Human Resources: Using Competency Modeling to Centralize Your HR Functions


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This presentation discusses the role of competency modeling in: selection, performance management and succession planning.

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Human Resources: Using Competency Modeling to Centralize Your HR Functions

  1. 1. Using Competency Modeling toCentralize Your HR Functions
  2. 2. Key Learning Objectives1. The Evolving (and Increasingly Complex) Role of HR2. Linking HR Processes Using Competency Modeling3. The Role of Competency Modeling in:– Selection– Performance Mgmt– Succession Planning4. Building A Competency Model5. Real Outcomes from Integrating a Competency Model
  3. 3. HR – A “Master of All Trades”• 1910’s HR– Keep Employees Working (Happy, Safe, etc.)– Pay Employees• 2010’s HR– Recruitment/Selection– Compensation– Job Design/Org Change– Promotion/Succession Planning– Compensation/Payroll– Performance Management– Employee Relations– HR Technology/Information Systems/Legal Reporting
  4. 4. Building A Competency Model• A competency:– Is a personal attribute,based on knowledge,skills or abilities,characterized by keybehaviors– Can span across alllevels in anorganization, but howthey operationalizevaries greatly
  5. 5. Linking HR Processes• A competency:– Lies at the core of all majorHR procedures• A competency model:– Should create a system thatbuilds “competencies”across job levels– Creating a “model” for theorganization– Comprehensive enough tocover all positions– Simple enough thateveryone “gets it”
  6. 6. The Role of Competency Modeling• Selection:– Rigorous Selectionfocuses on thesecompetencies pre-hire– Easier to hire thanfire– Interview guides– Assessment tools• On-boarding
  7. 7. The Role of Competency Modeling• Performance Mgmt:– Using competencies toset categorical areas– Designing performancefactors that focus onkey areas– Anchor with behaviors– Clearly defineddevelopmental areas
  8. 8. The Role of Competency Modeling• Succession Planning– Build your talentpipeline– Evaluate performanceagainst current level’scompetencies– Adding stretch goalsthat target promotionalposition’scompetencies
  9. 9. Building A Competency Model• As easy as:1. Host a visioning meeting / Identify job levels &straw model of competency progression2. Collect your competency and behavior data fromhigh performers across all levels (focus groups)3. Present any incongruities or disparities to team4. Revise model5. Collect 2nd sample (survey data)6. Confirm and finalize model
  10. 10. Competency Modeling OutcomesBenefits to employees:• Recruiting—the ability to identify talent quickly andwith a greater sense of accuracy. Assist the hiringmanagers by bringing clarity to new roles within theorganization.• Development—assist the employee with careerdevelopment activities. Identifying areas fordevelopment to enable employees to expand theirroles within the organization.• Performance Management—the ability to supportindividual goal achievement through identifying areasfor development at each job level. This enables theemployee to be successful throughout the year.
  11. 11. Competency Modeling OutcomesBenefits to employees:• Succession Planning—identification of key talent tosupport the strategic initiatives of the Company.Ability to address gaps within the bench prior tobecoming an issue.• Employee Engagement & Retention—the ability toutilize human resources across an organization bycreating value within the Talent.• Culture—provides a common language to support theemployee through the life cycle.
  12. 12. Competency Modeling OutcomesTalent Processes:• Enables organizations to link everyone tostrategic plan• Present a more seamless process to employees• Allows performance management process toincorporate the ‘what’ (goals) with the ‘how’(behaviors)• Evaluate solutions based on data not on opinion• Become more effective in due diligence processduring mergers & acquisitions
  13. 13. Questions?Thank You!Our blog features HR tips and Talent Management us