Moving the Canadian Armed Forces Towards a Competency Based Architecture

CMP/CPM

Enhancing Professional Development through a

Competency-Based Approach

LCdr Randy Purse LCdr Remi Tremblay

CMP/CPM

Outline

• Key Definitions/Concepts

• Overivew of Leadership Development Framework (LDF)

• Professional Development (PD) and the competency-based approach

• Challenges with integrating competency-based approach into PD

• Opportunities for expanding learning in support of PD

CMP/CPM

Definition - Competency

“The set of knowledge, skills, abilities or other characteristics which may vary among individuals that contributes to effective performance”

CFITES Manual of IT&E Vol 1(1) - Glossary

CMP/CPM

Professional Development – DAOD 5031-8

• PD consists of Training, Education, Self-Development and Experience;

• “…the CF is committed to providing its members with PD throughout their military careers, promoting a continuous learning environment”;

• “…to ensure that CF members are capable of critical thinking, managing change, effective leadership, followership and resource management, across the full spectrum of military service.”

• “…shared responsibility between commanders and individual CF members…”

CMP/CPM

Leadership Development Framework

Source: Walker, R.W., The Professional Development Framework: GeneratingEffectiveness in Canadian Forces Leaders, CFLI Technical Report 2006-1

CMP/CPM

Current PD Structure

Basic/DP1

DP2DP2

DP2

DP3

DP4

DP5

Task-based Job-based Training, Collective Training and Experience

Professional

Military Education

Time

Rank

CMP/CPM

Competencies and PD

Challenges:• Translation into specifications• Expanding requirement for T&E• Accounting for experience• Linking various requirements• Revising Prior Learning Assessment and

Recognition• Revising instructional strategies • Supporting workplace and informal learning

environments • Providing broader range of self-development

opportunities

CMP/CPM

Leadership Development Framework(Meta-Competencies)

Professional/Military/Institutional Specialist/Occupational

ExpertiseCognitive capacities

Professional IdeologyChange capacitiesSocial capacities

PD & the Competency-Based Approach

General/Environmental Specifications

(by DP level)

Job-Based Specifications(by Occuaption/Job and Rank)

Specific MissionOperational

Reqts

CMP/CPM

Professional Development Continuum

Formal T&EInformal/Non-formal Learning

PD = Training, Education, Self-Developmentand experience.

CMP/CPM

Support of PD

Self-Development:• Learning plans• Provide evaluation/feedback • Encourage self-assessment• More opportunity/less direction

Experience:• Meaningful succession planning• Mentoring/coaching• 360 degree evaluation/feedback• Support informal learning

Training and Education:• Instructional Strategies• Authentic contexts aligned with work• Realistic engagement & feedback

CMP/CPM

Advantages for Competency-based Approach to PD

Organization• Increased capability and

improved validity for PLAR• Retention • Improved interagency

transfer of T&E (Comprehensive Approach)• Greater potential for self-

development• Organizational

improvement

Individual• Enhanced learner

centricity• Improved accreditation• Greater PLAR

opportunities• Improved clarity on

expectations• Individual improvement

CMP/CPM

Conclusion

• The LDF paved the way for introduction of competency based approach across Pers Mgt

• Manageable Challenges

• It’s changing the way we view PD:• Driven by the diverse set of requirements

(General, Env, Job, Mission)• Potential for a true PD continuum

• Improved individual and organizational performance

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Open Discussion / Questions