Talent Management for Talent Managers: HR Competencies for 2013 and Beyond


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HR professionals have dual and sometimes conflicting roles, serving as employee advocates while simultaneously formulating talent strategies that push an organization forward. Recent economic volatility has also put greater pressure on how organizations manage their human capital. The result: HR must accelerate its capacity for change and demonstrate its ability to improve results: sales, productivity, costs, quality, innovation, etc.

Join this session to better understand the key HR competencies required to facilitate the changes and business results organizations need in the current climate. Beyond HR, learn the first steps you can take to define the competencies that will help you enable your organization to respond positively to workforce pressures and thrive in a changing economy.

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Talent Management for Talent Managers: HR Competencies for 2013 and Beyond

  1. 1. Talent Management for Talent Managers: HR Competencies for 2013 and Beyond 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: 922 182 733 #. You will be on hold until the seminar begins. #TMwebinar
  2. 2. Talent Management for Talent Managers: HR Competencies for 2013 and Beyond Speaker: Gordon Ritchie Director, Competency Solutions Kenexa Moderator: Deanna Hartley Senior Editor Talent Management magazine #TMwebinar
  3. 3. Tools You Can Use• Q&A – Click on the Q&A icon on your floating toolbar in the top of your screen. – Type in your question in the space at the bottom. – Click on “Send.” #TMwebinar
  4. 4. Tools You Can Use• Polling – Polling question will appear in the “Polling” panel. – Select your response and click on “Submit.” #TMwebinar
  5. 5. Frequently Asked Questions1. Will I receive a copy of the slides after the webinar? YES2. Will I receive a copy of the recording after the webinar? YES Please allow up to 2 business days to receive these materials. #TMwebinar
  6. 6. Talent Management for Talent Managers: HR Competencies for 2013 and Beyond Deanna Hartley Senior Editor Talent Management magazine #TMwebinar
  7. 7. Talent Management for Talent Managers: HR Competencies for 2013 and Beyond Gordon Ritchie Director, Competency Solutions Kenexa #TMwebinar
  8. 8. TALENT MANAGEMENT FOR TALENT MANAGERS: HR COMPETENCIES FOR 2013 AND BEYOND Gordon Ritchie November 29, 2012 To us, business is personal
  9. 9. PRESENTATION OUTLINE • HR trends and demands • Where HR roles and a competency framework could go • How should HR competencies be implemented? • Questions and discussionCopyright Kenexa®, 2011 2012 8
  10. 10. ANALYST INSIGHT Bersin Research 2012: • 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. 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.Copyright Kenexa®, 2011 2012 9
  11. 11. HR SPEAKING THE BUSINESS LINGO • Acquiring • Engaging Talent Talent Operational Cost of a poor efficiency rate due to poor hire: employee $300K-$500K engagement: 30% Cost of losing a Value of a top talented performer: 2-4X employee: performance of $250K-$500K average employees • Retaining • Evaluating Talent Talent A consolidation of numbers from the HCI. Copyright Kenexa®, 2012 10Copyright Kenexa®, 2011 10
  12. 12. THEY SAY.… • More complex employment, regulatory and specialty requirements • Increasingly knowledgeable, independent and demanding employees • Workforce demographic challenges • More application of technologies • Demand to support business capabilities • Focus on managing talent as competitive mandate • Emphasis on process capabilities and metrics • Need for coaching business partners • More demand for organization design and development • Changing workforce values, needs and preferences • Increasingly complex, virtual work settings • Increasing globalizationCopyright Kenexa®, 2011 2012 11
  13. 13. WE HEAR…. “We’re not gonna compete with teams  that have big budgets.”   “We’re gonna work within the  constraints that we have and you’re  going to go out and do the best job  you can recruiting new players.” “I want you to go find replacements  for the guys we lost with the money  we do have.” Billy Beane and his Talent team’s mission was to find, build and reward a team that can win against richer competitors. Copyright Kenexa®, 2012 12Copyright Kenexa®, 2011 12
  14. 14. BIG GOALS, BIG TOOLS, BIG DATA • Disconnected information: I don’t mean multiple databases/multiple tools • Garbage in – garbage out. • Don’t let the tool tail, wag the data dog. – What behaviours drive what results and where are those measures? – What behaviours can TM influence/change/enforce? Compliance, Service, Quality, EBITDA, …..Copyright Kenexa®, 2011 2012 13
  15. 15. WE WANT… • Alignment of HR to business goals • Clarity in areas of responsibility for and from each other • Consistency in communicating expectations • Contribution to our own function and to the organization • Flexibility in applying our skills and experience in new areas • Professional demonstration of success and engagement • Profitable results in developing our own successCopyright Kenexa®, 2011 2012 14
  16. 16. POLL QUESTION #1 How good are your data analysis and reporting skills? A. Excellent/SME B. Extensive C. Working D. BasicCopyright Kenexa®, ®, 2012 Copyright Kenexa 2011 1515
  17. 17. THE HR TEAM: MASTER OF BOTH TRADITIONAL AND FUTURE ROLES Traditional Future Job Compensation and Benefits Reward and Recognition Systems Transaction Management Human Capital Management Strategy Organization and Employee Continuous Change and Policies and Practices Innovation Tactical Problem Solving Program and Process Management Employee Advocacy Business Partnerships Support for Internal Partnership With Community and Constituencies Professional GroupsCopyright Kenexa®, 2011 2012 16
  18. 18. THE HR TEAM: MASTER OF BOTH TRADITIONAL AND FUTURE ROLES Traditional Future Labor Relations Employee Involvement Coaching and Counseling High Performance Team Individuals Development Training Program Design “Learning” Organization Development Recruiting and Staffing Talent Systems Design Local Focus Global Business PerspectiveCopyright Kenexa®, 2011 2012 17
  19. 19. HR FUNCTIONAL IMPERATIVES Inner Directed Outer Directed Business partnership Support for leveraging human capital (alignment, selection, performance, development) Focus on business worth of HR Protect and service quality attitude activities and “products” Improve, eliminate or outsource Support for process excellence (process any non-value added activities improvement, capture of IP and best practices metrics) Improved OD/OE capabilities Support culture of coaching, development and continuous learning Automation of products and Change management championship servicesCopyright Kenexa®, 2011 2012 18
  20. 20. POLL QUESTION #2 How many of you have HR Functional and Job Specific technical competencies defined for your roles? A. All HR Functions/Job Roles B. Some C. NoneCopyright Kenexa®, ®, 2012 Copyright Kenexa 2011 1919
  21. 21. PRESENTATION OUTLINE • HR trends and demands • Where HR roles and a competency framework could go • How should HR competencies be implemented? • Questions and discussionCopyright Kenexa®, 2011 2012 20
  22. 22. KEY HR ROLES • Focuses on • Focuses on • Focuses on product and The HR Product/Service account business team service The HR Generalist The HR Strategist development partnership and development and and consultation, support, management, human resource Specialist including installation strategy selecting and and development, managing customization and alignment outsourced of HR products of human vendors and and services, resource developing and and consulting consulting, applying key interventions products and technologies. to maximize services with team the effectiveness. organization’s strategy.Copyright Kenexa®, 2011 2012 21
  23. 23. HR COMPETENCY FRAMEWORK: DEVELOPMENT ASSUMPTIONS • Aligned with current and future HR work context • Comprised of observable behaviors focused on excellence and consistent, easy-to-understand structure • Created with clusters or competency groupings that highlight the different types of behavioral requirements • Designed to be flexible to support the various applications (hiring/selection; assessment and development; performance management, career planning; talent management) • Encompassing to include the entire range of behavioral requirements for the total HR teamCopyright Kenexa®, 2011 2012 22
  24. 24. HR COMPETENCY FRAMEWORK Required for Success factors excellent that differentiate performance Leadership & Personal performance across Management across all levels Attributes career levels or bands and Competencies functions Success factors HR Success factors that HR Functional distinguish that are Role-Specific Competencies sub-functional/ Shared across Competencies all HR roles role-specific competenciesCopyright Kenexa®, 2011 2012 23
  25. 25. PERSONAL ATTRIBUTES Challenge Personal Attributes Competencies & Definitions Producing a valuable product and/or Results Orientation: Maintains focus on those activities that have service the greatest impact on meeting work commitments. Energetically supporting the Commitment: Demonstrates initiative and personal accountability organization’s vision and strategy to meet work demands according to the highest standards. Taking personal responsibility to growth Continuous Learning: Proactively seeks performance feedback and change and identified approaches to improve own and others’ performance and learning. Exhibiting highest day-to-day work Honesty & Integrity: Demonstrates the highest level of business standards ethics and consistently adheres to and promotes key values and principles in all business and personal transactions.Copyright Kenexa®, 2011 2012 24
  26. 26. LEADERSHIP AND MANAGEMENT COMPETENCIES Organization Leadership and Leadership and Management Competencies and Definitions Level Management Processes Whole Creating a Compelling Visioning and Alignment: Creates and communicates a vision of the Organization Vision for Change organization that inspires and aligns the workforce. Developing a Competitive Strategic Thinking: Actively pursues strategies and high potential opportunities Strategy for the benefit of the organization. Operations Generating an Integrated Networking: Creates and leverages a diverse range of key relationships to Network improve access to resources and expertise. Mobilizing and Leveraging Resource Management: Identifies, mobilizes and tracks resources to fulfill key Resources objectives and plans Group Building Motivated Teams Teamwork: Develops collaborative work groups that maintain focus on a common purpose and leverage the unique talents of its members. Defining and Implementing Process Excellence: Continuously improves processes and work products. Core Processes Individual Maximizing Individual Performance Development: Consistently coaches and develops team members Performance by articulating key expectations, identifying strengths and development needs and providing ongoing support to maximize performance. Reaching Critical Goals Goal Setting: Develops and tracks challenging goals aligned with organization strategies.Copyright Kenexa®, 2011 2012 25
  27. 27. CORE HR COMPETENCIES (1 OF 3) Challenges Core HR Competencies and HR Impact Definitions Ethical Practices Stewardship: Provides advice and • Facilitating the design of ethical practices support for values, practices and policies and policies that sustain ethical and legal business • Providing guidance to business leaders practices. about what is “right” for the business, Compliance: Applies an understanding employees, and the “community” of key legal precedents, policies, and practices to protect the interests of the organization and individual employees. Demanding Customers Customer Focus: Responds to • Increased focus on customer customer’s needs in a manner that responsiveness provides added value and generates • Taking the lead in organizational significant customer satisfaction quality/process customer interventions that product customer value Focus on Core Capabilities Coaching and Consulting: Provides • More focus on strategy, structure, and appropriate advice, feedback and alignment development resources to improve the • More emphasis on process capabilities effectiveness of individuals and teams. • Greater emphasis on best practices and benchmarkingCopyright Kenexa®, 2011 2012 26
  28. 28. CORE HR COMPETENCIES (2 OF 3) Challenges Core HR Competencies and HR Impact Definitions Leveraging Talent Talent Management: Generates • Increased focus on employee value consistent approaches across the proposition enterprise for hiring, selecting, retaining, • Greater emphasis on maximizing the valuing and leveraging key talent. impact of human assets Streamlining and Automating Technology Expertise: Helps to identify • Increased focus on employee value Key Activities technology needs and mobilize proposition technologies that provide easy access to • Greater emphasis on maximizing the HR services and methods for enhancing impact of human assets learning and personal productivity. Vendor Management: Selects and managers vendors in a manner that maximizes benefit to the organization. Access to Information and Knowledge Management: Demonstrates • Identification and leveraging of “soft” Expertise a conceptual and practical understanding of assets approaches and tools to help organization • Developing and leveraging expert groups, units (team, functions, divisions, networks regions, subsidiaries) capture, share and • Providing online access to key information exploit knowledge to support achieving to everyone objectives).Copyright Kenexa®, 2011 2012 27
  29. 29. CORE HR COMPETENCIES (3 OF 3) Challenges Core HR Competencies and HR Impact Definitions The Virtual Workplace Virtual Teamwork: Develops and • Move toward more global organizations implements strategies for maximizing the • More cross-team collaboration collaboration of non co-located work • Better use of networks groups. • Creation of “communities of practice” Focus on Metrics Assessment and Measurement Skills: • Focus on streamlining processes Demonstrates the ability to determine key • More focus on measuring the business needs, diagnose and address problems, impact of people interventions identify key metrics, and accurately monitor progress of important initiatives and activities. Making People Feel Safe and Employee Advocacy: Maintains focus • More focus of leveraging diversity Empowered on supporting a fair and empowering work • Improved HR services environment for all employees. • More emphasis on creating a supportive organization culture and practiceCopyright Kenexa®, 2011 2012 28
  30. 30. HR ROLE-SPECIFIC COMPETENCIES Distinguishing HR Strategist Distinguishing HR Distinguishing HR Competencies and Generalist Competencies Specialist Competencies Definitions and Definitions and Definitions Business Acumen: Focuses activities Human Capital Management Strategy: Product/Service Strategy and decisions on opportunities that Collaboratively develops an approach Development: Develops and leverages produce significant, strategic business and methods for leveraging human perspectives and insights into HR impact. assets to reach business partner goals product and service principles and and strategies. strategies aligned with business strategies. Strategic Influence: Collaborates with Relationship Management: Develops Situation Analysis: Accurately others to build buy-in and support for positive relationships by demonstrating assesses key customer needs related to critical initiatives. respect for others’ perspectives and product/service area. attention to their needs. Strategic Influence: Collaborates with Organization Design, Development Program Design: Translates data and others to build buy-in and support for and Effectiveness: Performs work and insights into practical, high-impact critical initiatives. process redesign to improve individual, program elements, goals, and tasks. team and organizational effectiveness. HR Strategy Development: Creates an Project and Product Management: Product and Service Delivery: integrated plan for leveraging HR Plans and implements projects, Develops and delivers products and capabilities that balances support for programs, and product development services related to specialty area that business strategy and employee needs. efforts. produce maximal customer impact and satisfaction.Copyright Kenexa®, 2011 2012 29
  31. 31. FUNCTIONAL COMPETENCIES • What competencies are required for you as an HR Business partner to effectively align HR to functional needs and performance measures of the group you are partnering with? – HR BP for IT? Downtime, training, upgrades,…. – HR BP for Finance? Rev rec, SarBox, Debt Age,…. – HR BP for Manufacturing operations? ISO, CMMI,… – HR BP for Sales? Booking, Rev Rec, Closure time,.. • Should your Operational Business Partners share those Talent Management competencies too?Copyright Kenexa®, 2011 2012 30
  32. 32. WHAT IS YOUR PROFICIENCY WITH DATA ANALYSIS TOOLS? Basic Identifies the scope and features of data analysis tools. Lists commonly used data analysis tools (e.g. Excel). Documents the key uses and benefits of diverse data analysis tools. Collects updated data analysis tools from industry publications. Working Conducts a variety of data analysis projects, e.g. data mining and categorization. Compares the uses and benefits of diverse data analysis tools. Selects a data analysis tool for a specific case while minimizing risk (e.g. data loss). Explains data analysis results from a business development perspective. Monitors data processing procedures and adjusts data analysis tools accordingly. Extensive Anticipates the need for data analysis tools based on the organizations situation. Evaluates diverse tools for data analysis and categorization functions. Predicts risks in diverse data analysis tools and prepares contingency plans. Appraises the associated costs and benefits of various data analysis tools. Minimizes potential risks involved in the process of using data analysis tools. Coaches others on the proper selection and use of various data analysis tools. Excellent/SME Designs new data analysis tools to increase data processing effectiveness. Develops strategies to minimize potential risks when using data analysis tools. Designs best practices to ensure the efficiency of data analysis, receipt, retrieval, etc. Expounds on future developments in data analysis tools and their applications. Establishes best practices in using data analysis tools to satisfy data analysis needs. Develops a theoretical understanding of data analysis tools.Copyright Kenexa®, ®, 2012 Copyright Kenexa 2011 3131
  33. 33. HR COMPETENCY FRAMEWORK • Results orientation • Visioning and Alignment • Continuous learning • Strategic Thinking • Commitment Personal Leadership & • Networking • Honesty and Integrity Attributes Management • Resource Management • Teamwork Required for Competencies • Process Excellence excellent Success factors that • Performance Development performance across differentiate • Goal Setting all levels & performance across functions career levels or bands • Stewardship HR Strategist • Compliance • Business Acumen • Customer Focus HR • Strategic Influence • Coaching and HR Core Role-Specific • Change Management Competencies Consulting Competencies • HR Strategy Development • Talent Management HR Generalist Success factors that Success factors that • Technology Expertise • Organization Design, are shared across all distinguish sub • Vendor Management Development and • Knowledge HR roles functional/role specific Effectiveness Management competencies • Project and Product • Virtual Teamwork Management • Assessment and Measurement Skills • Relationship Management • Employee Advocacy HR Specialist • Strategy Development • Situation Analysis • Program Design • Product and Service • DeliveryCopyright Kenexa®, 2011 2012 32
  34. 34. PRESENTATION OUTLINE • HR trends and demands • Where HR roles and a competency framework could go • How should HR competencies be implemented? • Questions and discussionCopyright Kenexa®, 2011 2012 33
  35. 35. WHAT SHOULD I ASK TO TESTORGANIZATIONAL 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 = 6-10Copyright Kenexa®, 2011 2012 Low Level of Readiness = Less than 6 34
  36. 36. 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)Copyright Kenexa®, 2011 2012 35
  37. 37. HR TRANSFORMATION: COMPETENCY IMPLEMENTATION BEST PRACTICES Model Building • Ensure linkage between competencies and organization strategies • Keep models simple at launch, and leverage tools and databases to “quick start” model building • Review models frequently to ensure relevancy, add dimensional criteria and keep the momentum Applications • Focus on assessment and development applications first, then evaluation and pay applications • Focus on integration of the competencies with all HR processes • Improve consistency of applications rather than allowing too many variations • Automate the processes and tools to minimize paperwork and enable end-users to have ongoing access Change Management • Clarify and communicate specific objectives of your applications up front • Ensure top management and line management buy-in and ongoing support • Involve managers and employees more deeply in competency development early in the process • 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 timeCopyright Kenexa®, 2011 2012 36
  38. 38. ACTIONS • Stablize – ABC’s – Alignment, Behaviours, Communication • Do No Harm: – Not: “Ready, Fire, Aim” – Identify what critical measures are used before pulling levers. • Save yourself before you save others: Place your own mask on first. – Lead from the front demonstrates success and results – Professionalise the profession to your business = scalability and sustainabilityCopyright Kenexa®, 2011 2012 37
  39. 39. SUMMARY • The climate, practices and competitive environment for current organizations are changing radically • The core HR mission of the future will be to maximize the impact of the organization’s human assets • HR professionals must respond with significant changes in both behavior and the focus of their roles and relationship with both employees and business partnersCopyright Kenexa®, 2011 2012 38
  40. 40. QUESTIONS Gordon Ritchie phone: +1 781-851-8319 email: gordon.ritchie@kenexa.comCopyright Kenexa®, 2011 2012 39
  41. 41. Join Our Next TM Webinar Leadership for 2013: Strategies And Best Practices Thursday, December 6, 2012 •TM Webinars start at 2 p.m. Eastern / 11 a.m. Pacific Register for upcoming TM Webinars at www.talentmgt.com/eventsJoin the Talent Management magazine Network http://network.talentmgt.com/ #TMwebinar