Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Lack of competency will undermine your talent management strategy


Published on

When it comes to filling your company’s key positions, are you really choosing the right people for the job? All too often, these positions are filled in a hurry without ensuring that the person is actually qualified and developed enough to be successful in their new role. This is both costly and detrimental to the organization. Doug Reed, Vice President and IT Business Relationship Manager at CBRE, will share his experiences both as an HR Executive and Business Relationship Manager. From terrible failures to great successes, he has seen it all. One thing that he has learned along the way is that starting out with a defined process is the key to success. This webinar will cover the importance of identifying the necessary skills and competencies of a position before searching for the ideal candidate. Only then can you recognize who your appropriate applicants are. If you are looking to hire internally, it is always an option to develop someone for a specific role, but this requires two things: identifying what the gaps are in their skills and competencies, and being open with them about their weaknesses.

Published in: Software
  • Be the first to comment

  • Be the first to like this

Lack of competency will undermine your talent management strategy

  1. 1. Lack of Competency Will Undermine Your Talent Management Strategy Doug Reed, VP of IT Business Relationship Management at CBRE Group Inc. & President of Oracle HCM User Group (OHUG)
  2. 2. About Today’s Presenter Doug Reed is part of the IT organization at CBRE Group, Inc. as the Business Relationship Manager for Global Shared Services. In this role, Doug serves as the key strategic interface between the IT organization and the Global Shared Services business units for the purpose of aligning business and IT strategy. Along with his position at CBRE, Doug is actively involved with the Oracle HCM Users Group (OHUG). OHUG is an organization devoted exclusively to providing users with valuable insight into Oracle E- Business Suite, Oracle PeopleSoft, Oracle Fusion HCM, and Oracle Taleo applications. He has served on the Executive Board of Directors since 2009, recently assuming the role of President of the organization.
  3. 3. Definition of Skills and Competencies The Big Picture of Talent Management Real World Experiences Final Tips to Avoid Disaster Agenda
  4. 4. Poll Have you ever had a boss / supervisor that you felt was incompetent? • Yes • No
  5. 5. Poll Have you ever had a coworker / teammate that you felt was incompetent?
  6. 6. Poll What have you experienced in working for or with an incompetent person? • I get stuck picking up their slack • They take credit for my work • They feel threatened by new ideas • They waste hours on useless meetings
  7. 7. Skill • Proficiency, facility, or dexterity that is acquired or developed through training or experience Competency • A cluster of related abilities, commitments, knowledge, and skills that enable a person (or an organization) to act effectively in a job or situation Skills and Competencies Defined
  9. 9. “Employees are a company’s greatest asset – they’re your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company’s mission.” - Anne M. Mulcahy
  10. 10. Competencies: The Common Denominator Competencies Recruiting Learning Management Performance Management Career Development Succession Planning Compensation Source
  11. 11. The Competency-Based Approach Find Develop Retain • Talent Management strategy becomes: – Detailed – Transparent – Defensible – Effective
  12. 12. Define Role Competencies Competency- Based Interviews Don’t settle! Improve Recruitment
  13. 13. Performance Assessments Identify areas of expertise Score against competencies Detect areas for improvement Common language
  14. 14. • Identify employee’s competency gaps and learning requirements for future roles • Competencies aligned with business strategy Employee Development
  15. 15. • Key roles should always have a succession plan in place • Identify role’s core competencies • Perform a gap analysis to find potential successors • Identify readiness of successors, and plan their development accordingly Succession Planning
  17. 17. Clearly defined expectations Understanding of competency gaps Applicable learning and development plans Record of achievements Personal Benefits Source: Lexonis “Why Competency-based Talent Management” p. 7
  18. 18. Understand employee strengths and weaknesses Informed career development discussions Prescriptive learning and development plans Identify subject matter experts Tactical Benefits to Managers Source: Lexonis “Why Competency-based Talent Management” p. 7 Source: HRsmart’s Career Development Module
  19. 19. Standardized skill-based job profiles Effective staff deployment Succession planning Identification of ‘real’ learning requirements Effective use of learning and development solutions Tactical Benefits to HR Source: Lexonis “Why Competency-based Talent Management” p. 8
  20. 20. View of the capability of the organization Proof that the organization is meeting regulatory requirements Learning and development plans aligned with business strategy Strategic Benefits Source: Lexonis “Why Competency-based Talent Management” p. 8
  21. 21. The Road Without Competency Management
  22. 22. Inability to act Lack of openness with employees Refusal to deviate from procedure Preference for weak candidates Focus on small tasks instead of big picture Signs of Incompetence in Management
  23. 23. • Constantly finding excuses not to make a decision • Endless planning but never a finalized plan • Addicted to using consultants to make the hard decisions Inability to act
  24. 24. Lack of Openness • Threatened by new ideas • Don’t like input from employees
  25. 25. No Deviation from Procedure
  26. 26. Preference for Weak Candidates Source: Hirers “Hire Smarter People Than You!” August 2014
  27. 27. Focus on Trivial Tasks • Caught up in micromanaging employees • Inability to see the big picture • Endless meetings that achieve nothing
  29. 29. Know what you’re looking for in a position BEFORE you hire someone Know when to develop someone internally vs. hiring someone external Use performance appraisals to re-assess competencies Set career goals with employees to keep them motivated Constantly look for possible successors to key positions Tips to Overcome Incompetence
  30. 30. Questions
  31. 31. Resources • Lexonis (2011) Why Competency-based Talent Management? – Andy Andrews, Managing Director, Lexonis Ltd. • Sompong Yusoontorn (2012) 7 Destructive Habits of Incompetent People!!! • Bryan Alaspa (2008) Identifying Incompetence – • Hirers Business Solutions Pvt Ltd (2014) [Secret to Business Success] Hire People Smarter Than You! • Aoife Gorey (2012) – Avoid Mediocrity: Ways to Transform Incompetent Managers – Profiles International, Workplace 101: A Profiles Global Business Blog
  32. 32. Visit the HRsmart Website: Questions?