competency modeling

You Just Spent

a presentation brought to you by:

John Bradford

On Your Company’s

NOW WHAT?

$50K Competency Model,

www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.

John Bradford John Bradford is the Senior Vice President of Profiles International Consulting and Coaching Services. John is the driving force behind Profiles’ global consulting team, helping organizations identify, develop and deploy mid- and executive-level leadership talent. His ability to identify the business context of an organization and apply creative thought to desired business results enables him to craft practical and realistic solutions that can be implemented from the C-Suite to the front line. Most recently, John and his team worked with a global multi-national company to identify the executive competencies that indicate Leadership readiness. Using projected business results and the company’s 2020 Vision, John’s team developed an Executive Assessment Process that accurately and reliability identifies incumbent leaders who are candidates for higher lever positions, strengthening the leadership pipeline and allowing for succession planning. John’s team provides Executive Coaching Services for incumbent and aspiring global leaders on five continents. He has worked with business of all sizes and within a wide variety of industries. John’s focus on the achievement of business results and ability to help clients implement simple, practical and cost-effective solutions makes him a sought after resources for clients around the world. Some of John’s recent clients include AECOM, Eastman Chemical and Raytheon Corporation. A thought leader in the area of leadership development, John authored the Profiles’ CheckPoint Leadership Skill Building and Coaching series consisting of 18 Leadership Skill Builders. These Skill Builders include an on-the-job leadership process, practical leadership development activities, and a supporting coaching guide. Prior to joining Profiles International, Bradford served on the faculty at the University of Missouri-Columbia. He’s held senior positions with Fortune 100 and 500 companies, shouldering full responsibility for organizational and employee development. He has also served as President and CEO for a U.S.-based consulting firm.

Senior Vice President Training & Consulting Services

imagine great people ®


• Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of

Test Publishers • Microsoft Certified Partner

Who We Are

We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.

Creating Value for Clients



• 11,000 + active clients

• Client base includes 152 Fortune 2000 companies

• Represented in nearly 130 countries

Client Highlights

Financial Services Travel & Hospitality

Technology Healthcare Energy & Utilities

Education & Government

Business Services

Retail & Consumer Financial Services Travel & Hospitality

Technology Healthcare Energy & Utilities

Education & Government

Business Services

Retail & Consumer

Diverse Base of Marquee Clients


Clients We’ve Served


Receive a Complementary Critical Job Study!

1. Select a critical job 2. Assess Job Incumbents 3. Complementary

Job Study


Identifies what is really required for success in any give job – in terms of:

• Learning • Reasoning • Communication • Problem Solving • Behaviors • Interests

Critical Job Study


A Clear Target for Success…

…against which people can be graphically and quantifiably compared, has implications for…

• Selection • Development • Coaching • Managing • Succession Planning

You Just Spent

a presentation brought to you by:

John Bradford

On Your Company’s

NOW WHAT?

$50K Competency Model,


Facilitator: John Bradford What I have learned over time!

Mastery

Define

Measured

Predictable

Optimize

1979’s

1987’s

1993’s

1997’s

2006 - Current

Implementing Competencies 1


Case Study - The Challenge

• Dramatic change

• Organization poised for growth

• Critical need identified

• Competency gap

2


Case Study - The Solution

• Close the competency gap

• Create a competency framework, dictionary,

model

• Collaborate with 3rd party vendor

• Invested $50K plus

3


Case Study - The Result

18 months later

– Invested in thousand plus staff hours in training

– Herculean effort but nothing has really changed.

• Not leader behavior

• Not the corporate culture

• Not business results

4



WHY!

Zero Change?

5


Welcome to the Real World of . . .

CHANGE! 1. Organization Change

2. Leadership Change

3. Behavioral Change

6


What’s the Deliverable? The Competency Model?

Leading & Deciding Deciding & Initiating Action

Takes responsibility for actions, projects and people; takes initiative and works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.

Leading & Supervising

Provides others with a clear direction; motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour.

Supporting & Co-operating Working with people

Shows respect for the views and contributions of other team members; shows empathy; listens, supports and cares for others; consults others and shares information and expertise with them; builds team spirit and reconciles conflict; adapts to the team and fits in well.

Adhering to Principles & Values

Upholds ethics and values; demonstrates integrity; promotes and defends equal opportunities, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.

Interacting & Presenting Relating & Networking

Easily establishes good relationships with customers and staff; relates well to people at all levels; builds wide and effective networks of contacts; uses humour appropriately to bring warmth to relationships with others.

Persuading & Influencing

Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.

Creating & Conceptualising Formulating Strategies and Concepts

Works strategically to realize organisational goals; sets and develops strategies; identifies, develops positive and compelling visions of the organisation’s future potential; takes account of a wide range of issues across, and related to, the organisation.

Organising & Executing Planning & Organising

Sets clearly defined objectives; plans activities and projects well in advance and takes account of possible changing circumstances; identifies and organizes resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones.

Delivering Results & Meeting Customer Expectations

Focuses on customer needs and satisfaction; sets high standards for quality and quantity; monitors and maintains quality and productivity; works in a systematic, methodical and orderly way; consistently achieves project goals.

Adapting & Coping Adapting and Responding to Change

Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; shows an interest in new experiences.

Enterprising & Performing Achieving personal work goals and Objectives

Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.

Entrepreneurial & Commercial Thinking

Keeps up to date with competitor information and market trends; identifies business opportunities for the organisation; maintains awareness of developments in the organizational structure and politics; demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.

7


Competency is “An underlying characteristic of an individual that is causally related to criterion-referenced effective or superior performance in a job or situation.”

What the Deliverable?

Competence At Work: Models For Superior Performance Lyle M Spencer Jr & Signe M Spencer. (1993).

8


? What the Deliverable?

Competency is “An of an individual that is causally related to criterion-referenced effective or superior performance in a job or situation.”

9


The Iceberg Model Skills Knowledge

Self-Concept

Attitude

Value

Trait

Motive Page 11 Figure 2-1

Central and Surface Competency

Competence At Work: Models For Superior Performance Lyle M Spencer Jr & Signe M Spencer. (1993). 10


Here what you see!

Here’s what you get!

Skills Knowledge

Self-Concept

Attitude

Value

Trait

Motive

11


Competence is a “fuzzy concept” and defined as “an empirically validated, systematic

description of professional activities within a certain professional domain.”

The Investigation of Competencies within Professional Domains Marcel van der Klink & Jo Boon

Human Resources Development International Pages 41-424, 1469-8374, Volume 5, Issue 4. (2002)

What the Deliverable?

12


Today’s Objective

What would be the benefit to you and

your organization if you knew how to

achieve the desired business results

when implementing competency

models? 13


Let’s Start With the End in Mind!

Performance!

14


Work Performance!

15


Competency Implementation Why Do We Start The implementation?

16


Hiring with the Competency Model

Jill Ben

17


Differentiating Factors

Jill Ben

18


Ben

Jill

Prospect

Training

Support

60% Below Sales Quota

125% of Sales Quota

Regions Time

Hire 18 Months Later

When Can You Identify Performance?

19



Here’s what you see & select and manage…

20


Here what you see!


Skills Knowledge

Self-Concept

Attitude

Value

Trait

Motive

21



18 months later

– Invested in thousand plus staff hours in training

– Herculean effort but nothing has really changed.

• Not leader behavior

• Not the corporate culture

• Not business results

22


Case Study - The Result WHY!

Modest at best results?

Jill Ben

23


Organization are Competency Challenged! Leading & Deciding Deciding & Initiating Action
























How does the competency model link to business results?

How does the model differentiate performance?

Are all the competencies equal? - Selectable - Developable - Trainable

Is there a prioritization among the competencies? - Critical - Significant - Relevant

24


People are Competency Challenged! 1. Interviewing - Listen for relevance - Qualify and quantify - Accurately, reliably, assess for competency mastery

2. Observing on-the-job - Differentiate performance * Novice * Performs with Assistance, * Demonstrated Competence, * Achievement of excellent performance

3. Coaching for competence - Understanding/buy-in/commitment - Accelerating competency performance - Coaching for competency mastery

























25


Case Study - The Result WHY!

Modest at best results? Jill Ben

26


Congratulations, your competencies ratings are all exceptional!

Competent – Yes . . . Valuable . . . Maybe?

Now as soon as we can figure out what you actually accomplish for the company . . .?

27


End in Mind - Work Performance!

Occupational DNA

28


Why the Productivity Disparity… Performance Predictors How well does each factor correlate with on-the-job success?

Full Glass = Exact Correlation

Education Training Interview Interests

References Behaviors Cognitive Experience

29


Why the Productivity Disparity… Performance Predictors How well does each factor correlate with on-the-job success?

Full Glass = Exact Correlation

Source: Professor Mike Smith, University of Manchester; John E. Hunter & Rhonda Hunter, “Validity and Utility of Alternative Predictors of Job Performance”, Psychological Bulletin, Vol. 96, No. 1, p. 90; Robert P. Tett, Douglas N. Jackson and Mitchell Rothstein, “Personality Measures as Predictors of Job Performance: A Meta-Analytical Review”, Personnel

Psychology, p. 703, Michigan state University’s School of Business

Education Training Interview Interests

.10 .15 .13 .14

References Behaviors Cognitive Experience

.18 .26 .38 .53

30


Selecting the Best Measures of Job Performance

• What are the specific building blocks of competencies for a particular job?

• What measurable

characteristics differentiate your best performers from those challenged in the position?

• Can you measure these

characteristics at the decision point?

Occupational DNA

31


Behavior

Individual Characteristics are Critical Building Blocks of Competencies

+ Learning

COMPETENCY

PERFORMANCE

Cognitive Abilities

Behavioral Traits

Interest

32


ProfileXT® Differentiating Factors

Page 44

Cognitive Abilities

Behavioral Traits

Interest

33


Does the person have the cognitive abilities that match the requirements of the job?

How will the person typically behave on the job?

Are the job activities consistent with their interests?

How to Measure Characteristics or

34


Building Blocks + Competency = Integrated Solution

35


Our Solution

Having done this, we can show you - graphically and

quantifiably - to what degree current employees, or

candidates for employment, match that standard.

36


A Clear Target for Success… …against which people can be graphically and quantifiably

compared, has implications for…


37


The ProfileXT® & Profile Sales Assessment™

Good Match

Drives a single job-match number

38


A clear understanding of how to measure the underlying

characteristic of an individual that is causally related to criterion-

referenced effective or superior performance in a job or situation.”

Key Take Away: Measuring the Building Blocks of Competencies – The ProfileXT®

39


The Deliverable - Competency Model Leading & Deciding Deciding & Initiating Action
























40


What’s the Difference Between

Most organizations apply their resources

towards the creation and implementation of

the competency model rather then realizing

the anticipated benefit.

41


Competency

Model

? 42


Down the path of Realization

1. Communication

2. Accountability

3. Skill

4. Alignment

5. Measurement

43



1. Communication: Make and address the business case for the competency model. – Identification of the competency business drivers Example: Increase Market Share Improve Sales Capability Improve Leadership Capability Reduction of key talent turnover - Articulate Advocate

44



1. Communication: Make and address the business case for the competency model.

Articulate Advocate, Jack Welch

How do senior leaders show their passion and commitment to an initiative and its desired results?

The consistently advocate, cajole, recognize, reward, and encourage all key employees In the change effort!

45



2. Accountability: Clearly define roles and accountabilities for all key stakeholders, starting with the CEO. Define for each leader . . .

• What are they accountable for and to whom? • Establish measures of success • Plan to cascade down the accountabilities

46



3. Skill: Develop the skills of each key player in the implementation.

• Executive: communicate and create buy-in

• HR Staff: how to streamline for realistic & practical use

• Front Line Leadership: Coach and reinforce the use

• Employee directly impacted: how this is part of the

natural way work gets done.

47



4. Alignment: Align processes/systems to reinforce the desired behaviors and outcomes.

Before engaging a major initiative,

the processes and systems must

be diagnosed for the barriers

that Impede or prevent an

organization from realizing its

expected outcomes.

48



49



5. Measurement: Provide clear lead and lag measures of the desired outputs of the change.

- “You can’t manage what you don’t measure.”

Why are doing this in the first place?

Have we been successful?

50



5. Measurement: Provide clear lead and lag measures of the desired outputs of the change.

Lag Measure: - Measure of implementation success (Milestones) - Number of employees trained - Satisfaction with training.

Lead Measure: - Development activities linked to the competencies - Competencies as part of performance management - Competencies integrated into professional development plans

51


Competency

Model

? 52


























Down the Path of Realizations! 1. Interviewing - Listen for relevance - Qualify and quantify - Accurately, reliably, assess for competency mastery

2. Observing on-the-job - Differentiate performance * Novice * Performs with Assistance, * Demonstrated Competence, * Achievement of excellent performance

3. Coaching for competence - Understanding/buy-in/commitment - Accelerating competency performance - Coaching for competency mastery 53


Receive a Complementary Critical Job Study!

1. Select a critical job 2. Assess Job Incumbents 3. Complementary

Job Study

54


Identifies what is really required for success in any give job – in terms of:

• Learning • Reasoning • Communication • Problem Solving • Behaviors • Interests

Critical Job Study

55


A Clear Target for Success…

…against which people can be graphically and quantifiably compared, has implications for…


56


Poll

Would you like to receive a complementary critical job study?

a. Yes b. No

57

Questions?

Contact Us

Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International

14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: [email protected] Telephone: 65717031Fax: 63334636

Website: http://www.profiles.com.sg

Know your people..Grow your business

Share , Connect and Follow Us

mailto:[email protected]

mailto:[email protected]

http://www.profiles.com.sg

http://www.profiles.com.sg

competency modeling

Documents

tackles demanding

include tough

strong personal

organisations

manages time

builds diverse

realize organisational

conceptualising