Five Steps to Delivering a Competency-Based Development Plan

15,886 views

Published on

A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development.

Objectives:

Understand the challenges to deploying competency-based development plans.
Review the five-step methodology to deliver competency-based development.
Learn key tips and tools that can help you overcome common objections and delays.

Five Steps to Delivering a Competency-Based Development Plan

  1. 1. You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference. If you would like to join the teleconference,please dial 1.650.479.3208 and enter access code: 929 736 091 #. You will be on hold until the seminar begins. #CLOwebinar
  2. 2. Speaker: Gordon Ritchie Director, Competency Solutions Kenexa, an IBM Company Amy Erickson Senior Competency Solutions Consultant Kenexa, an IBM CompanyModerator: Kellye Whitney Managing Editor Chief Learning Officer magazine #CLOwebinar
  3. 3. • Q&A – Click on the Q&A icon on  your floating toolbar on the  top of your screen. – Type in your question in the  space at the bottom. – Click on “Send.” #CLOwebinar
  4. 4. Polling Polling question will  appear in the “Polling” panel.  Select your response  and click on “Submit.” #CLOwebinar
  5. 5. 1. Will I receive a copy of the slides after the webinar? YES 2. Will I receive a copy of the webinar recording? YES Please allow up to 2 business days to receive these materials. #CLOwebinar
  6. 6. Kellye WhitneyManaging EditorChief Learning Officer magazine #CLOwebinar
  7. 7. Gordon RitchieDirector, Competency SolutionsKenexa, an IBM CompanyAmy EricksonSenior Competency Solutions ConsultantKenexa, an IBM Company #CLOwebinar
  8. 8. 5 STEPS TO DEVELOPING A COMPETENCY-BASED DEVELOPMENT PLAN Amy Erickson Gordon Ritchie To us, business is personal
  9. 9. IBMSMARTER WORKFORCE Leaders and employees transforming organizations for business advantage in three significant ways Motivate Build a workforce of innovative leaders  Attract Attract and recruit top talent and  and teams that solve problems  source the best people for your  together—resulting in stronger  culture and business needs. engagement, increased productivity  and higher profit. Land the perfect job: Employee strengths, career  Make an impact: aspirations, and personality are  Employees are motivated to  matched to the role and company  outperform, using tools to measure  culture. their progress, and transform the  organization and their careers. Empower Empower employees to hit the ground running and  A Smarter Workforce has to continually learn and develop their skills so that  employees who are: they can make the greatest impact. Motivated, Committed, Loyal, Hit the ground running: Productive, Creative, Proactive, Employees are empowered with the right tools and  and High Value easily connect to expertise across the organization  to grow their skills and start contributing  immediately. 9© 2012 Kenexa Corporation
  10. 10. WHAT THE ANALYST SAY… “Best‐In‐Class organizations are more than twice as  likely to identify competency data for each employee.” SHRM recognized in their 2012 Employee survey, being  recognized in using your skills is now the #1 employee job  satisfaction issue, above pay, benefits etc. “If we can apply science to improving the selection,  management, and alignment of people, the returns can be  tremendous.”   Forbes Leadership Article February 2013 “… companies realize they cannot solve their skills shortages  externally. To achieve competitive advantage, they must  commit to developing the right skills internally” Corporate  Learning Factbook 2012© 2012 Kenexa Corporation 10
  11. 11. CHALLENGES DEFININGCOMPETENCIES What prevents you from implementing competencies (or extending the competencies you have) in your organization? 70.0% 60.0% 50.0% 40.0% 30.0% 20.0% 10.0% 0.0% Manual Budget Too difficult to Too many Lack of process Constraints define jobs executive competencies support Source: Competencies, Compensation and Technology Luncheons.- 2012Copyright Kenexa®, 2012© 2012 Kenexa Corporation 11
  12. 12. TODAY’S OBJECTIVES • Understand the challenges to deploying competency based development plans • Review the 5 step methodology to successfully deliver competency based development • Learn key tips and tools that can help you overcome common objections and delays© 2012 Kenexa Corporation 12
  13. 13. THE 5 STEPS 1. Create a Consistent Competency Architecture 2. Identify Critical Competencies based on Business Strategies; Map to Jobs, Projects, CV’s… 3. Map Learning to Competencies 4. Determine Knowledge Gaps for each Competency 5. Create Development Plans© 2012 Kenexa Corporation 13
  14. 14. STEP 1 –CREATE A CONSISTENTCOMPETENCYARCHITECTURE
  15. 15. ELEMENTS OF A JOB PROFILE COMPETENCY PROGRAM Technology Methodology  / Adoption  Strategies Architecture ContentCopyright Kenexa®, 2012© 2012 Kenexa Corporation 15
  16. 16. COMPETENCY IMPLEMENTATION: FOCUS Recommended Approach 20% of the effort 80% of the effort Application Integration  Launch &  Long‐Term  Development Iteration Communication Implementation Get the “big things right”;  Position models as  Develop and use quickly and update over time. “don’t dwell on the small  prototypes for learning  Focus on buy‐in and change management processes. stuff”. how to change  Make sure you get to the applications; don’t get stuck  Apply existing materials  behaviors (vs. a perfect  in model development. and best practices in  output image). developing a rapid draft  Focus on the overall  architecture Key success criteria and  themes. Typical Approach 20% of the effort (if able to move out of  80% of the effort development stage)© 2012 Kenexa Corporation 16
  17. 17. TYPES OF COMPETENCIES AND IMPACT Reflects strategy and culture Core,  Supports selection and hiring Leadership Reflects the leadership pipeline & Levels‐Based Applicable to all roles Competencies Reflects functional  strategy and key skills Functional  Applies to all functional  Competencies incumbents and  candidates Reflects job/role specific knowledge        and skills Technical and Domain  Well suited for skills assessment, skills  Specific Competencies inventory analysis and development Applies to incumbents and candidates by  position “A combination of knowledge, skills and abilities describing the  demonstrable indicators of proficiency.”© 2012 Kenexa Corporation 17
  18. 18. CONSISTENTLY DEFINING SKILLS AND EXPERTISECopyright Kenexa®, 2012© 2012 Kenexa Corporation 18
  19. 19. BUILDING THE PROFILE COMPETENCY ARCHITECTURE Competency Innovation Definition Develops new ideas and initiatives that improve the organizations performance. Suggests better ways of completing own work. Level 1: Demonstrates the ability to generate ideas organically or in a brainstorming session. Basic Understanding Learning References Supports innovations that are introduced by team leaders and managers. Seeks help to shape ideas into workable proposals for change. Seeks new or non‐traditional ideas to improve effectiveness in own area of responsibility. Participates in efforts to develop ideas generated by team members. Level 2: Seeks applicable new ideas and approaches. Working Experience Coaching Tips Surfaces ideas from other groups that have applicability to the team. Helps develop implementation plans for introducing innovations to the group. Encourages exploration of non‐traditional ideas from team members. Seeks new or non‐traditional ideas to improve effectiveness in teams area of responsibility. Level 3: Extensive  Fosters a team culture that encourages exploration of non‐traditional ideas. Experience Development Statements 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. Introduces new perspectives and information to the team in order to stimulate innovation and change. Level 4: Supports new ideas and technologies that produce competitive advantage. Subject Matter  Shares best practices and benchmarks of excellence. Depth Provides ongoing sponsorship for innovation programs and change initiatives. and Mentors team to question established practices and propose innovations. ® Breadth© 2012 Kenexa CorporationCopyright Kenexa , 2012 19 Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.
  20. 20. IMPLEMENTATION PROCESSES & KNOWLEDGE TRANSFER Organizational  Strategies & Goals PLAN &  DEFINE MONITOR &  On‐the‐Job Training DESIGN &  Implementation Guide Templates  CONFIRM IMPROVE • working group agendas  • internal team roles and resp • sample project plan • FAQ’s • communication strategy and samples Governance Considerations ANALYSE &  DEPLOY ACT© 2012 Kenexa Corporation 20
  21. 21. DEFINING JOB COMPONENTS Job XYZ Responsibilities 1. Create applications for  sale to the open market…. 2. xxxx 3. Xxxx Job XYZ   Responsibilities  include Innovation – Innovating new  Level 3 analysis techniques  to create the  Communications – highest quality….. Level 2 Xxxx xxx Systems Analysis – Level 4 System Testing – Level 2© 2012 Kenexa Corporation 21
  22. 22. WHAT ARE JOB PROFILES? Job   Responsibilities Job Family Profile Matrix Step  1 Primary Responsibilities Mgr Sr. Jr. Assoc. ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ Job Job Job Job Title Title Title Title Core  Competencies 4 3 2 1 Competency Step  Knowledge, Skills,  Leadership  2 Abilities required to  4 3 Competency successfully carry out Job  Responsibilities Functional  ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ 4 3 2 1 Competency Proficiency Levels Technical 4 2 1 Step  Level of expertise  Competency 3 required to be successful  in a job ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ Proficiency LevelsCopyright Kenexa®, 2012© 2012 Kenexa Corporation 22
  23. 23. JOB CLARITY / CAREER OPPORTUNITIES Director of Cloud  Risk & IT Compliance  Cloud Computing  Cloud Computing  Cloud Security  Computing  Manager ‐ Cloud  Infrastructure  Solution Architect Architect Operations Computing Architect  Competency Name Proficiency Proficiency Proficiency Proficiency Proficiency 2 - Working 2 – Working 2 – Working 3 - Extensive 3 - Extensive Knowledge of Organization experience Experience Experience experience experience 2 - Working 3 - Extensive 2 - Working 2 – Working Innovation experience experience experience Experience Mobile Operating Systems and 4 - Subject matter 3 - Extensive 3 - Extensive 2 - Working 2 - Working Platforms depth and breadth experience experience experience experience Information Security 3 - Extensive 2 - Working Technologies experience experience 3 - Extensive 2 - Working 3 - Extensive Information Security Architecture experience experience experience 3 - Extensive Information Security Audits experience 3 - Extensive 2 - Working Data Privacy experience experience 4 - Subject matter 3 - Extensive 2 - Working 3 - Extensive Cloud Computing depth and breadth experience experience experience 3 - Extensive 3 - Extensive 2 - Working 2 - Working 2 - Working Cloud Computing Architecture experience experience experience experience experienceCopyright Kenexa®, 2012© 2012 Kenexa Corporation 23
  24. 24. STEP 2 –IDENTIFY CRITICALCOMPETENCIES BASED ONBUSINESS STRATEGIES
  25. 25. BUILDING & EVOLVING THE STRATEGIC ORGANIZATIONAL MODEL Existing Company  Purchased  Competency Content Competency  Content Company Goals & Priorities, Industry Trends, Company Subject Matter Expertise Strategic Organizational Model© 2012 Kenexa Corporation 25
  26. 26. BUSINESS REQUIREMENTS RISK MANAGEMENT: • Do we have the critical workforce competencies to compete today and in the future? • What knowledge, skills, and abilities are walking out the door when an employee leaves? (baby boomers) • How will we address changing governmental regulations / compliance issues? SUCCESSION PLANNING / LEADERSHIP PIPELINE: • How do we know a ‘hi-pot’ is ready to move? • What is our bench strength should an incumbent leave a critical job (at any level) DEVELOPMENT PLANNING: • Are we expending our development resources in the right areas, in the most efficient way? ORGANIZATIONAL ALIGNMENT AND COMMUNICATION: • How do employees know what the company expects of them? • Are individuals’ jobs and competencies aligned with corporate objectives, strategies, and goals with individuals’ jobs? • What can we do to improve employee engagement scores? STAFFING AND RECRUITING: • Are we hiring in the right competencies at the right levels for the right positions? • Do we have the talent in-house?© 2012 Kenexa Corporation 26
  27. 27. STEP 3 –MAP LEARNINGRESOURCES TOCOMPETENCIES
  28. 28. ASSIGNING LEARNING RESOURCES Competency Innovation Definition Develops new ideas and initiatives that improve the organizations performance. Suggests better ways of completing own work. Level 1: Demonstrates the ability to generate ideas organically or in a brainstorming session. Basic Understanding Supports innovations that are introduced by team leaders and managers. Seeks help to shape ideas into workable proposals for change. Seeks new or non‐traditional ideas to improve effectiveness in own area of responsibility. Participates in efforts to develop ideas generated by team members. Level 2: Seeks applicable new ideas and approaches. Working Experience Surfaces ideas from other groups that have applicability to the team. Helps develop implementation plans for introducing innovations to the group. Encourages exploration of non‐traditional ideas from team members. Seeks new or non‐traditional ideas to improve effectiveness in teams area of responsibility. Level 3: Extensive  Fosters a team culture that encourages exploration of non‐traditional ideas. Experience 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. Introduces new perspectives and information to the team in order to stimulate innovation and change. Level 4: Supports new ideas and technologies that produce competitive advantage. Subject Matter  Shares best practices and benchmarks of excellence. Depth Provides ongoing sponsorship for innovation programs and change initiatives. and Mentors team to question established practices and propose innovations. ® Breadth© 2012 Kenexa CorporationCopyright Kenexa , 2012 28 Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.
  29. 29. DEVELOPMENT AND COACHING DISCUSSIONS- INNOVATION Development Statement Devel. Statement Group Name Description Types Fostering Innovation Foster innovation by increasing R&D expenditures by 20% in the Quantitative next year. Prompting Innovative Thinking Attend industry-specific conferences on a quarterly basis, and look Qualitative for products of offerings that could be improved or expanded on as a way to jumpstart innovative thinking. Rewarding Innovation Offer a quarterly award to the most innovative employee, as Qualitative measured by the number or success of innovations. Coaching Tip Name Description Coaching Tip Type Looking for Alternative Solutions Look for alternative solutions to business problems, without initially  Exploring|Planning evaluating feasibility or likelihood of success. Sharing Problems for Second  Encourage your team to share problems with coworkers for second  Promoting Opinions opinions. People not directly involved in the problem can provide ideas and  points of view not previously explored. Out‐of‐the‐Box Thinking For major projects, hold brainstorming meetings with your team that  Exploring facilitate out‐of‐the‐box thinking. Let employees bounce ideas off of each  other without requiring an immediate solution.Copyright Kenexa®, 2012© 2012 Kenexa Corporation 29
  30. 30. LEARNING REFERENCES - INNOVATION Learning Type Examples Activities On & Off the job “OJT” ‐ 70‐20‐10 Books Full spectrum of business and technical subjects Learning Reference Learning Reference Name Learning Reference Description Conferences job Activities On & Off the Professional conferences Participate in the implementation of a significant Quality initiative participation quality initiative that includes process mapping, Government Resources Government regulatory agencies, resources, practices developing improvement strategies, negotiating tradeoffs and buy-in for resources, and developing Internal References Company‐specific materials, best practices, resource center follow-up measurements Activities On & Off the job Observe role models Observe and analyze the behavior of potential role Organizations, models for change Not‐for‐profit, professional associations and user groups Associations job Activities On & Off the Create benchmarks Benchmark other groups or external organizations to get new ideas for productive change Professional journals, periodicals, newsletters, newspapers;  External Publications and Surveys, reports, government, regulatory and industry  References guidelines Instructor‐led in‐house, local, regional classes; Higher  Training Programs; education institutions with programs for the business  Universities community Vendors For‐profit training, software or service vendors and publishers Internet Websites with relevant information© 2012 Kenexa Corporation 30
  31. 31. INVOLVED FROM BEGINNING Organizational  Strategies & Goals PLAN &  DEFINE MONITOR &  DESIGN &  IMPROVE CONFIRM ANALYSE &  DEPLOY ACT© 2012 Kenexa Corporation 31
  32. 32. CRITICAL ROLE IN CORE TEAM Plan & Define • Assign Learning Advisor to Core Competency Team • Facilitate Learning Resource Sessions with SME’s at end of Working Sessions • Assemble Learning Team to review and map existing training materials and  Design & Confirm activities to chosen competencies. • Create a learning reference repository – each item can be used more than once. • Ensure Learning References are mapped to competencies and are  Deploy communicated to organization at time of implementation. • Often the first and most substantial “WIIFM” – key to adoption • Analyze the results if performing gap assessments. Analyze & Act • Determine with Managers key competency gaps, consult with options. • Arrange for training – OJT, job rotations, conferences… • Ensure involvement on competency reviews • Periodically (Annually? Semi‐annually) scan the data base for outdated  Monitor & Improve materials, update with new. • Scan database to ensure there are learning resources for every competency and © 2012 Kenexa Corporation visa versa 32
  33. 33. STEP 4 –IDENTIFY KNOWLEDGEGAPS
  34. 34. THE COMMON DENOMINATOR Job Learning Resources Individual Competencies Project Resume© 2012 Kenexa Corporation 34
  35. 35. INDIVIDUALS Sample Competencies Cloud Computing Application  Jims Current Architect, Senior Proficiency Level Knowledge of Organization 2 2 Products and Services 3 3 Earned Value Management 3 3 Software Development 3 3 Extreme Programming (XP) 4 3 IT PROJECT MANAGEMENT 3 3 INFORMATION SECURITY 3 2 MANAGEMENT Configuration Management 3 3 CLOUD RESOURCE 4 1 MANAGEMENTCopyright Kenexa®, 2012© 2012 Kenexa Corporation 35
  36. 36. TEAM COMPETENCY GAP ANALYSIS What competency gaps do we have which would prevent us from meeting our business objectives? How will these impact each function within the organization?Copyright Kenexa®, 2012© 2012 Kenexa Corporation 36
  37. 37. CANDIDATE ANALYSIS How do we find out who is best suited for each role in the organization? Or which other roles would better suit them?Copyright Kenexa®, 2012© 2012 Kenexa Corporation 37
  38. 38. STEP 5 –CREATE DEVELOPMENTPLANS
  39. 39. WHERE ARE THE GAPS? • Individual Knowledge Gaps: Not necessarily “bad.” Perhaps new to role, or it is a new competency for the company – pro-active, future-looking requirement. Organizational movement. • Team Gaps: Used to isolate the skills to develop in individuals. Provides a reason why individual is receiving development in one competency over another. • Prepare for a Career Move: Mindful, planned development to build the competencies needed for a new job. Also for the incumbent who will be moving into the job. • Close Resume “Gap”: e.g., if operational experience is missing from a leader’s curriculum vitae – assign project with operation competencies as a requirement. • Address a new Project’s Requirements: plan for future. • Support Organization’s move into new Market: be pro-active; manage organization risk© 2012 Kenexa Corporation 39
  40. 40. DEVELOPMENT PLANNING • Identify Competencies to Develop – Individual knowledge gaps – Filling Leadership CV Gaps – Address Project Critical Competencies for Future – Address organization risk due to lack of core competencies • Identify Key Learning References for each Competency – OJT; Coaching; Mentoring; SME’s; Job Rotations; Project Assignments – Filling Leadership CV Gaps • Work with Manager to create schedule for learning© 2012 Kenexa Corporation 40
  41. 41. LEARNING RESOURCE GOVERNANCE • Assign a learning specialist to the core competency team permanently. • Determine frequency of updates in lieu of any organizational shifts – annually? • Develop processes and criteria for adding, updating and deleting learning resources. • Client feedback • Dated material • Obsolete websites • SME’s • New vendor offerings • New technologies© 2012 Kenexa Corporation 41
  42. 42. 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© 2012 Kenexa Corporation 42
  43. 43. QUESTIONS?
  44. 44. Join Our Next CLO Webinar How to Build a Business Case for Formalization of Learning Tuesday, March 26, 2013CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming CLO Webinars at www.clomedia.com/webinarsJoin the Chief Learning Officer magazine Network http://network.clomedia.com/ #CLOwebinar

×