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RESOURCE
MANAGEMENT
Please
note: This competency profile will be revised to be consistent
with the Alberta
public service competency model.
COMPETENCY
DESCRIPTION
Below
is a description of the competency as well as behaviours
typically demonstrated by high performers in each classification.
Resource
Management: Effectively managing internal
and external
resources to achieve organizational
goals.
Behaviours:
|
Professional
|
Managers
|
Executive
Managers
|
| Uses
assigned work unit resources. |
Uses
a variety of organizational resourcing approaches. |
Uses
internal and external resourcing approaches. |
Uses
partnerships and other indirect resourcing approaches. |
| Achieves
results by effectively managing human, financial
and information resources assigned to the unit. Understands
and applies performance management, budget tracking
and other resource management systems. |
Taps
into a variety of resources within the organization
to achieve results, such as cross-functional teams,
secondments and developmental assignments, and collaborative
funding approaches. Uses alternative work arrangements
to meet both organizational and employee needs. |
Supplements
available resources by managing fee-for-service and
other external resourcing approaches. Sets
performance standards, monitors progress and intervenes
at an early stage to ensure deliverables met agreed-on
quality and timeframes. |
Identifies
and acts on opportunities to partner with other organizations
to achieve desired results. Develops partnership
agreements that ensure win-win outcomes for all parties. |
DEVELOPING
COMPETENCE IN RESOURCE MANAGEMENT
- TIPS FOR STAFF
| Behaviour |
Ideas for
On-the-Job Competency Development |
| Uses assigned work unit resources. |
- Ask a trusted peer to help you evaluate your
assigned resources to ensure they are realistic
to meet the established goals.
- Volunteer to manage the budget tracking system
for your work unit or for the next project you
are a part of.
- If
you are a supervisor, work with your employees
to establish individual employee performance plans
- and sit down with employees to regularly evaluate
the progress on their plans. As an employee,
take a lead in developing and assessing your own
performance plan.
- As a supervisor, sit down individually with your
staff to ask them if they have the information,
expertise and other resources needed to perform
their functions.
- Identify the one software product that gives
you the most difficulty and enroll in available
training or ask a known expert in your area to
give you some one-on-one coaching.
|
| Uses a variety of organizational
resourcing approaches. |
- Review your project deliverables for the year
and establish at least one time-certain task team
for a task not normally considered a team project
- sit down with those involved and ask them how
effective they think it was.
- Review
the membership of teams you are part of - does
the membership represent diverse interests? If
not, raise the issue at your next team meeting
and come prepared to present some options.
- Identify
two or three people who seem to make optimum
use of their resources (people, budget
and technology). Ask them to describe how
they do this.
- Sit
down with the technology experts within your
ministry to discuss the work that your work unit
does and the current use of technology - ask them
if they have ideas on how you could streamline
through the use of technology.
|
| Uses internal and external
resourcing approaches. |
- For the next project you are a part of, present
the idea to have at least one project member available
as a cross-training opportunity to utilize staff
from other areas.
- Invite membership from other departments for
your next project which impacts similar client
groups.
- At your next staff meeting, suggest that your
unit discuss resourcing options for all its deliverables
- and have some ideas in advance that you can share.
|
| Uses partnerships and other
indirect resourcing approaches. |
- List all interested stakeholders when undertaking
a resource intensive project and talk with those
stakeholders about their interest in participating
in and contributing resources to your project.
- Talk to other departments about their willingness
to provide some funding if you are leading a project
which could benefit them once complete.
|
DEVELOPING
COMPETENCE IN RESOURCE
MANAGEMENT
- TIPS FOR
SUPERVISORS
| Type of
Support |
Ideas for
Developing Staff |
| Coaching |
- Meet regularly with employees to evaluate their
progress on their performance plans.
- Encourage partnerships with clients and external
service providers as appropriate.
|
| Development |
- Ensure staff assignments have sufficient diversity,
to provide them with challenges and opportunities
for development.
- Make employees responsible for managing and reporting
on various elements of your budget.
|
| Role Modeling |
- Find out whether your staff have the necessary
resources to carry out their work.
- Be a leader in adapting technology to make your
unit more efficient.
- Structure teams and projects to ensure the best
use of time, and the most effective outcome for
the client.
|
PREPARING
FOR AN INTERVIEW
- POSSIBLE QUESTIONS
- Describe a situation in which you took
a creative approach to resourcing to achieve a goal.
- Describe the options you would consider
to resource a project or goal if you did not have the
available resources within your own span of control.
- Describe
a situation in which you established a partnership with
another organization or stakeholder
to achieve a mutual goal. What steps did you
take to ensure the partnership was effective?
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