Competencies have been a part of the learning discussion for some time. And, depending on where they are in the cycle of opinion about their value, can trend higher or lower. Recently, some have stated that competencies are no longer welcome in the workplace, or have little value alongside an individual’s business goals. Esoterically speaking, there may be some truth to this. We are not, however, talking about old core values, nor are we trying to define what makes an employable corporate citizen. Rather, we are talking about what aligns a job function/family or what is a specific differentiator for level or role. Job-specific, task-oriented competencies, associated with tools employees can use and relate to, make a significant positive difference in: Best practices sharing. Capturing institutional memory. Providing consistent communication. Setting clear expectations for hiring, performance, career engagement and development. Providing clear skills management and mitigation for workforce planning. Enabling flexibility in assignments and roles while accelerating capability to learn and deliver. In this webinar, you will: Hear case studies and research validating the justification for a learning strategy. Learn some of the ways to relate business outcomes from learning. Understand how the Kenexa Job Competency Library can make learning not just on the job, but targeted at the job.

1. START THE NEW YEAR RIGHT —
FOCUS LEARNING THROUGH
COMPETENCIES IN 2013
Gordon Ritchie, Dawn Jaglowski
January 8, 2013
To us, business is personal

2. AGENDA
• Set the landscape
• Discuss Challenges to Competency Management
• Case Studies
• Implementing Competency Models in Learning
• Kenexa’s Components to a successful solution
• Questions
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3. STATE OF THE NATION -
LEARNING
• No defined competencies – multiple competing models
• No job alignment
• Multiple ownership of job descriptions
• No learning/development/performance mapping
• Disconnected processes/information
• That you have an LMS
• That some kind of learning plans for employees are in place
• Buzz word bingo: mobile, social, cloud, gamification, etc.
• Confusion of TCO vs ROI
– Low User licences does not equal productivity
– Training hours does not mean performance improvement
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4. ELEMENTS TO DEVELOP
TALENT
+ SKILLS
x CULTURAL
FIT = PERFORMANCE
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5. STEPPING BACK: WHAT IS A
COMPETENCY?
A competency is an underlying characteristic of an individual which is
causally related to effective or superior performance in a job or
situation.
A competency is a behavior that encompasses the knowledge, skills,
attitudes, motives and temperament that distinguish excellent
performers.
A competency describes the behaviors demonstrated by people to
achieve a satisfactory outcome underpinned by the knowledge and
skills they have acquired.
Represent the 20% of observable behaviors
that drive 80% of excellent performance
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6. DEFINING YOUR
ORGANIZATIONAL DNA
A Job Based Competency Career &
Succession
Planning
framework provides a
Learning
Performance
common language for a Management
Needs
Analysis
Talent Management
strategy to integrate across Functional Job &
Competency
all the processes in the Framework
Risk
Compensation
Analysis
organization.
Resource Recruitment
Planning & Selection
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7. POLL QUESTION #1
How many of you have Functional and Job Specific technical
competencies defined for your roles? (not core competencies)
A. All Functions/Job Roles
B. Some
C. None
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8. SPEAKING THE BUSINESS
LINGUA FRANCA
What did you put on your SEC 10K or Annual report?
• Acquiring • Engaging Sales results
Talent Talent
Succession Operational
efficiency rate
due to poor
Cost of a poor employee
hire: engagement:
$300K-$500K 30%
Cost of losing a Value of a top
talented performer: 2-4X
employee: performance of
$250K-$500K average
Expense employees Competitive
management • Retaining • Evaluating product
Talent Talent results
These numbers are consolidation of numbers from the HCI.
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9. COMPETENCY MANAGEMENT:
HOW DO YOU ANSWER
• Knowing the skills and competencies your people have to run your business?
• Unable to put the right people on the right project? Who does what in your
organization?
• Ensuring that your people receive development based on what they need to
do their jobs, not just their ‘wish list’?
• Unable to prove that you meet your regulatory compliance? External
accreditation?
• Wasting money on training or not getting the most out of your LMS?
• At risk of losing key competencies? Knowing what they are?
• Lack of employee and manager engagement in learning and development?
• Lack of visibility of career development opportunities in your organization?
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10. AGENDA
• Set the landscape
• Discuss Challenges to Competency Management
• Case Studies
• Implementing Competency Models in Learning
• Kenexa’s Components to a successful solution
• Questions
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11. BERSIN RESEARCH
Corporate Learning Factbook 2012
Most companies have considerable skills gaps in their workforces; with a scarcity
of skilled talent in the labor market, companies realize they cannot solve their
skills shortages externally. To achieve competitive advantage, they must commit
to developing the right skills internally.
Finally, the increased focus on measurement and analytics is causing training
groups to sharpen their reporting and analysis capabilities. Tracking and
analyzing data can spotlight issues with cost structures and utilization, as well as
assess the value and impact of training on the business. This analysis is
critical to making sound investment decisions.
• Challenges: “Our talent problem may be sales, …. no standard places to find data
about people”
• Start with the problem, not the data: six percent of HR teams rate themselves
“excellent” in data analysis, while 56 percent rated themselves “poor.
• HR, training, recruiting, and HR generalists are all going to have to go back to
school.
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12. ABERDEEN GROUP
The Talent Acquisition Lifecycle 2012
• Best in class strategies
– Identify important roles
– Assess demonstrated skills or competencies
• Results
– Twice as many of their organizational goals met
– 5 X improvement in customer service compared to all others
– 9% cost reduction over others, no change.
Summary: Define your functional job related competencies
enables you to find the best talent, internally or externally
first, and accelerate time to productivity enabling you to
maintain advantage.
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13. WHY COMPETENCIES ARE
IMPORTANT.
Internal challenges to address via assessments All Organisations
Weak or limited leadership pipeline 37%
Consistency in employee competence 36%
Excessive first year turnover among new hires 31%
“The number one strategy used by best in class
Lack of skills to meet organizational needs 30%
companies was to develop a competency framework.” 0% 5% 10% 15% 20% 25% 30% 35% 40%
Impact of Assessments 8%
Employee performance
18%
in Talent Management
Quality of hire 2%
17%
Employee productivity 7%
14%
0% Not Using Assessments
Overall turnover
-10% Using Assessments
0% Recruiting costs
-12%
-15% -10% -5% 0% 5% 10% 15% 20%
Source: Aberdeen 2009 Study; Assessments in Talent Management
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14. AGENDA
• Set the landscape
• Discuss Challenges to Competency Management
• Case Studies
• Implementing Competency Models in Learning
• Kenexa’s Components to a successful solution
• Questions
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15. SONY PICTURES
ENTERTAINMENT
• Challenge
– New IT service model – SOA
– Large amount of institutional memory in contractor/outsource
workforce
– Low FTE engagement
– Local Operational need outside of overall HR strategy
– Operational Risk
• Solution
– Deploy an existing Competency Library
– Provide a Capability Assessment/Skills inventory separate of
performance
– Achieve gap focused learning for current role, and clear growth
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16. SONY PICTURES
ENTERTAINMENT
• Results
– Higher FTE engagement
– Captured operational institutional property and practices
– Successful adoption of new service model and reduced contractor
costs
– Completed in parallel to existing HR/projects
– ROI: being able to identify a critical skill and put that person on a
project team saved over $400k of capital expense based on
institutional knowledge.
• Lessons
– Use a job based library accelerated scoping job roles
– Competency library defused content authoring delays
– Optimized learning catalogue investment with existing LMS/Content
partners.
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17. ZURICH
INSURANCE
• Challenges:
– Measure development needs of employees
– How to engage and train 60000 staff?
– How to define global job profiles
– Integrating designed process into an IT infrastructure
• How did they address them?
1. Create a global structure and job catalogue
2. Map competencies to jobs and then jobs to employees
3. Assess proficiency gaps to identify specific training plans
4. Develop analytics and automated reporting supporting
business academies.
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18. ZURICH
INSURANCE
• Results
– Headcount reporting by country/function/segment ensured executive
support
– 279 key job roles address 99% of workforce (not titles, but roles)
– 80% complete assessments
– Focused training plans delivering Learning linked to jobs linked to business
goals
– Integration across HR processes: Compensation, recruiting, performance,
etc.
• Lessons
– Smart marketing: focus on development, and performance follows
– Find an executive hook early
– Use an existing competency catalogue
– Don’t focus on job descriptions: let the competencies describe expectations
– Clear, focused Project Management led approach.
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19. AGENDA
• Set the landscape
• Discuss Challenges to Competency Management
• Case Studies
• Implementing Competency Models in Learning
• Kenexa’s Components to a successful solution
• Questions
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20. CHALLENGES DEFINING
COMPETENCIES
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.- 2012
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21. COMPETENCY MANAGEMENT
Types of Competency Models
High Transactional impact on business
Specificity of the Model
High
Low
Defines culture Defines job skills
Reinforces strategy Enables assessment
Broadly applied training and communicate Supports development
80/20 rule Enabled by technology
…does not account for job differences …challenging to manage the data
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22. COMPETENCY FRAMEWORKS
• Structure
• Focus Consistent use is critical
• Measurement Scales
• CARS/BARS
Kenexa
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23. JOB COMPETENCY MODEL
• Job Description • Competencies (KSAs)
– Code – Definition
– 4 Proficiency levels
– Title
 Behavior Statements
– Summary
 Proficiency Level Target
– Responsibilities
– Talent Accelerators
– Compensation  Learning References
 Development Statements
 Coaching Tips
 Writing Assistance
– Interview Questions
Classifications
Job Function, Family, Level, Focus
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24. JOB MAPPING APPROACH
1. Organization/Industry/Direction
2. Job Functional Group:
3. Job Role (not title or position): Its what we’re paid to do
– Key accountabilities
– Key Responsibilities
4. Critical Competencies
– Proficiencies = behavioural expectations
– Map behaviours to Instructional Design and learning content
outcomes
– Behaviours can define learning measures
– Behaviours can define syllabi if content doesn’t exist.
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25. SALES DIRECTOR JOB ROLE
Competency Name Suggested Proficiency Level Weighting
Products and Services 3 - Extensive experience Medium
Business Markets 3 - Extensive experience Medium
Business Acumen 3 - Extensive experience Medium
Industry Knowledge 3 - Extensive experience Medium
Business Planning: Tactical, Strategic 3 - Extensive experience Medium
Oral Communications 4 - Subject matter depth and breadth High
Individual Effective Presentations 4 - Subject matter depth and breadth High
Decision Making and Critical Thinking 3 - Extensive experience High
Negotiating 3 - Extensive experience High
Leadership Influencing 4 - Subject matter depth and breadth High
Networking 3 - Extensive experience High
Strategic Thinking 3 - Extensive experience High
Leadership 3 - Extensive experience High
Team Management and Team Building 3 - Extensive experience Medium
Customer Service Management 3 - Extensive experience Medium
MARKETING TASKS AND ACTIVITIES 3 - Extensive experience Medium
MARKETING CHANNELS 2 - Working experience Medium
SALES FUNCTION 4 - Subject matter depth and breadth High
Functional Selling 4 - Subject matter depth and breadth High
Sales Forecasting 3 - Extensive experience Medium
Cross-Selling 3 - Extensive experience Medium
Technical SALES TASKS AND ACTIVITIES 4 - Subject matter depth and breadth High
KNOWLEDGE OF CUSTOMERS 4 - Subject matter depth and breadth High
KNOWLEDGE OF SALES CHANNELS 4 - Subject matter depth and breadth High
KNOWLEDGE OF PRODUCT LINE 4 - Subject matter depth and breadth High
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26. COMPETENCY
ARCHITECTURE
Competency Innovation
Definition Develops new ideas and initiatives that improve the organization's performance.
Suggests better ways of completing own work.
Level 1:
Competency
Basic Understanding
Innovation
Demonstrates the ability to generate ideas organically or in a brainstorming session.
Supports innovations that are introduced by team leaders and managers.
• provide a definition to assess the
Develops new ideas and initiatives that improve the
Seeks help to shape ideas into workable proposals for change.
Definition knowledge, skills, and abilities the
Seeks new or non-traditional ideas to improve effectiveness in own area of responsibility.
organization's performance.
incumbent is demonstrating.
Participates in efforts to develop ideas generated by team members.
Level 2:
Working Experience
Suggestsprovideways of completing own work.
• better a consistent, common
Seeks applicable new ideas and approaches.
Surfaces ideas from other groups that have applicability to the team.
language regarding the competency.
Demonstrates the ability to generate ideas organically or
Helps develop implementation plans for introducing innovations to the group.
Level 1: in a brainstorming session.
Encourages exploration of non-traditional ideas from team members.
Seeks new or non-traditional ideas to improve effectiveness in team's area of responsibility.
Basic Supports innovations that are introduced by team leaders
Level 3: Extensive Fosters a team culture that encourages exploration of non-traditional ideas.
Understanding and managers.
Experience Guides team members in the development and fulfillment of proposed innovations.
Seeks help to shape ideas into workable proposals for
Develops change initiatives that target improvement of significant organizational capabilities.
Implements strategies for renewing or deepening change efforts.
change.
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
®
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Copyright Kenexa®, 2011 Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives. 26

27. LEARNING-
INNOVATION
Learning Learning Reference
Reference Learning Reference Name Description
Activities On & Off Quality initiative Participate in the
the job participation implementation of a significant
quality initiative that includes
process mapping, developing
improvement strategies,
negotiating tradeoffs and buy-in
for resources, and developing
follow-up measurements
Activities On & Off Observe role models Observe and analyze the
the job behavior of potential role
models for change
Activities On & Off Create benchmarks Benchmark other groups or
the job external organizations to get
new ideas for productive
change
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28. DEVELOPMENT AND COACHING:
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.
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29. COMPETENCY IMPLEMENTATION:
FOCUS ON IMPACT
Recommended Approach 80% of the effort
20% of the effort
Application
Integration Launch & Long-Term
Development
Iteration Communication Implementation
 Get the “big things Position as prototypes  Develop and use quickly and update over time.
right”; “don’t dwell on for learning how to  Focus on buy-in and change management
the small stuff”. change behaviors (vs. a processes.
 Apply existing materials perfect output).  Make sure you get to the applications; don’t get
and best practices in stuck in model development.
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)
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30. WHAT SHOULD I ASK TO TEST
ORGANIZATIONAL READINESS?
Readiness Factor High=3
Medium=2
Low=1
What is the current level of commitment to competencies in
your organization?
How sophisticated are your managers and employees in
using competencies?
What is the current level of use for competencies in Talent
Management and/or Operational Effectiveness?
What is the level of perceived buy-in, ownership or validity
required?
What is the level of capability of your managers for
coaching and performance development?
How sophisticated is your organization in implementing
significant changes?
High Level of Readiness = 11-15
Medium Level of Readiness = 6-10
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31. AGENDA
• Set the landscape
• Discuss Challenges to Competency Management
• Case Studies
• Implementing Competency Models in Learning
• Kenexa’s Components to a successful solution
• Questions
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32. ELEMENTS OF A
SUCCESSFUL PROGRAM
Technology
Methodology
Architecture
Content
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33. THE KENEXA JOB PROFILE &
COMPETENCY LIBRARY
Job Competency Models 18 Industry Frameworks
Kenexa Job Competency General Corporate Manufacturing Pharmaceutical
models provide: job families, Functions (HR, Finance, Insurance SFIA
job profiles with Legal, Sales) Healthcare Media/Publishing
competencies critical to each Information Technology Education Retail
role and the proficiency level Banking/Financial Energy Real Estate
recommended for each CRM High Tech Software Construction
competency Consulting High Tech Hardware
Job Model Components
Job Families (115+) Competencies (2,000+) Application Accelerators
Business – 36
• Function or expertise Learning References
Individual – 28
• 6 Job Bands for employees, Management – 22 Development Goals
management and executive Leadership – 20 Coaching Tips
matrices Performance Feedback Writing Assistants
Functional/Technical – 1900
Interview Questions
Jobs (2,500+) 4 Levels of Proficiency with 21 unique
behavioral descriptors for action oriented
• Job descriptions skill evaluation
• Job profiles − Level 1: Basic understanding
• Job responsibilities − Level 2: Working experience
− Level 3: Extensive experience
• Focus: tech, biz, prof, mgmt
− Level 4: Subject matter depth/breadth
• Compensation Market pricing
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34. IMPLEMENTATION
METHODOLOGY
Phase I Phase II Phase III Phase IV Phase V
Project Model Results
Planning & Customization Application Analysis & Maintenance
Definition Actions
•Communications • Steering Committee •Engage • Organization-wide •Integration w/ other
Campaign • Working groups competencies reports TM efforts
•Define roles and •Select and Edit •Apply to learning • Strategy for •Decisions re: care
responsibilities management managing risk and feeding
• Strategic Client version
•Determine Scope of Framework • Continuous support
and Objectives
•Software evaluation
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35. 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
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36. COMPETENCY MANAGEMENT:
DECEMBER 2013
• Knowing the skills and competencies your people have to run your business?
• Unable to put the right people on the right project? Who does what in your
organization?
• Ensuring that your people receive development based on what they need to
do their jobs, not just their ‘wish list’?
• Unable to prove that you meet your regulatory compliance? External
accreditation?
• Wasting money on training or not getting the most out of your LMS?
• At risk of losing key competencies? Knowing what they are?
• Lack of employee and manager engagement in learning and development?
• Lack of visibility of career development opportunities in your organization?
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37. QUESTIONS
Gordon Ritchie
phone: +1 781-851-8319
email: gordon.ritchie@kenexa.com
Dawn Jaglowski
phone: +1 407-548-0456
email: dawn.jaglowski@kenexa.com
http://www.kenexa.com/Solutions/Compensation/JobBasedCompetencies
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