start the new year right — focus learning through competencies in 2013

START THE NEW YEAR RIGHT —

FOCUS LEARNING THROUGH

COMPETENCIES IN 2013

Gordon Ritchie, Dawn Jaglowski

January 8, 2013

To us, business is personal

Copyright Kenexa®, 2011 2 Copyright Kenexa®, 2012 2

AGENDA

• Set the landscape

• Discuss Challenges to Competency Management

• Case Studies

• Implementing Competency Models in Learning

• Kenexa’s Components to a successful solution

• Questions


STATE OF THE NATION -

LEARNING

• No defined competencies – multiple competing models

• No job alignment

• Multiple ownership of job descriptions

• No learning/development/performance mapping

• Disconnected processes/information

• That you have an LMS

• That some kind of learning plans for employees are in place

• Buzz word bingo: mobile, social, cloud, gamification, etc.

• Confusion of TCO vs ROI

– Low User licences does not equal productivity

– Training hours does not mean performance improvement


TALENT SKILLS CULTURAL

FIT

PERFORMANCE

+ x =

ELEMENTS TO DEVELOP


STEPPING BACK: WHAT IS A

COMPETENCY?

A competency is an underlying characteristic of an individual which is

causally related to effective or superior performance in a job or

situation.

A competency is a behavior that encompasses the knowledge, skills,

attitudes, motives and temperament that distinguish excellent

performers.

A competency describes the behaviors demonstrated by people to

achieve a satisfactory outcome underpinned by the knowledge and

skills they have acquired.

Represent the 20% of observable behaviors

that drive 80% of excellent performance


DEFINING YOUR

ORGANIZATIONAL DNA

Functional Job & Competency Framework

Career & Succession

Planning

Learning Needs

Analysis

Risk Analysis

Recruitment & Selection

Resource Planning

Compensation

Performance Management

A Job Based Competency

framework provides a

common language for a

Talent Management

strategy to integrate across

all the processes in the

organization.


POLL QUESTION #1

How many of you have Functional and Job Specific technical

competencies defined for your roles? (not core competencies)

A. All Functions/Job Roles

B. Some

C. None


SPEAKING THE BUSINESS

LINGUA FRANCA

• Evaluating Talent

• Retaining Talent

• Engaging Talent

• Acquiring Talent

Cost of a poor hire: $300K-$500K

Operational efficiency rate due to poor employee engagement: 30%

Cost of losing a talented employee: $250K-$500K

Value of a top

performer: 2-4X

performance of

average employees

These numbers are consolidation of numbers from the HCI.

Expense management

Sales results

Succession

Competitive product results

What did you put on your SEC 10K or Annual report?


COMPETENCY MANAGEMENT:

HOW DO YOU ANSWER

• Knowing the skills and competencies your people have to run your business?

• Unable to put the right people on the right project? Who does what in your organization?

• Ensuring that your people receive development based on what they need to do their jobs, not just their ‘wish list’?

• Unable to prove that you meet your regulatory compliance? External accreditation?

• Wasting money on training or not getting the most out of your LMS?

• At risk of losing key competencies? Knowing what they are?

• Lack of employee and manager engagement in learning and development?

• Lack of visibility of career development opportunities in your organization?


AGENDA



• Case Studies



• Questions


BERSIN RESEARCH

Corporate Learning Factbook 2012

Most companies have considerable skills gaps in their workforces; with a scarcity of skilled talent in the labor market, companies realize they cannot solve their skills shortages externally. To achieve competitive advantage, they must commit to developing the right skills internally.

Finally, the increased focus on measurement and analytics is causing training groups to sharpen their reporting and analysis capabilities. Tracking and analyzing data can spotlight issues with cost structures and utilization, as well as assess the value and impact of training on the business. This analysis is critical to making sound investment decisions.

• Challenges: “Our talent problem may be sales, …. no standard places to find data about people”

• Start with the problem, not the data: six percent of HR teams rate themselves “excellent” in data analysis, while 56 percent rated themselves “poor.

• HR, training, recruiting, and HR generalists are all going to have to go back to school.


ABERDEEN GROUP

The Talent Acquisition Lifecycle 2012

• Best in class strategies

– Identify important roles

– Assess demonstrated skills or competencies

• Results

– Twice as many of their organizational goals met

– 5 X improvement in customer service compared to all others

– 9% cost reduction over others, no change.

Summary: Define your functional job related competencies enables you to find the best talent, internally or externally first, and accelerate time to productivity enabling you to maintain advantage.


WHY COMPETENCIES ARE

IMPORTANT.

30%

31%

36%

37%

0% 5% 10% 15% 20% 25% 30% 35% 40%

All Organisations

Weak or limited leadership pipeline

Consistency in employee competence

Excessive first year turnover among new hires

Lack of skills to meet organizational needs

Internal challenges to address via assessments

-12%

-10%

14%

17%

18%

0%

0%

7%

2%

8%

-15% -10% -5% 0% 5% 10% 15% 20%

Not Using Assessments

Using Assessments

Employee performance

Quality of hire

Employee productivity

Overall turnover

Recruiting costs

Impact of Assessments in Talent Management

Source: Aberdeen 2009 Study; Assessments in Talent Management

“The number one strategy used by best in class companies was to develop a competency framework.”


AGENDA



• Case Studies



• Questions


SONY PICTURES

ENTERTAINMENT

• Challenge

– New IT service model – SOA

– Large amount of institutional memory in contractor/outsource workforce

– Low FTE engagement

– Local Operational need outside of overall HR strategy

– Operational Risk

• Solution

– Deploy an existing Competency Library

– Provide a Capability Assessment/Skills inventory separate of performance

– Achieve gap focused learning for current role, and clear growth


SONY PICTURES

ENTERTAINMENT

• Results

– Higher FTE engagement

– Captured operational institutional property and practices

– Successful adoption of new service model and reduced contractor costs

– Completed in parallel to existing HR/projects

– ROI: being able to identify a critical skill and put that person on a project team saved over $400k of capital expense based on institutional knowledge.

• Lessons

– Use a job based library accelerated scoping job roles

– Competency library defused content authoring delays

– Optimized learning catalogue investment with existing LMS/Content partners.


ZURICH

INSURANCE

• Challenges:

– Measure development needs of employees

– How to engage and train 60000 staff?

– How to define global job profiles

– Integrating designed process into an IT infrastructure

• How did they address them?

1. Create a global structure and job catalogue

2. Map competencies to jobs and then jobs to employees

3. Assess proficiency gaps to identify specific training plans

4. Develop analytics and automated reporting supporting

business academies.


ZURICH

INSURANCE

• Results

– Headcount reporting by country/function/segment ensured executive support

– 279 key job roles address 99% of workforce (not titles, but roles)

– 80% complete assessments

– Focused training plans delivering Learning linked to jobs linked to business goals

– Integration across HR processes: Compensation, recruiting, performance, etc.

• Lessons

– Smart marketing: focus on development, and performance follows

– Find an executive hook early

– Use an existing competency catalogue

– Don’t focus on job descriptions: let the competencies describe expectations

– Clear, focused Project Management led approach.


AGENDA



• Case Studies



• Questions


CHALLENGES DEFINING

COMPETENCIES

Copyright Kenexa®, 2012

Source: Competencies, Compensation and

Technology Luncheons.- 2012

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

70.0%

Manualprocess

BudgetConstraints

Too difficult todefine

competencies

Too manyjobs

Lack ofexecutivesupport

What prevents you from implementing competencies (or extending the competencies you

have) in your organization?


COMPETENCY MANAGEMENT Sp

ecif

icit

y o

f th

e M

od

el

Defines culture

Reinforces strategy

Broadly applied training and communicate

80/20 rule

…does not account for job differences

Defines job skills

Enables assessment

Supports development

Enabled by technology

…challenging to manage the data

Types of Competency Models

Low

High

High

Transactio

nal im

pact o

n b

usin

ess


COMPETENCY FRAMEWORKS

Kenexa

• Structure • Focus • Measurement Scales • CARS/BARS

Consistent use is critical


JOB COMPETENCY MODEL

• Job Description

– Code

– Title

– Summary

– Responsibilities

– Compensation

• Competencies (KSAs)

– Definition

– 4 Proficiency levels

Behavior Statements

Proficiency Level Target

– Talent Accelerators

Learning References

Development Statements

Coaching Tips

Writing Assistance

– Interview Questions

Classifications

Job Function, Family, Level, Focus


JOB MAPPING APPROACH

1. Organization/Industry/Direction

2. Job Functional Group:

3. Job Role (not title or position): Its what we’re paid to do

– Key accountabilities

– Key Responsibilities

4. Critical Competencies

– Proficiencies = behavioural expectations

– Map behaviours to Instructional Design and learning content

outcomes

– Behaviours can define learning measures

– Behaviours can define syllabi if content doesn’t exist.


SALES DIRECTOR JOB ROLE

Competency Name Suggested Proficiency Level Weighting Products and Services 3 - Extensive experience Medium Business Markets 3 - Extensive experience Medium Business Acumen 3 - Extensive experience Medium Industry Knowledge 3 - Extensive experience Medium Planning: Tactical, Strategic 3 - Extensive experience Medium Oral Communications 4 - Subject matter depth and breadth High Effective Presentations 4 - Subject matter depth and breadth High Decision Making and Critical Thinking 3 - Extensive experience High Negotiating 3 - Extensive experience High Influencing 4 - Subject matter depth and breadth High Networking 3 - Extensive experience High Strategic Thinking 3 - Extensive experience High Leadership 3 - Extensive experience High Team Management and Team Building 3 - Extensive experience Medium Customer Service Management 3 - Extensive experience Medium MARKETING TASKS AND ACTIVITIES 3 - Extensive experience Medium MARKETING CHANNELS 2 - Working experience Medium SALES FUNCTION 4 - Subject matter depth and breadth High Selling 4 - Subject matter depth and breadth High Sales Forecasting 3 - Extensive experience Medium Cross-Selling 3 - Extensive experience Medium SALES TASKS AND ACTIVITIES 4 - Subject matter depth and breadth High KNOWLEDGE OF CUSTOMERS 4 - Subject matter depth and breadth High KNOWLEDGE OF SALES CHANNELS 4 - Subject matter depth and breadth High KNOWLEDGE OF PRODUCT LINE 4 - Subject matter depth and breadth High SALES SYSTEMS 3 - Extensive experience Medium

Business Individual Leadership

Functional Technical

Copyright Kenexa®, 2011 26 Copyright Kenexa®, 2012 26 Copyright Kenexa®, 2012

COMPETENCY

ARCHITECTURE

Competency Innovation

Definition Develops new ideas and initiatives that improve the organization's performance.

Level 1: Basic Understanding

Suggests better ways of completing own work.

Demonstrates the ability to generate ideas organically or in a brainstorming session.

Supports innovations that are introduced by team leaders and managers.

Seeks help to shape ideas into workable proposals for change.

Level 2: Working Experience

Seeks new or non-traditional ideas to improve effectiveness in own area of responsibility.

Participates in efforts to develop ideas generated by team members.

Seeks applicable new ideas and approaches.

Surfaces ideas from other groups that have applicability to the team.

Helps develop implementation plans for introducing innovations to the group.

Level 3: Extensive Experience

Encourages exploration of non-traditional ideas from team members.

Seeks new or non-traditional ideas to improve effectiveness in team's area of responsibility.

Fosters a team culture that encourages exploration of non-traditional ideas.

Guides team members in the development and fulfillment of proposed innovations.

Develops change initiatives that target improvement of significant organizational capabilities.

Implements strategies for renewing or deepening change efforts.

Level 4: Subject Matter

Depth and

Breadth

Introduces new perspectives and information to the team in order to stimulate innovation and change.

Supports new ideas and technologies that produce competitive advantage.

Shares best practices and benchmarks of excellence.

Provides ongoing sponsorship for innovation programs and change initiatives.

Mentors team to question established practices and propose innovations.

Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.

• provide a definition to assess the

knowledge, skills, and abilities the

incumbent is demonstrating.

• provide a consistent, common

language regarding the competency.

Competency Innovation

Definition Develops new ideas and initiatives that improve the organization's performance.

Level 1: Basic

Understanding

Suggests better ways of completing own work.

Demonstrates the ability to generate ideas organically or in a brainstorming session.

Supports innovations that are introduced by team leaders and managers.

Seeks help to shape ideas into workable proposals for change.


LEARNING-

INNOVATION

Learning

Reference Learning Reference Name

Learning Reference

Description

Activities On & Off

the job

Quality initiative

participation

Participate in the

implementation of a significant

quality initiative that includes

process mapping, developing

improvement strategies,

negotiating tradeoffs and buy-in

for resources, and developing

follow-up measurements

Activities On & Off

the job

Observe role models Observe and analyze the

behavior of potential role

models for change

Activities On & Off

the job

Create benchmarks Benchmark other groups or

external organizations to get

new ideas for productive

change


DEVELOPMENT AND COACHING:

INNOVATION

Development Statement

Name Description

Devel. Statement Group

Types

Fostering Innovation Foster innovation by increasing R&D expenditures by 20% in the

next year.

Quantitative

Prompting Innovative Thinking Attend industry-specific conferences on a quarterly basis, and look

for products of offerings that could be improved or expanded on as a

way to jumpstart innovative thinking.

Qualitative

Rewarding Innovation Offer a quarterly award to the most innovative employee, as

measured by the number or success of innovations.

Qualitative

Coaching Tip Name Description Coaching Tip Type

Looking for Alternative Solutions Look for alternative solutions to business problems, without initially evaluating feasibility or likelihood of success.

Exploring|Planning

Sharing Problems for Second Opinions

Encourage your team to share problems with coworkers for second opinions. People not directly involved in the problem can provide ideas and points of view not previously explored.

Promoting

Out-of-the-Box Thinking For major projects, hold brainstorming meetings with your team that facilitate out-of-the-box thinking. Let employees bounce ideas off of each other without requiring an immediate solution.

Exploring


COMPETENCY IMPLEMENTATION:

FOCUS ON IMPACT

80% of the effort

20% of the effort (if able to move out of development stage)

Recommended Approach 20% of the effort

Get the “big things

right”; “don’t dwell on

the small stuff”.

Apply existing materials

and best practices in

developing a rapid draft

Focus on the overall

architecture

Key success criteria and

themes.

Develop and use quickly and update over time.

Focus on buy-in and change management

processes.

Make sure you get to the applications; don’t get

stuck in model development.

Position as prototypes

for learning how to

change behaviors (vs. a

perfect output).

Application Integration

Iteration

Launch & Communication

Long-Term Implementation

Development

Typical Approach 80% of the effort


WHAT SHOULD I ASK TO TEST

ORGANIZATIONAL READINESS?

Readiness Factor High=3

Medium=2

Low=1

What is the current level of commitment to competencies in

your organization?

How sophisticated are your managers and employees in

using competencies?

What is the current level of use for competencies in Talent

Management and/or Operational Effectiveness?

What is the level of perceived buy-in, ownership or validity

required?

What is the level of capability of your managers for

coaching and performance development?

How sophisticated is your organization in implementing

significant changes? High Level of Readiness = 11-15

Medium Level of Readiness = 6-10

Low Level of Readiness = Less than 6


AGENDA



• Case Studies



• Questions


ELEMENTS OF A

SUCCESSFUL PROGRAM

Technology

Methodology

Architecture

Content

Copyright Kenexa®, 2012


THE KENEXA JOB PROFILE &

COMPETENCY LIBRARY

• Function or expertise

• 6 Job Bands for employees,

management and executive matrices

Job Families (115+)

• Job descriptions

• Job profiles

• Job responsibilities

• Focus: tech, biz, prof, mgmt

• Compensation Market pricing

Jobs (2,500+)

Business – 36 Individual – 28

Management – 22

Leadership – 20

Functional/Technical – 1900

− Level 1: Basic understanding − Level 2: Working experience − Level 3: Extensive experience − Level 4: Subject matter depth/breadth

4 Levels of Proficiency with 21 unique behavioral descriptors for action oriented skill evaluation

Competencies (2,000+) Application Accelerators

Kenexa Job Competency models provide: job families, job profiles with competencies critical to each role and the proficiency level recommended for each competency

18 Industry Frameworks Job Competency Models

Job Model Components

General Corporate

Functions (HR, Finance,

Legal, Sales)

Information Technology

Banking/Financial

CRM

Consulting

Manufacturing

Insurance

Healthcare

Education

Energy

High Tech Software

High Tech Hardware

Learning References Development Goals Coaching Tips Performance Feedback Writing Assistants Interview Questions

Pharmaceutical

SFIA

Media/Publishing

Retail

Real Estate

Construction


IMPLEMENTATION

METHODOLOGY

Phase I

• Steering Committee

• Working groups

•Select and Edit

• Strategic Client version of Framework

•Engage competencies

•Apply to learning management

Phase II Phase III Phase IV

•Communications Campaign

•Define roles and responsibilities

•Determine Scope and Objectives

•Software evaluation

Project Planning & Definition

Model Customization Application

Results Analysis & Actions

Maintenance

Phase V

• Organization-wide reports

• Strategy for managing risk

•Integration w/ other TM efforts

•Decisions re: care and feeding

• Continuous support


COMPETENCY IMPLEMENTATION BEST

PRACTICES

Model Building

• Ensure linkage between competencies and organization strategies

• Keep models simple at launch

• Add dimensional criteria and keep the momentum • Start with a library or Competency Framework

Applications

• Focus on assessment and development first, then evaluation and pay applications

• Integrate of the competencies with all processes, even if tools aren’t

• Ensure consistency of applications rather than allowing too many variations

Change Management

• Clarify and communicate specific objectives of your applications up front

• Ensure top management and line management buy-in and ongoing support

• Be focused in implementation (i.e., one function, one pilot group first)

• Provide training and communication more consistently and carefully (building in training at

all stages of implementation)

• Develop and consistently apply a measurement system used to evaluate the effectiveness

of implementation over time


COMPETENCY MANAGEMENT:

DECEMBER 2013

• Knowing the skills and competencies your people have to run your business?

• Unable to put the right people on the right project? Who does what in your organization?

• Ensuring that your people receive development based on what they need to do their jobs, not just their ‘wish list’?

• Unable to prove that you meet your regulatory compliance? External accreditation?

• Wasting money on training or not getting the most out of your LMS?

• At risk of losing key competencies? Knowing what they are?

• Lack of employee and manager engagement in learning and development?

• Lack of visibility of career development opportunities in your organization?


QUESTIONS

Gordon Ritchie phone: +1 781-851-8319

email: [email protected]

Dawn Jaglowski phone: +1 407-548-0456

email: [email protected]

http://www.kenexa.com/Solutions/Compensation/JobBasedCompetencies

mailto:[email protected]

mailto:[email protected]

http://www.kenexa.com/Solutions/Compensation/JobBasedCompetencies

start the new year right — focus learning through competencies in 2013

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