Core competencies for leadership development training loflin

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  • Core competencies for leadership development training loflin

    1. 1. December 5, 2010<br />Rebecca Lynn Loflin<br />Employee Development Dialogue<br />
    2. 2. Employee Development Dialogue<br />Overview<br />Manufacturing Company determined that there was not an effective evaluation tool to evaluate their white collar workforce<br />Vice President – Human Resources tasked the Training and Development Department and myself to create one<br />Development using MBO’s, core comptencies based on the Leadership Development Program, and employee / manager dialogue<br />
    3. 3. Employee Development Dialogue<br />Employee Contributions<br />Section designed to evaluate the employee on the objectives set by the manager using Management by Objective (MBO) philosophy<br />Evaluates the work habits of the employee including spending time efficiently, planning and completing work as expected and dependability of the employee<br />
    4. 4. Employee Development Dialogue<br />Employee Competencies<br />Section designed to evaluate the employees compentcies on Processes and Procedures, Functional Skills, Language Skills and company knowledge<br />
    5. 5. Employee Development Dialogue<br />Interpersonal Skills<br />Willingness to change<br />Goal Focused<br />Thinking Outside the Box / Innovative<br />Entrepreneurial Thinking and Active / Resourceful<br />Customer Focused<br />Team Work Orientation<br />Communications Proficiency<br />Social and Intercultural Sensitivity<br />Powers of Inspiration<br />
    6. 6. Employee Development DialogueInterpersonal Skills<br />Willingness to Change<br />Goal Focused<br />"Thinking Outside The Box" / Innovative<br />Powers of Inspiration <br />Entrepreneurial Thinking and Acting / Resourceful<br />Social and Intercultural Sensitivity<br />Customer Focused<br />Communications Proficiency<br />Team Work Orientation<br />
    7. 7. Employee Development Dialogue<br />Willingness to Change<br />Willingness and ability to question existing modes of behavior including their own<br />Be receptive to new ideas<br />Initiate change to processes as appropriate<br />Set change processes in motion and convince others the need for change<br />
    8. 8. Employee Development Dialogue<br />Goal Focused<br />Ability and willingness to set goals and to pursue these even in difficult situations<br />Must be committed with vigor<br />“Doing whatever it takes” to achieve goals<br />
    9. 9. Employee Development Dialogue<br />Thinking Outside the Box / Innovative<br />Ability and willingness to look inside and outside one’s own work area to identify work problems<br />Being able to analyze the issues and develop alternative solutions<br />Promotes innovative thought and actions<br />Supports cooperation across divisions<br />
    10. 10. Employee Development Dialogue<br />Entrepreneurial Thinking and Acting / Resourceful<br />Ability and willingness to analyze and comprehend entrepreneurial and economic factors affecting global business conditions<br />Will consider known international differences and will act effectively<br />As a decision maker, will consider effects on global organization<br />
    11. 11. Employee Development Dialogue<br />Customer Focused<br />Willingness to investigate the wishes and needs of internal and external customers<br />Orient one’s own behavior to realize customer satisfaction<br />Emphasis on Quality<br />Set example for others by own behavior<br />
    12. 12. Employee Development Dialogue<br />Team Work Orientation<br />Ability and willingness to work in a goal orientated and cooperative manner within functional work team<br />Be committed to work goals<br />Work to improve effectiveness of organization<br />
    13. 13. Employee Development Dialogue<br />Communications Proficiency<br />Ability to be part of open and constructive discussions<br />Be able to present subjects and one’s own point of view in a comprehensible manner<br />Be clear and without conflict<br />
    14. 14. Employee Development Dialogue<br />Social and Intercultural Sensitivity<br />Ability and willingness to approach other persons and cultures in an unbiased and open manner<br />Be able to work with their opinions and expectations<br />Multicultural organization<br />Respects others views<br />
    15. 15. Employee Development Dialogue<br />Powers of Inspiration<br />Ability to inspire improved effort and performance<br />Creates enthusiasm for tasks, goals, vision for the organization<br />Role model for work results and behavior<br />Sets clear goals<br />Delegates effectively<br />Motivates others to perform well<br />
    16. 16. Employee Development Dialogue<br />Employee Development Dialogue<br />Established as the performance evaluation tool<br />Provided Management by Objectives<br />Evaluates core competencies <br />Provides dialogue between manager and employee<br />Mobility<br />Development opportunities<br />Training needs<br />
    17. 17. Core Competencies for Leadership Development<br />Summary<br />Core competencies established<br />Willingness to change<br />Goal Focused<br />Thinking Outside the Box / Innovative<br />Entrepreneurial Thinking and Active / Resourceful<br />Customer Focused<br />Team Work Orientation<br />Communications Proficiency<br />Social and Intercultural Sensitivity<br />Powers of Inspiration<br />Employee Development Dialogue established to evaluate core competencies<br />Overall, the organization has been able to identify employees for their talent pool by using these competencies<br />

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