams Self management	Able to develop initial rapport with others Actively works at developing rapport & gaining approval Listens responsively Messages / direction formulated concisely and clearly	Actively builds relationships Uses body language effectively Sensitive to cultural differences (workplace and ethnic) Actively reads moods & feelings (looks for signs of confusion)	Understands peoples' thoughts and feelings Understands the unspoken thought Modifies interactions to suit Detects concerns behind what people say	Deduces others thoughts and feelings Accurately assess complex root cause of individuals or groups behaviours Understands strengths & limitations of others Acknowledges and understands differing perspective of others	Unsympathetic "Take me or leave me" attitude Views work colleagues from stereotypical perspective Misreads others' feelings or actions Ignores or offends others

Attribute 6: Health & Safety Awareness
Definition	Attribute Performance Levels
	Level 1	Level 2	Level 3	Development Required When
An uncompromising commitment to the safety of all employees within the work environment Aligned Skill Sets Technical, Professional & Operational Knowledge Technical knowledge Industry experience Safety awareness Leadership Behaviour & Practices Organisational culture Leads & develops teams Decision making Self management	Understands and follows all safety requirements and procedures Demonstrates knowledge of safety management system & how it operates Does not take short cuts that expose people and themselves to risk Understands reason for SOPs Understands risk management	Considers the safety implications and potential risks of self and others actions Effective application of legislative requirements Understands application of internal processes Appropriate Hazard identification Takes appropriate steps to ensure things are done as safely as possible	Constantly appraises the workplace Looks for and assesses potential safety risks Takes swift and decisive action to address potentially unsafe situations Fully investigates 'near misses' to prevent recurrence	Takes shortcuts which compromise safety Turns a blind eye to unsafe behaviours in others Failure to correct inappropriate behaviour/identify risky behaviour Failure to correct a safety/health hazard Failure to initiate corrective action Failure to place appropriate priority on needed repairs Failure to enforce rules and regulations Violation of procedures Authorisation of unqualified workers to perform specific activities Wilful disregard for authority by Supervisors Inadequate completion of documentation Fraudulent completion of documentation