Job Challenge Profile, Facilitator Guide

By Cynthia D. McCauley, Patricia J. Ohlott and Marian N. Ruderman

The Facilitator's Guide details the essential workshop procedures (including setup, administration, and follow-up) and provides you with debrief presentation slides. You don't neeed to be a training professional to use this tool in your organization. Your participants will be able to quickly score and interpret the inventory using the practical Participant Workbook. With the aid of this action guide, they will determine what and how much they are learning, what parts of their jobs hold key challenges, and what strategies they might adopt to derive maximal learning from these experiences.

• Language: English
• Publisher: Center for Creative Leadership
• Release date: Aug 12, 2019
• ISBN: 9781604919394

Book preview

LEARNING FROM WORK EXPERIENCE

Job Challenge Profile

FACILITATOR’S GUIDE

Cynthia D. McCauley

Patricia J. Ohlott

Marian N. Ruderman

Center for Creative Leadership

© 2019 Center for Creative Leadership

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, or otherwise, without the prior written permission of the publisher.

Authors: Cynthia D. McCauley

Patricia Ohlott

Marian N. Ruderman

978-1-60491-939-4 – Print

978-1-60491-941-7 – Ebook

CCL. No. 4311

Published by Center for Creative Leadership

CCL Press

Manager, Publication Development: Peter Scisco

Editor: Shaun Martin

Rights and Permissions: Kelly Lombardino

https://www.ccl.org/permission-republish-request/

Design and Layout: Carly Bell and Ed Morgan

CENTER FOR CREATIVE LEADERSHIP

WWW.CCL.ORG

Contents

Introduction

Origins of the Job Challenge Profile

Job Component Model

Questionnaire Development

Application of the Job Challenge Profile in Management Development

Appendix A Debrief Presentation

Appendix B Psychometric Properties of the Job Challenge Profile

Appendix C Bibliography

About the Authors

Introduction

OUR RESEARCH AT THE CENTER FOR CREATIVE LEADERSHIP has shown that successful managers learn many of the skills and perspectives that contribute to their success from their job assignments. Yet job assignments are often underutilized as a developmental tool. When a manager sets a developmental goal (a skill he or she wants to expand or a weakness that needs to be overcome), job assignments are often overlooked as a strategy for reaching that goal. Even after receiving a new assignment, managers often do not focus on the learning potential of the assignment.

The Job Challenge Profile (JCP) is a self-report questionnaire designed to help managers better understand and use their job assignments as opportunities for learning and growth. This facilitator’s guide is for human resource development specialists who choose to use the JCP in their efforts to use job assignments as a management developmental tool. The guide provides:

•  An overview of the origins of the Job Challenge Profile;

•  An understanding of the job component model on which the JCP is based;

•  A review of how the questionnaire was developed and its psychometric properties;

•  Guidelines for using the JCP in management development activities; and

•  A bibliography and debrief presentation slides.

Origins of the Job Challenge Profile

THE CURRENT VERSION OF THE JOB CHALLENGE PROFILE grew out of a series of research projects on managerial learning, growth, and change that began in the early 1980s at the Center for Creative Leadership (CCL). Several of CCL’s client organizations had a similar concern: How to ensure that they had the managerial bench strength needed to fill key leadership positions in the future. A major research project was launched to better understand how the current top-level leaders in these client organizations had developed the skills and abilities that had led to their success. The assumption was that knowledge about the developmental paths of current effective leaders could be used to develop a new generation of effective leaders.

The initial project included structured, in-depth interviews with seventy-nine successful executives in three Fortune 100 corporations. These executives reflected on the critical experiences in