Competency Modeling

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A companys challenge is not in the development of a competency model! The real challenge is in maximizing the return-on-the-investment of the cost of developing the competency model through the efficient and practical integration of the competency model in the natural processes used by the companies in the selection, onboarding, performance management, training, development and succession planning. In this webinar you will learn: How to determine which competencies are selectable, developable and trainable. How to seamlessly integrate the competency model into the natural processes used to maximize employee productivity and company performance. How to socialize the competency model resulting in greater buy-in by those directly impacted by the model. The dos and donts of competency integration.

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<p>Kick Start! your Competency Initiative Webinar</p> <p>You Just Spent </p> <p>a presentation brought to you by: </p> <p>John Bradford </p> <p>On Your Companys </p> <p>NOW WHAT? </p> <p>$50K Competency Model, </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>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 companys 2020 Vision, Johns 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. Johns 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. Johns 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 Johns 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. Hes 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. </p> <p>Senior Vice President Training &amp; Consulting Services </p> <p>imagine great people </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p> Founded 1991 Over 45,000 clients served worldwide Offices in nearly 130 countries Founding member of the Association of </p> <p>Test Publishers Microsoft Certified Partner </p> <p>Who We Are </p> <p>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 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p> 11,000 + active clients </p> <p> Client base includes 152 Fortune 2000 companies </p> <p> Represented in nearly 130 countries </p> <p>Client Highlights </p> <p>Financial Services Travel &amp; Hospitality </p> <p>Technology Healthcare Energy &amp; Utilities </p> <p>Education &amp; Government </p> <p>Business Services </p> <p>Retail &amp; Consumer Financial Services Travel &amp; Hospitality </p> <p>Technology Healthcare Energy &amp; Utilities </p> <p>Education &amp; Government </p> <p>Business Services </p> <p>Retail &amp; Consumer </p> <p>Diverse Base of Marquee Clients </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Clients Weve Served </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Receive a Complementary Critical Job Study! </p> <p>1. Select a critical job 2. Assess Job Incumbents 3. Complementary </p> <p>Job Study </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Identifies what is really required for success in any give job in terms of: </p> <p> Learning Reasoning Communication Problem Solving Behaviors Interests </p> <p> Critical Job Study </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>A Clear Target for Success </p> <p>against which people can be graphically and quantifiably compared, has implications for </p> <p> Selection Development Coaching Managing Succession Planning </p> <p>You Just Spent </p> <p>a presentation brought to you by: </p> <p>John Bradford </p> <p>On Your Companys </p> <p>NOW WHAT? </p> <p>$50K Competency Model, </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Facilitator: John Bradford What I have learned over time! </p> <p>Mastery </p> <p>Define </p> <p>Measured </p> <p>Predictable </p> <p>Optimize </p> <p>1979s </p> <p>1987s </p> <p>1993s </p> <p>1997s </p> <p>2006 - Current </p> <p>Implementing Competencies 1 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Case Study - The Challenge </p> <p> Dramatic change </p> <p> Organization poised for growth </p> <p> Critical need identified </p> <p> Competency gap </p> <p>2 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Case Study - The Solution </p> <p> Close the competency gap </p> <p> Create a competency framework, dictionary, </p> <p>model </p> <p> Collaborate with 3rd party vendor </p> <p> Invested $50K plus </p> <p> 3 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Case Study - The Result </p> <p>18 months later </p> <p> Invested in thousand plus staff hours in training </p> <p> Herculean effort but nothing has really changed. </p> <p> Not leader behavior </p> <p> Not the corporate culture </p> <p> Not business results </p> <p>4 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Case Study - The Result </p> <p>WHY! </p> <p>Zero Change? </p> <p>5 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Welcome to the Real World of . . . </p> <p>CHANGE! 1. Organization Change </p> <p>2. Leadership Change </p> <p>3. Behavioral Change </p> <p>6 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Whats the Deliverable? The Competency Model? </p> <p>Leading &amp; Deciding Deciding &amp; Initiating Action </p> <p>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. </p> <p>Leading &amp; Supervising </p> <p>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. </p> <p>Supporting &amp; Co-operating Working with people </p> <p>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. </p> <p>Adhering to Principles &amp; Values </p> <p>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. </p> <p> Interacting &amp; Presenting Relating &amp; Networking </p> <p>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. </p> <p>Persuading &amp; Influencing </p> <p>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 ones impression on others. </p> <p>Creating &amp; Conceptualising Formulating Strategies and Concepts </p> <p>Works strategically to realize organisational goals; sets and develops strategies; identifies, develops positive and compelling visions of the organisations future potential; takes account of a wide range of issues across, and related to, the organisation. </p> <p>Organising &amp; Executing Planning &amp; Organising </p> <p>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. </p> <p>Delivering Results &amp; Meeting Customer Expectations </p> <p>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. </p> <p>Adapting &amp; Coping Adapting and Responding to Change </p> <p>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. </p> <p>Enterprising &amp; Performing Achieving personal work goals and Objectives </p> <p>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. </p> <p>Entrepreneurial &amp; Commercial Thinking </p> <p>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. </p> <p> 7 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Competency is An underlying characteristic of an individual that is causally related to criterion-referenced effective or superior performance in a job or situation. </p> <p>What the Deliverable? </p> <p>Competence At Work: Models For Superior Performance Lyle M Spencer Jr &amp; Signe M Spencer. (1993). </p> <p>8 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p> ? What the Deliverable? </p> <p>Competency is An of an individual that is causally related to criterion-referenced effective or superior performance in a job or situation. </p> <p>9 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>The Iceberg Model Skills Knowledge </p> <p>Self-Concept </p> <p>Attitude </p> <p>Value </p> <p>Trait </p> <p>Motive Page 11 Figure 2-1 </p> <p>Central and Surface Competency </p> <p>Competence At Work: Models For Superior Performance Lyle M Spencer Jr &amp; Signe M Spencer. (1993). 10 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Here what you see! </p> <p>Heres what you get! </p> <p>Skills Knowledge </p> <p>Self-Concept </p> <p>Attitude </p> <p>Value </p> <p>Trait </p> <p>Motive </p> <p>11 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Competence is a fuzzy concept and defined as an empirically validated, systematic </p> <p>description of professional activities within a certain professional domain. </p> <p>The Investigation of Competencies within Professional Domains Marcel van der Klink &amp; Jo Boon </p> <p>Human Resources Development International Pages 41-424, 1469-8374, Volume 5, Issue 4. (2002) </p> <p>What the Deliverable? </p> <p>12 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Todays Objective </p> <p>What would be the benefit to you and </p> <p>your organization if you knew how to </p> <p>achieve the desired business results </p> <p>when implementing competency </p> <p>models? 13 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Lets Start With the End in Mind! </p> <p>Performance! </p> <p>14 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Work Performance! </p> <p>15 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Competency Implementation Why Do We Start The implementation? </p> <p>16 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Hiring with the Competency Model </p> <p>Jill Ben </p> <p>17 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Differentiating Factors </p> <p>Jill Ben </p> <p>18 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Ben </p> <p>Jill </p> <p>Prospect </p> <p>Training </p> <p>Support </p> <p>60% Below Sales Quota </p> <p>125% of Sales Quota </p> <p>Regions Time </p> <p>Hire 18 Months Later </p> <p>When Can You Identify Performance? </p> <p>19 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Heres what you get! </p> <p>Heres what you see &amp; select and manage </p> <p>20 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Here what you see! </p> <p>Heres what you get! </p> <p>Skills Knowledge </p> <p>Self-Concept </p> <p>Attitude </p> <p>Value </p> <p>Trait </p> <p>Motive </p> <p>21 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Case Study - The Result </p> <p>18 months later </p> <p> Invested in thousand plus staff hours in training </p> <p> Herculean effort but nothing has really changed. </p> <p> Not leader behavior </p> <p> Not the corporate culture </p> <p> Not business results </p> <p>22 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Case Study - The Result WHY! </p> <p>Modest at best results? </p> <p>Jill Ben </p> <p>23 </p> <p>www.profilesinternational.com 2012 Profiles International, Inc. All rights reserved. </p> <p>Organization are Competency Challenged! Leading &amp; Deciding Deciding &amp; Initiating Action </p> <p>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. </p> <p>Leading &amp; Supervising </p> <p>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. </p> <p>Supporting &amp; Co-operating Working with people </p> <p>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. </p> <p>Adhering to Principles &amp; Values </p> <p>Upholds ethics and values; demonstrates integrity; promotes an...</p>