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Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
Implementing Competencies
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Implementing Competencies

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This webinar provides insight on indentifying and implementing competencies. Hosted by John Bradford and Philip Schuler, the webinar promises to be informative, yet impactful. …

This webinar provides insight on indentifying and implementing competencies. Hosted by John Bradford and Philip Schuler, the webinar promises to be informative, yet impactful.

What You Will learn:
How to identify competencies needed for success for all employees.
How to implement competency models.

Published in: Education
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  • 1. A Realistic and Practical Approach to Implementing Competencies June 2012 John Bradford, Senior Vice President, Consulting and Training Service Philip Shuler, Vice President, Enterprise Solution ServiceDial-In Information: 866-740-1260Access Code: 7511251
  • 2. Diverse Base of Marquee Customers Financial Services Retail & Consumer Travel & Hospitality Education & Government Technology Healthcare Energy & Utilities Business Services Customer Highlights • 11,000+ active customers • Customer base includes 152 Fortune 2000 companies • Represented in over 120 countries © 2012 Profiles International www.profilesinternational.com
  • 3. Our Value PropositionProfiles International offers solutions that enable organizations to selectthe right people and develop them to their full potential. • Selection • Development • Coaching • Managing • Succession Planning © 2012 Profiles International www.profilesinternational.com 3
  • 4. Receive a Complementary Critical Job Study! 1. 2. 3. Select a critical job Assess Job Incumbents Complementary Job Study Report designed for Performance Model Project Manager It’s  as  easy,  as  1,  2,  3! © 2012 Profiles International www.profilesinternational.com
  • 5. Critical Job StudyIdentifies what is really required for success inany give job – in terms of: • Learning • Reasoning • Communication • Problem Solving • Behaviors • Interests© 2012 Profiles Internationalwww.profilesinternational.com
  • 6. A  Clear  Target  for  Success… …against  which  people  can  be  graphically  and   quantifiably  compared,  has  implications  for… • Selection Report designed for Performance Model Project Manager • Development • Coaching • Managing • Succession Planning Receive a Complementary Critical Job Study!© 2012 Profiles Internationalwww.profilesinternational.com
  • 7. A Realistic and Practical Approach to Implementing Competencies June 2012 John Bradford, Senior Vice President, Consulting and Training Service Philip Shuler, Vice President, Enterprise Solution ServiceDial-In Information: 866-740-1260Access Code: 7511251
  • 8. Facilitator: John BradfordJohn Bradford © 2012 Profiles International www.profilesinternational.com
  • 9. Facilitator: John BradfordWhat I have learned over time! Optimize 2006 - Current Predictable 1997’s MeasuredJohn Bradford 1993’s Define 1987’s Mastery Implementing Competencies 1979’s © 2012 Profiles International www.profilesinternational.com
  • 10. Facilitator: Philip ShulerPhilip Shuler © 2012 Profiles International www.profilesinternational.com
  • 11. Facilitator: Philip ShulerWhat I have learned over time! Remember the 2  “What’s”! Philip Shuler  What can I expect of them?  What will they require of me? © 2012 Profiles International www.profilesinternational.com
  • 12. Poll #1 What has been your past experience working with competencies? 1. I have an understanding of competencies! 2. I have identified competencies! 3. I have created competency models! 4. I have implemented competencies! 5. All the above 6. I have an awareness of competencies!© 2012 Profiles Internationalwww.profilesinternational.com
  • 13. About Competencies: Competency is “An  underlying  characteristic  of  an   individual 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).© 2012 Profiles Internationalwww.profilesinternational.com
  • 14. About Competencies: ? Competency is “An  underlying characteristic of an individual 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). © 2012 Profiles International www.profilesinternational.com
  • 15. Skills The Iceberg Model Knowledge Page 11 Figure 2-1 Central and Surface Competency Self-Concept Attitude Value Trait Motive Competence At Work: Models For Superior Performance.© 2012 Profiles International Lyle M Spencer Jr & Signe M Spencer. (1993)www.profilesinternational.com
  • 16. About Competencies: ? Competency is “An  underlying  characteristic  of  an   individual 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). © 2012 Profiles International www.profilesinternational.com
  • 17. Skills Here what you see! Knowledge Here’s   Self-Concept Attitude Value what Trait you get! Motive© 2012 Profiles Internationalwww.profilesinternational.com
  • 18. About Competencies: 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)© 2012 Profiles Internationalwww.profilesinternational.com
  • 19. Poll #2 What is the most critical area where you are using competencies? A.Sourcing & Recruiting B.Performance Management C.Learning and Development D.Career, Succession, Management E.Leadership Development F.Compensation G.Talent Strategy and Planning H.All of the above© 2012 Profiles Internationalwww.profilesinternational.com
  • 20. Typical Competency Use and Alignment © 2012 Profiles International www.profilesinternational.com
  • 21. People are Competency Challenged! Job Title: State Manager/Regional Vice President Reports To: Area Manager Department/Division: Territory Management Purpose of the Role: The State Manager/Regional Vice President is responsible for effective execution of regional strategy, proper use of financial budgets, utilizing appropriate staffing models, and providing coaching to assigned management team. Job Responsibilities: •  Develops a strategic/marketing plan for assigned state/region based on upcoming adoption information for the school year, needs of the customer and past years regional performance to meet assigned quota. Adjust plans as needed. Maintain relationships with key stakeholders throughout the region to stay abreast of districts needs and adoption cycles. •  Manages  the activities of the state/region. Ensures the region/state is staffed appropriately and makes adjustments as needed due to changes in market conditions. Conducts objective setting, midpoint and annual appraisal for management team as well as approves PMP activities for entire region. Observes team in the field by attending sales calls and presentations. Responsible for attracting, developing, coaching, motivating, empowering and retaining sales professionals. Resolves conflicts within team and with other departments. Holds state management and sales meetings as needed. Plus 29 More Required Behaviors © 2012 Profiles International www.profilesinternational.com
  • 22. People are Competency Challenged! 1. Interviewing - Listen For 2. Assess - Recognize 3. Pay - Competency Mastery - Results© 2012 Profiles Internationalwww.profilesinternational.com
  • 23. Key Take Away: Understanding, identifying, implementing competencies  is  not  for  the  ‘faint  of  heart’!© 2012 Profiles Internationalwww.profilesinternational.com
  • 24. Today’s  Objective: Provide a proven methodology that results in the identification of central and surface competencies that is causally related to superior performance.© 2012 Profiles Internationalwww.profilesinternational.com
  • 25. Today’s  Objective: Provide a proven methodology that results in the identification of central and surface competencies that is causally related to superior performance. “Intent”                                                    “Action”                                            “Outcome” Personal Job Behavior Performance Characteristics Motive Skill Trait Self-Concept Knowledge© 2012 Profiles Internationalwww.profilesinternational.com
  • 26. Today’s  Objective: Have you ever been asked to explain how your competencies link to business results?© 2012 Profiles Internationalwww.profilesinternational.com
  • 27. Poll #3 Have you ever been asked to explain how your competencies link to business results? A. Yes B. No© 2012 Profiles Internationalwww.profilesinternational.com
  • 28. Today’s  Objective: To help you explain to a senior leader how your company competencies are directly linked to business results!© 2012 Profiles Internationalwww.profilesinternational.com
  • 29. Linking Competencies to Results! Top Standard Results Tasks Performers Performers DIFFERENTIATING COMPETENCIES Competencies Competencies© 2012 Profiles Internationalwww.profilesinternational.com
  • 30. Linking Competencies to Results! Top Standard Results Tasks Performers Performers DIFFERENTIATING COMPETENCIES Competencies Competencies© 2012 Profiles Internationalwww.profilesinternational.com
  • 31. Linking Competencies to Results! Top Standard Results Tasks Performers Performers Competencies Competencies© 2012 Profiles Internationalwww.profilesinternational.com
  • 32. Linking Competencies to Results! Top Standard Results Tasks Performers Performers Competencies Competencies© 2012 Profiles Internationalwww.profilesinternational.com
  • 33. Linking Competencies to Results! Top Standard Results Tasks Performers Performers DIFFERENTIATING COMPETENCIES Competencies Competencies© 2012 Profiles Internationalwww.profilesinternational.com
  • 34. Linking Competencies to Results! Top Standard Results Tasks Performers Performers DIFFERENTIATING COMPETENCIES Competencies Competencies WHAT HOW© 2012 Profiles Internationalwww.profilesinternational.com
  • 35. Key Take Away:A proven methodology for identifying competenciesthat are directly linked to business results.© 2012 Profiles Internationalwww.profilesinternational.com
  • 36. Let’s  Start  With  the  End  in  Mind! Performance!© 2012 Profiles Internationalwww.profilesinternational.com
  • 37. Performance!© 2012 Profiles Internationalwww.profilesinternational.com
  • 38. Work Performance!© 2012 Profiles Internationalwww.profilesinternational.com
  • 39. Work Performance!© 2012 Profiles Internationalwww.profilesinternational.com
  • 40. Work Performance! Occupational DNA© 2012 Profiles Internationalwww.profilesinternational.com
  • 41. When Can You Identify Performance? 60% Below Ben Prospects Sales Quota Training Regions Time Jill Support 125% of Sales Quota Hire 18 Months Later© 2012 Profiles Internationalwww.profilesinternational.com
  • 42. When Can You Identify Performance? 60% Below Ben Prospects Sales Quota Training Regions Time Jill Support 125% of Sales Quota Hire 18 Months Later© 2012 Profiles Internationalwww.profilesinternational.com
  • 43. When Can You Identify Performance? Profile’s  Universal  Sales  Competency  Model 60% Below Ben Prospects Sales Quota Training Regions Time Jill Support 125% of Sales Quota Hire 18 Months Later© 2012 Profiles Internationalwww.profilesinternational.com
  • 44. When Can You Identify Performance? 60% Below Ben Prospects Sales Quota Training Regions Time Jill Support 125% of Sales Quota Hire 18 Months Later© 2012 Profiles Internationalwww.profilesinternational.com
  • 45. When Can You Identify Performance? 60% Below Ben Prospects Sales Quota Training Regions Time Jill Support 125% of Sales Quota Hire 18 Months Later© 2012 Profiles Internationalwww.profilesinternational.com
  • 46. Differentiating Factors Ben Jill© 2012 Profiles Internationalwww.profilesinternational.com
  • 47. When Can You Identify Performance? 60% Below Ben Prospects Sales Quota Training Regions Time Jill Support 125% of Sales Quota Hire 18 Months Later© 2012 Profiles Internationalwww.profilesinternational.com
  • 48. Here’s  what  you  see  &   select  and  manage… Here’s  what   you get!© 2012 Profiles Internationalwww.profilesinternational.com
  • 49. Skills Competencies Knowledge Here’s   Self-Concept Attitude Value what Trait you get! Motive© 2012 Profiles Internationalwww.profilesinternational.com
  • 50. Competent – Yes . . . Valuable . . . Maybe? Congratulations, your competencies ratings are all exceptional! © 2012 Profiles International www.profilesinternational.com
  • 51. Competent – Yes . . . Valuable . . . Maybe? Congratulations, your competencies ratings are all exceptional! Now as soon as we can figure out what you actually accomplish for the company . . .? © 2012 Profiles International www.profilesinternational.com
  • 52. ProfileXT Differentiating Factors Cognitive Abilities Behavioral Traits Interests © 2012 Profiles International www.profilesinternational.com Page 52
  • 53. Competency Building Blocks Competency Building Blocks focus on what is unique about individuals doing the work rather than just on what people must know or do to perform the work.© 2012 Profiles Internationalwww.profilesinternational.com
  • 54. Characteristics That Are CriticalBuilding Blocks of Performance Behavioral Management considerations offer considerations insight as to what to provide suggestions expect from this for this candidate’s candidate manager© 2012 Profiles Internationalwww.profilesinternational.com
  • 55. 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 Occupational DNA those challenged in the position? • Can you measure these characteristics at the decision point?© 2012 Profiles Internationalwww.profilesinternational.com
  • 56. Individual Characteristics are Critical Building Blocks of Competencies Cognitive Abilities Behavior + Learning Behavioral COMPETENCY Traits Interests PERFORMANCE© 2012 Profiles Internationalwww.profilesinternational.com
  • 57. Work Performance – Occupational DNA! Occupational DNA© 2012 Profiles Internationalwww.profilesinternational.com
  • 58. How to Identify Characteristics • Identify the top and bottom performers (most competent vs. least competent) • Identify the characteristics or building blocks that distinguish between the top and bottom performers • Use these characteristics to create a standard or benchmark against which you can measure candidates. Cognitive Behavioral Interests Abilities Traits© 2012 Profiles Internationalwww.profilesinternational.com
  • 59. How to MeasureCharacteristics orBuilding Blocks  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? © 2012 Profiles International www.profilesinternational.com
  • 60. Building Blocks + Competency = Integrated Solution © 2012 Profiles International www.profilesinternational.com 60
  • 61. Our Solution Having done this, we can show you - graphically and quantifiably - to what degree current employees, or candidates for employment, match that standard.© 2012 Profiles Internationalwww.profilesinternational.com
  • 62. A  Clear  Target  for  Success… …against  which  people  can  be  graphically  and   quantifiably  compared,  has  implications  for… • Selection • Development • Coaching • Managing • Succession Planning© 2012 Profiles Internationalwww.profilesinternational.com
  • 63. 16% 68% 16% The Profile XT and Sales Assessment Drives a single job-match number A Good Match© 2012 Profiles Internationalwww.profilesinternational.com
  • 64. Key Take Away:A clear understanding of howto measure the underlyingcharacteristic of an individualthat is causally related tocriterion-referenced effective orsuperior performance in a jobor  situation.”Measuring the Building Blocks of Competencies – The ProfileXT © 2012 Profiles International www.profilesinternational.com
  • 65. Competency! Occupational DNA Behavioral Job PreviousCognitive Interests Job Skills Traits Knowledge Experience Abilities © 2012 Profiles International www.profilesinternational.com
  • 66. Types of Competencies© 2012 Profiles Internationalwww.profilesinternational.com
  • 67. 80/20 Rule• 20% of behaviors that drive 80% of results © 2012 Profiles International www.profilesinternational.com
  • 68. Defining the Critical 20% Top Standard Results Tasks Performers Performers DIFFERENTIATING COMPETENCIES Competencies Competencies WHAT HOW© 2012 Profiles Internationalwww.profilesinternational.com
  • 69. Validity Construct Validity Face Validity Criterion Validity Predictive Validity© 2012 Profiles Internationalwww.profilesinternational.com
  • 70. Five Steps to Competency Development © 2012 Profiles International www.profilesinternational.com
  • 71. A Snapshot of a PlanDriving Force? • Continuous Improvement • Development of new skills • Succession planning and Leadership DevelopmentFor Whom? • All employeesCompetency Architecture? • Core competencies, proficiency levelsLevel of Consultation? • Steering Committee • Management interviews • Employee Focus GroupsApplication? • Learning and Continuous Improvement • Leadership development • Recruitment and promotions • Performance Management • Awards and Recognition © 2012 Profiles International www.profilesinternational.com
  • 72. Development Process • Document review • Articulation of • Employee • Executive (strategic & vision vision, goals & focus groups Committee documents, work values in approval • Expert panel descriptions) behavioral terms • Documentation • Management • Expert panel of process Interviews • Management focus groups Final Competencies & Profiles Core Competencies© 2012 Profiles Internationalwww.profilesinternational.com
  • 73. Factors Critical for Success• Critical  need  or  ‘driver’  for  change  • Planned approach to developing and using competencies• Buy-in at all levels• Quality, credible competencies, that all employees can relate to• Simple to use, flexible, efficient processes and tools© 2012 Profiles Internationalwww.profilesinternational.com
  • 74. Key Take Away:A plan to follow for identifying competencies andcreating competency models. Every well built house started in the form of a definite purpose plus a definite plan in the nature of a set of blueprints. Napoleon Hill (1883-1970) American speaker and motivational writer.© 2012 Profiles Internationalwww.profilesinternational.com
  • 75. Receive a Complementary Critical Job Study! 1. 2. 3. Select a critical job Assess Job Incumbents Complementary Job Study Report designed for Performance Model Project Manager It’s  as  easy,  as  1,  2,  3! © 2012 Profiles International www.profilesinternational.com
  • 76. Critical Job StudyIdentifies what is really required for success inany give job – in terms of: • Learning • Reasoning • Communication • Problem Solving • Behaviors • Interests© 2012 Profiles Internationalwww.profilesinternational.com
  • 77. A  Clear  Target  for  Success… …against  which  people  can  be  graphically  and   quantifiably  compared,  has  implications  for… • Selection Report designed for Performance Model Project Manager • Development • Coaching • Managing • Succession Planning Receive a Complementary Critical Job Study!© 2012 Profiles Internationalwww.profilesinternational.com
  • 78. Poll #5Would you like to receive a complementarycritical job study? A. Yes B. No© 2012 Profiles Internationalwww.profilesinternational.com
  • 79. © 2012 Profiles Internationalwww.profilesinternational.com 79
  • 80. A Realistic and Practical Approach to Implementing Competencies June 2012John Bradford, Senior Vice President, Consulting and Training Service Philip Shuler, Vice President, Enterprise Solution Service
  • 81. Contact Us Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: info@profiles.com.sgTelephone: 65717031Fax: 63334636Website: http://www.profiles.com.sg Share , Connect and Follow Us Know your people..Grow your business

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