Thinking Strategically

Seeing and synthesizing different sides of an issue, examining the full range of options and outcomes, and building intellectual frameworks to guide analysis and action.

Level 1 Processes complex information on aspects of an issue

BEHAVIORS

Recognizes the organization's priorities as they relate to their own area of work.

Describes the roles of key players who may be affected by the issues or decisions made in their own area of work.

Describes the relationship of their own work to the work of their organization.

Weighs varied factors involving data/information gathering and analysis on specific aspects of an issue, exercising sound judgment.

Formulates explanations that account for several aspects of a situation or event.

Explores viable options based on the analysis of data/information.

QUESTIONS

Please describe a situation when you had to explore options to resolve a recurring HR issue.

Probing Questions

* What was the situation/issue?

* What type of analyses did you perform?

* Which factors did you consider?

* What was your recommendation? Why?

* What was the outcome?

Tell us how the work you have done has resulted in recommendations for modified HR strategic planning assumptions.

Probing Questions

* What changes to the environment resulted in a need to review the assumptions?

* How did the work relate to broader organizational priorities?

* How did you evaluate the existing assumptions to determine where change was required?

* How did your knowledge of the organization's shifting business direction and priorities affect what you recommended?

* Were the modified assumptions accepted and adopted?

Level 2 Integrates and interprets broad and complex issues

BEHAVIORS

Integrates and interprets multi-faceted information from varied sources on a range of complex issues.

Recommends optimal approaches to address critical issues in the immediate and medium-term.

Recognizes the need for a modified approach to data/ information gathering/ analysis.

Articulates the impact of own work on aspects of organizational strategy and the impact of organizational strategy on their own work.

Identifies implications of own analysis (e.g., the potential impact on certain stakeholders).

Anticipates how others in their own and other affected organizations will respond to and use the information/data generated.

QUESTIONS

Describe a time when you presented changes to operational HR activities to move forward on the overall strategic plan.

Probing Questions

* What was the reason for the presentation?

* What key messages did you want to emphasize?

* Which particular HR operations required changes in approach or processes?

* What role did your operational colleagues play in preparing the critical messages for delivery to senior management?

* Did your message result in the desired actions?

Tell me about a time you needed to translate strategy into implementation activities to assess whether or not moving forward was feasible in the given time frames.

Probing Questions

* What was the proposed HR strategy?

* How was it different from the current approach?

* What significant implementation issues/impacts did you identify?

* What was the result of your analysis?

* What was the ultimate result?

Level 3 Identifies and handles strategic issues

BEHAVIORS

Foresees longer-term implications of proposed positions, options, and approaches that are not readily apparent.

Exercises sound judgment in new situations in the absence of specific guidance.

Evaluates emerging opportunities and risks when articulating astute and defensible options and recommendations.

Selects new information to share with key stakeholders in order to influence their understanding and decisions.

Identifies the organizational context and priorities, how they interact, and how they affect issues.

QUESTIONS

Tell me about a time when you were asked to make a recommendation to management on the risks of proceeding with an HR project with unclear long-term implications.

Probing Questions

* What was the project?

* What made you feel that the implications were unclear?

* How did you carry out the risks/benefits analysis?

* What recommendations and supporting information did you provide to management?

* How did your recommendation influence management's decision?

Please tell us about a situation where you researched new and evolving HR practices and tools/technology to identify opportunities for inclusion in the strategic planning exercise.

Probing Questions

* How did you determine best practices that could apply to your own organization?

* What new tools/technology did you determine were available for your consideration?

* What key factors were identified to inform your analysis?

* Which practices, tools and technology did you suggest warranted further consideration?

* Did any of them make it into the strategic planning exercise?

Level 4 Formulates broad strategies on multi-dimensional strategic issues

BEHAVIORS

Develops strategies for dealing with multi-dimensional issues (e.g., multi-lateral, national and global).

Conducts ongoing risk analysis, recognizing strategic opportunities for success as well as potential risks.

Adjusts strategies to address opportunities as well as potential risks.

Maintains a broad, strategic perspective while identifying and focusing on crucial details.

Articulates the dynamic relationships, viewpoints, and agendas, both acknowledged and implicit, of key players and stakeholders in their own areas of expertise.

QUESTIONS

How have you stayed abreast of national and international initiatives affecting your organization and potentially its HR strategies and practices?

Probing Questions

* What resources have you used to maintain your understanding of the industry?

* What have you done to validate your understanding of the impacts of changes in the industry?

* What steps did you take in your analysis of the industry and the HR impacts of changes?

* What have you proposed for inclusion in the HR strategy as a result of this thought process?

* What reception did your ideas receive?

Tell me about a project you worked on that demonstrates your judgment and ability to integrate diverging perspectives.

Probing Questions

* What was the project?

* Who were the key players and what were their viewpoints and/or agendas?

* What process or approach did you use to reconcile the different perspectives?

* How did you reconcile the different perspectives?

* What was the outcome?

Level 5 Manages macro-strategic issues

BEHAVIORS

Builds intellectual frameworks that provide a shared vision for highly disparate perspectives and that guide the analysis and development of proposals and positions.

Looks beyond the horizon to identify new issues and to position the organization to address emerging trends (e.g., capitalizes on trends or takes action before issues escalate).

QUESTIONS

Discuss a time when you needed to enhance your breadth and depth of knowledge of strategic planning concepts, techniques, methodologies and tools.

Probing Questions

* What gave rise to the idea that you needed to grow in this area?

* What learning opportunities did you investigate?

* What activities did you undertake to increase the breadth and depth of your capacity in strategic planning?

* Do you still feel you need more formal training in this area?

Can you tell me about a time when you played a key role in developing strategies and positioning an organization to face new issues or emerging trends?

Probing Questions

* Describe the situation.

* What was your role?

* What did you do?

* What was the outcome?

Could you give an example where you led others in creating a vision or strategy for the organization?

Probing Questions