Competency Modeling
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A company’s 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......

A company’s 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 do’s and don’ts of competency integration.

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  • 1. You Just Spent $50K On Your Company’sCompetency Model, NOW WHAT?a presentation brought to you by: John Bradford
  • 2. 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 Senior Vice President on five continents. He has worked with business of all sizes and within a wide variety ofTraining & Consulting Services 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, imagine great people ® shouldering full responsibility for organizational and employee development. He has also served as President and CEO for a U.S.-based consulting firm. www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 3. Who We Are • Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of Test Publishers • Microsoft Certified Partnerwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 4. Creating Value for Clients 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.www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 5. Diverse Base of Marquee Clients Financial Services Retail & Consumer Travel & Hospitality Education & Government Technology Healthcare Energy & Utilities Business Services Client Highlights • 11,000 + active clients • Client base includes 152 Fortune 2000 companies • Represented in nearly 130 countrieswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 6. Clients We’ve Servedwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 7. Receive a Complementary Critical Job Study!1. Select a critical job2. Assess Job Incumbents3. Complementary Job Study www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 8. Critical Job Study Identifies what is really required for success in any give job – in terms of: • Learning • Reasoning • Communication • Problem Solving • Behaviors • Interestswww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 9. A Clear Target for Success……against which people can be graphically and quantifiably compared, has implications for… • Selection • Development • Coaching • Managing • Succession Planningwww.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 10. You Just Spent $50K On Your Company’sCompetency Model, NOW WHAT?a presentation brought to you by: John Bradford
  • 11. Facilitator: John Bradford What I have learned over time! Optimize 2006 - Current Predictable 1997’s Measured 1993’s Define 1987’s Mastery 1979’s Implementing Competencies1www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 12. Case Study - The Challenge• Dramatic change• Organization poised for growth• Critical need identified• Competency gap2www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 13. Case Study - The Solution• Close the competency gap• Create a competency framework, dictionary, model• Collaborate with 3rd party vendor• Invested $50K plus3www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 14. Case Study - The Result18 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 results4www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 15. Case Study - The Result WHY! Zero Change?5www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 16. Welcome to the Real World of . . . CHANGE!1. Organization Change2. Leadership Change3. Behavioral Change6www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 17. What’s the Deliverable?The Competency Model? Leading & Deciding Deciding & Takes responsibility for actions, projects and people; takes initiative and works Initiating Action 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 & Provides others with a clear direction; motivates and empowers others; recruits Supervising staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour. Supporting & Co-operating Working with Shows respect for the views and contributions of other team members; shows people 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 Upholds ethics and values; demonstrates integrity; promotes and defends equal Principles & Values opportunities, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment. Interacting & Presenting Relating & Easily establishes good relationships with customers and staff; relates well to Networking people at all levels; builds wide and effective networks of contacts; uses humour appropriately to bring warmth to relationships with others. Persuading & Gains clear agreement and commitment from others by persuading, convincing Influencing 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 Works strategically to realize organisational goals; sets and develops strategies; Strategies and identifies, develops positive and compelling visions of the organisation’s  future   Concepts potential; takes account of a wide range of issues across, and related to, the organisation. Organising & Executing Planning & Sets clearly defined objectives; plans activities and projects well in advance and Organising 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 Focuses on customer needs and satisfaction; sets high standards for quality and & Meeting quantity; monitors and maintains quality and productivity; works in a systematic, Customer methodical and orderly way; consistently achieves project goals. Expectations Adapting & Coping Adapting and Adapts to changing circumstances; tolerates ambiguity; accepts new ideas Responding to and change initiatives; adapts interpersonal style to suit different people or Change situations; shows an interest in new experiences. Enterprising & Performing Achieving personal Accepts and tackles demanding goals with enthusiasm; works hard and puts in work goals and longer hours when it is necessary; seeks progression to roles of increased Objectives responsibility and influence; identifies own development needs and makes use of developmental or training opportunities. Entrepreneurial & Keeps up to date with competitor information and market trends; identifies Commercial business opportunities for the organisation; maintains awareness of Thinking developments in the organizational structure and politics; demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.7www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 18. What the Deliverable? Competency is “An underlying characteristic of anindividual that is causally related to criterion-referenced effective or superior performance in a job or situation.” Competence At Work: Models For Superior Performance Lyle M Spencer Jr & Signe M Spencer. (1993). 8www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 19. What the Deliverable? ?Competency is “An of anindividual that is causally related to criterion-referencedeffective or superior performance in a job or situation.” 9 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 20. Skills Knowledge The Iceberg Model Self-Concept Attitude Value Trait Motive Page 11 Figure 2-1 Central and Surface Competency Competence At Work: Models For Superior Performancewww.profilesinternational.com10 Profiles International, Inc. AllLyle M Spencer ©2012 rights reserved. Jr & Signe M Spencer. (1993).
  • 21. Skills Knowledge Here what you see! Self-Concept Attitude Value Here’s what Trait you get! Motivewww.profilesinternational.com11 Profiles International, Inc. All rights reserved. ©2012
  • 22. What the Deliverable?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)12www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 23. Today’s ObjectiveWhat would be the benefit to you and your organization if you knew how to achieve the desired business results when implementing competency models?13www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 24. Let’s Start With the End in Mind! Performance!14www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 25. Work Performance!15www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 26. Competency Implementation Why Do We Start The implementation?16www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 27. Hiring with the Competency Model Ben Jill17www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 28. Differentiating Factors Ben Jill18www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 29. When Can You Identify Performance? Regions Time 60% Below Ben Prospect Sales Quota Training Jill Support 125% of Sales Quota Hire 18 Months Later19www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 30. Here’s what you see & Here’s  what   select and manage… you get!www.profilesinternational.com20 Profiles International, Inc. All rights reserved. ©2012
  • 31. Skills Knowledge Here what you see! Self-Concept Attitude Value Here’s what Trait you get! Motivewww.profilesinternational.com21 Profiles International, Inc. All rights reserved. ©2012
  • 32. Case Study - The Result18 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 results22www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 33. Case Study - The Result WHY! Modest at best results? Ben Jill23www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 34. Organization are Competency Challenged! 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. How does the competency 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. model link to business results? Supporting & Co-operating Working with Shows respect for the views and contributions of other team members; shows people empathy; listens, supports and cares for others; consults others and shares How does the model information and expertise with them; builds team spirit and reconciles conflict; adapts to the team and fits in well. Adhering to Upholds ethics and values; demonstrates integrity; promotes and defends equal Principles & Values opportunities, builds diverse teams; encourages organisational and individual differentiate performance? responsibility towards the community and the environment. Interacting & Presenting Relating & Easily establishes good relationships with customers and staff; relates well to Networking people at all levels; builds wide and effective networks of contacts; uses humour appropriately to bring warmth to relationships with others. Is there a prioritization among Persuading & Gains clear agreement and commitment from others by persuading, convincing Influencing 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. the competencies? Creating & Conceptualising Formulating Works strategically to realize organisational goals; sets and develops strategies; Strategies and identifies, develops positive and compelling visions of the organisation’s  future   Concepts potential; takes account of a wide range of issues across, and related to, the organisation. Organising & Executing Planning & Sets clearly defined objectives; plans activities and projects well in advance and - Critical takes account of possible changing circumstances; identifies and organizes - Significant Organising resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones. Delivering Results Focuses on customer needs and satisfaction; sets high standards for quality and & Meeting Customer Expectations quantity; monitors and maintains quality and productivity; works in a systematic, methodical and orderly way; consistently achieves project goals. - Relevant Adapting & Coping Adapting and Adapts to changing circumstances; tolerates ambiguity; accepts new ideas Responding to and change initiatives; adapts interpersonal style to suit different people or Change situations; shows an interest in new experiences. Enterprising & Performing Achieving personal Accepts and tackles demanding goals with enthusiasm; works hard and puts in Are all the competencies equal? work goals and longer hours when it is necessary; seeks progression to roles of increased Objectives Entrepreneurial & responsibility and influence; identifies own development needs and makes use of developmental or training opportunities. Keeps up to date with competitor information and market trends; identifies - Selectable - Developable Commercial business opportunities for the organisation; maintains awareness of Thinking developments in the organizational structure and politics; demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value. 24 www.profilesinternational.com - Trainable ©2012 Profiles International, Inc. All rights reserved.
  • 35. People are Competency Challenged!Leading & DecidingDeciding &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. 1. Interviewing Provides others with a clear direction; motivates and empowers others; recruits - Listen for relevanceLeading &Supervising staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour. - Qualify and quantifySupporting & Co-operatingWorking with Shows respect for the views and contributions of other team members; showspeople empathy; listens, supports and cares for others; consults others and sharesAdhering to information and expertise with them; builds team spirit and reconciles conflict; adapts to the team and fits in well. Upholds ethics and values; demonstrates integrity; promotes and defends equal - Accurately, reliably, assessPrinciples & Values opportunities, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment. for competency mastery Interacting & PresentingRelating & Easily establishes good relationships with customers and staff; relates well toNetworking people at all levels; builds wide and effective networks of contacts; uses humour 2. Observing on-the-job appropriately to bring warmth to relationships with others.Persuading & Gains clear agreement and commitment from others by persuading, convincingInfluencing 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 & ConceptualisingFormulating Works strategically to realize organisational goals; sets and develops strategies; - Differentiate performance * NoviceStrategies and identifies, develops positive and compelling visions of the organisation’s  future  Concepts potential; takes account of a wide range of issues across, and related to, the organisation.Organising & ExecutingPlanning & Sets clearly defined objectives; plans activities and projects well in advance and * Performs with Assistance, takes account of possible changing circumstances; identifies and organizes * Demonstrated Competence,Organising resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones. * Achievement of excellent performanceDelivering Results Focuses on customer needs and satisfaction; sets high standards for quality and& Meeting quantity; monitors and maintains quality and productivity; works in a systematic,Customer methodical and orderly way; consistently achieves project goals.ExpectationsAdapting & CopingAdapting and Adapts to changing circumstances; tolerates ambiguity; accepts new ideas 3. Coaching for competenceResponding to and change initiatives; adapts interpersonal style to suit different people orChange situations; shows an interest in new experiences.Enterprising & PerformingAchieving personal Accepts and tackles demanding goals with enthusiasm; works hard and puts inwork goals andObjectives longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use - Understanding/buy-in/commitment - Accelerating competency performance of developmental or training opportunities.Entrepreneurial & Keeps up to date with competitor information and market trends; identifiesCommercial business opportunities for the organisation; maintains awareness of - Coaching for competency masteryThinking developments in the organizational structure and politics; demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value. 25 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 36. Case Study - The Result WHY! Modest at best results? Ben Jill26www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 37. Competent – Yes . . . Valuable . . . Maybe?Congratulations, yourcompetencies ratingsare all exceptional!Now as soon as wecan figure outwhat you actuallyaccomplish for thecompany . . .?27www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 38. End in Mind - Work Performance! Occupational DNA28www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 39. Why the Productivity Disparity… Performance Predictors How well does each factor correlate with on-the-job success? Full Glass = Exact Correlation Interests Education Training Interview Experience References Behaviors Cognitive 29 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 40. Why the Productivity Disparity… Performance Predictors How well does each factor correlate with on-the-job success? Full Glass = Exact Correlation .10 .15 .13 .14 Interests Education Training Interview .18 .26 .38 .53 Experience References Behaviors Cognitive Source: Professor Mike Smith, University of Manchester; John E. Hunter & Rhonda Hunter, “Validity and Utility of Alternative Predictors of Job Performance”, Psychological Bulletin, 30 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 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 41. Selecting the Best Measures of Job Performance Occupational DNA • 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?31www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 42. Individual Characteristics are Critical Building Blocks of Competencies Cognitive Abilities Behavior Behavioral + Learning Traits COMPETENCY Interest PERFORMANCE32www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 43. ProfileXT® Differentiating Factors Cognitive Abilities Behavioral Traits Interest33www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved. Page 44
  • 44. How to MeasureCharacteristics or 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? 34 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 45. Building Blocks + Competency = Integrated Solution35www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 46. Our Solution Having done this, we can show you - graphically andquantifiably - to what degree current employees, or candidates for employment, match that standard.36www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 47. A Clear Target for Success……against which people can be graphically and quantifiably compared, has implications for… • Selection • Development • Coaching • Managing • Succession Planning37www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 48. The ProfileXT® & Profile Sales Assessment™ Drives a single job-match number Good Match38www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 49. Key Take Away:Measuring the Building Blocks of Competencies – The ProfileXT® 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.”39www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 50. The Deliverable - Competency ModelLeading & DecidingDeciding & Takes responsibility for actions, projects and people; takes initiative and worksInitiating Action 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 & Provides others with a clear direction; motivates and empowers others; recruitsSupervising staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour.Supporting & Co-operatingWorking with Shows respect for the views and contributions of other team members; showspeople 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 Upholds ethics and values; demonstrates integrity; promotes and defends equalPrinciples & Values opportunities, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment. Interacting & PresentingRelating & Easily establishes good relationships with customers and staff; relates well toNetworking people at all levels; builds wide and effective networks of contacts; uses humour appropriately to bring warmth to relationships with others.Persuading & Gains clear agreement and commitment from others by persuading, convincingInfluencing 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 & ConceptualisingFormulating Works strategically to realize organisational goals; sets and develops strategies;Strategies and identifies, develops positive and compelling visions of the organisation’s  future  Concepts potential; takes account of a wide range of issues across, and related to, the organisation.Organising & ExecutingPlanning & Sets clearly defined objectives; plans activities and projects well in advance andOrganising 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 Focuses on customer needs and satisfaction; sets high standards for quality and& Meeting quantity; monitors and maintains quality and productivity; works in a systematic,Customer methodical and orderly way; consistently achieves project goals.ExpectationsAdapting & CopingAdapting and Adapts to changing circumstances; tolerates ambiguity; accepts new ideasResponding to and change initiatives; adapts interpersonal style to suit different people orChange situations; shows an interest in new experiences.Enterprising & PerformingAchieving personal Accepts and tackles demanding goals with enthusiasm; works hard and puts inwork goals and longer hours when it is necessary; seeks progression to roles of increasedObjectives responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.Entrepreneurial & Keeps up to date with competitor information and market trends; identifiesCommercial business opportunities for the organisation; maintains awareness ofThinking developments in the organizational structure and politics; demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value. 40 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 51. 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.41www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 52. Competency Model42www.profilesinternational.com ?©2012 Profiles International, Inc. All rights reserved.
  • 53. Down the path of Realization1. Communication2. Accountability3. Skill4. Alignment5. Measurement43www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 54. Down the path of Realization1. 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 Advocate44www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 55. Down the path of Realization1. Communication: Make and address the business case for the competency model. How do senior leaders show their passion and commitment to an initiative and its desired results? Articulate Advocate, Jack Welch The consistently advocate, cajole, recognize, reward, and encourage all key employees In the change effort! 45 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 56. Down the path of Realization2. Accountability: Clearly define roles andaccountabilities for all key stakeholders, starting withthe CEO. Define for each leader . . . • What are they accountable for and to whom? • Establish measures of success • Plan to cascade down the accountabilities46www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 57. Down the path of Realization3. Skill: Develop the skills of each key player in theimplementation.• 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 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 58. Down the path of Realization4. Alignment: Align processes/systems to reinforce thedesired 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.48www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 59. Down the path of Realization49www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 60. Down the path of Realization5. Measurement: Provide clear lead and lag measuresof 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?50www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 61. Down the path of Realization5. Measurement: Provide clear lead and lag measuresof 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 plans51www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 62. Competency Model52www.profilesinternational.com ?©2012 Profiles International, Inc. All rights reserved.
  • 63. Down the Path of Realizations!Leading & DecidingDeciding &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. 1. InterviewingLeading &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. - Listen for relevance - Qualify and quantifySupporting & Co-operatingWorking with Shows respect for the views and contributions of other team members; showspeople empathy; listens, supports and cares for others; consults others and sharesAdhering to information and expertise with them; builds team spirit and reconciles conflict; adapts to the team and fits in well. Upholds ethics and values; demonstrates integrity; promotes and defends equal - Accurately, reliably, assessPrinciples & Values opportunities, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment. Interacting & Presenting for competency masteryRelating & Easily establishes good relationships with customers and staff; relates well toNetworking 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. 2. Observing on-the-jobCreating & ConceptualisingFormulatingStrategies and Works strategically to realize organisational goals; sets and develops strategies; identifies, develops positive and compelling visions of the organisation’s  future   - Differentiate performance * NoviceConcepts potential; takes account of a wide range of issues across, and related to, the organisation.Organising & ExecutingPlanning &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 * Performs with Assistance,Delivering Results& Meeting performance against deadlines and milestones. Focuses on customer needs and satisfaction; sets high standards for quality and quantity; monitors and maintains quality and productivity; works in a systematic, * Demonstrated Competence,CustomerExpectations methodical and orderly way; consistently achieves project goals. * Achievement of excellent performanceAdapting & CopingAdapting and Adapts to changing circumstances; tolerates ambiguity; accepts new ideasResponding to and change initiatives; adapts interpersonal style to suit different people orChange situations; shows an interest in new experiences.Enterprising & PerformingAchieving personal Accepts and tackles demanding goals with enthusiasm; works hard and puts inwork goals and longer hours when it is necessary; seeks progression to roles of increased 3. Coaching for competenceObjectivesEntrepreneurial & responsibility and influence; identifies own development needs and makes use of developmental or training opportunities. Keeps up to date with competitor information and market trends; identifies - Understanding/buy-in/commitmentCommercialThinking 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. - Accelerating competency performance 53 - Coaching for competency mastery www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 64. Receive a Complementary Critical Job Study!1. Select a critical job2. Assess Job Incumbents3. Complementary Job Study 54 www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
  • 65. Critical Job Study Identifies what is really required for success in any give job – in terms of: • Learning • Reasoning • Communication • Problem Solving • Behaviors • Interests55www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 66. A Clear Target for Success……against which people can be graphically and quantifiably compared, has implications for… • Selection • Development • Coaching • Managing • Succession Planning56www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 67. PollWould you like to receive a complementary critical job study? a. Yes b. No57www.profilesinternational.com©2012 Profiles International, Inc. All rights reserved.
  • 68. Questions?
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