Succession Planning
Simple replacement planning. A process that indicates possible internal replacements for critical positions.
Developmental succession planning.
Talent pool planning.
Best practice organizations link succession planning with business strategy.
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
Human Resources Management (HRM) Value Chain Processes, Organizational Cultur...Charles Cotter, PhD
Human Resources Management (HRM) Processes, Organizational Culture and Organizational Change Management training programme, facilitated by Dr Charles Cotter, July 2021
The HR business partner is the most critical, yet frequently ignored role in the move to HR shared services. Much attention is given to new roles created by a shared services model while little attention is given to how the business partner role must change with the new model. This is the third session of a HR Shared Services learning series that ScottMadden presented in conjunction with Shared Services & Outsourcing Network (SSON). In this session, we discussed the important evolution of the business partner role and the skills and competencies needed to effectively support the business.
To learn more, please visit www.scottmadden.com.
Human resources (hr) management for non hr managersOlayiwola Oladapo
Non HR Managers have to get work done through others. To do that they need to understand how to manage their people as front line Managers who have the closest proximity to the People. HR for Non HR Managers equip Managers with the fundamental HR Management Know how required for managing people for result.
Kannur University MBA slides 3rd Semester, Training Need Analysis, Training and Development Class note for the students
details about the TNA is discussed
Human resources (hr) management for non hr managersOlayiwola Oladapo
Non HR Managers have to get work done through others. To do that they need to understand how to manage their people as front line Managers who have the closest proximity to the People. HR for Non HR Managers equip Managers with the fundamental HR Management Know how required for managing people for result.
Kannur University MBA slides 3rd Semester, Training Need Analysis, Training and Development Class note for the students
details about the TNA is discussed
The Better Approach to Succession Planning - MITBA CEO Conference 2011Kenny Ong
Malaysian Insurance and Takaful Broker Associations (MITBA) CEO Conference 2011
Bali, October 2011
- Different Succession Planning objectives and motives
- Why Succession Planning don't work in many cases
- Matching your Succession Plan to your Business Model
- Practical aspects of Succession Planning
- Managing youe Talents Pipeline with proper Performance Management tools
Succession Planning for Sustainable Organizational DevelopmentCharles Cotter, PhD
The strategic imperative, value and relevance of Succession Planning as a driver of sustainable organizational development. Applying the Succession Planning process.
State of Succession Planning Report: Are you doing enough to identify and dev...Halogen Software
Developing and maintaining a leadership and talent pipeline makes the list of top concerns in executive surveys year after year. This report examines data from companies around the world to determine how well those organizations are identifying, assessing and developing succession planning programs. It also suggests action plans to help your company learn how to improve your talent management processes.
Succession Planning and the Development of Your High PotentialsBizLibrary
There are two separate and distinct aspects to effective succession planning initiatives. The organizational or strategic perspective usually dominates the conversation, and that’s okay. It’s at these levels organizations make investments, drive the type of senior leadership involvement and generate alignment with organizational objectives that are the hallmarks of great programs.
In the final analysis, however, succession planning success hinges on whether or not organizations effectively develop and nurture their next generation of leaders. We typically see this aspect of success planning referred to as “high potential” development and it’s frequently just shortened to the term “HIPO.”
In this webinar, we will discuss emerging thought leadership on both subjects and provide some practical suggestions for development of your own high potential employees.
While organizations have evolved substantially in how they develop a strong pipeline of leadership talent, some significant gaps still exist. The overall inability to discover and quantify the people-drivers of business outcomes continues to hinder the succession planning process within organizations. We provide you with an approach to create a succession planning process that assesses your talent based on the competencies, skills, experiences and other elements that affect business outcomes, while quantifying the quality of your talent pool. A customizable succession planning scorecard is provided to show you how to have the most impact on the business when planning your next talent moves. This presentation will show you a succession planning process that:,
• Focuses talent decisions on key drivers of business
• Incorporates analytics into talent assessments
• Creates metrics based on the overall quality of your talent pool
• Utilizes performance and potential reports that are business-focused
Career Planning and Succession Planning - Principles of Human Resource Manage...Rai University Ahmedabad
Career and succession planning is very important for every individual, here, students will study about in what stage of life they should lead to the career growth path.
Community Bankers' Guide to Succession Planning for SuccessKBS Results, LLC
Succession planning is moving to the top of the priority list for organizations facing an aging workforce, regulatory requirements and competition for talent from other industries. A common theme has been that the lack of a succession plan meant a sale or merger was the only viable solution for a CEO's retirement. Is your CEO approaching retirement age? Are there gaps in management positions? Are your regulators asking for your plan?
Too much talent management is too complex. Talent management does of course incorporate genuine challenges and tough choices. But we don’t need cumbersome processes and practices to make life harder for our executives, managers and professionals.
Summarising talent management into “one page” is too big an ask. Here is our attempt to distil the issues into ten templates:
Succession Planning and Cross Training: Boldly Preparing for Staff Transition...Palatine Library
2011 Illinois Library Association Conference: Bold, Brilliant, Brave
Tuesday, October 18, 2011, 1:45 - 2:45 p.m.
Anthony Auston, Megan Buttera, Susan Strunk
Palatine Public Library District
Tired of scrambling to get things done when an employee leaves or is absent? Supportive succession planning and cross training efforts don’t have to be overwhelming. Both are brave initiatives meant to ensure continued, effective operations despite vacancies or absences. Learn how to begin the dialogue at your library.
Growing as a PM in the Course of Your Career by Google PM DirectorProduct School
Main Takeaways:
Learn about the different stages of a PM career - Product, strategic, and organizational leadership.
Understand where to drive vs influence outcomes and what skills matter at each career stage.
Identify career transition points and learn how to navigate them successfully.
June 23, 2022 - Modern Workforce Series Live EventTalentView
How do we attract, engage and retain our top talents? How can we as people leaders make our workplace more interactive and engaging?
Learn about the state of today’s modern workforce and best practices to further build your employer brand.
For more HR resources, visit talentview.asia
For any questions or clarifications, email us at learning@talentview.com
Take action to implement 3 new and powerful ideas.
Assess individual patterns of job stress.
Demonstrate an effective method to manage job stress.
Develop organizational stress solutions.
Time/Self-management Key Concepts
Personal Mission Statement:
Defining Your Life Goals:
Weekly Time Log:
Plan:
Scheduling:
To Do Lists:
Set Priorities:
80/20 Rule:
“Maynard’s Question”:
Win the “War for Millennial Talent.”
Adopt new mindset – initiate, engage, collaborate and evolve.
Create a GEN Y friendly workplace culture.
Best Practices for Managing Millennials.
Change perspective involving time, technology and loyalty.
Provide in the moment performance feedback.
Create emotionally intelligent teams.
Develop future leadership bench strength.
How to Close the Door on What is not
Working
How to Open the Door to Your Dream
Career
Face Your Fears and Discover the
Confidence to Make That Important
Sale to Yourself
Change Your Mindset. Marketing is
Fun!
Discuss a workable definition of Emotional Intelligence in leadership and organizations.
Understand the five domains of Emotional Intelligence.
Utilize the EQ-i to explore personal strengths and vulnerabilities related to EQ.
Develop an EQ Action Plan resulting in demonstrable and measurable change.
Innovation in Difficult Times - Developing Innovative LeadersWorking Resources
How to create an innovative culture.
How to develop a disruptive mindset.
How abundance impedes innovation.
How constraints often enable innovation.
How to enhance creativity.
How to embrace change and thrive.
Transformational Executive Coaching
Expands people’s capacity to take effective action.
Challenges beliefs and assumptions that are responsible for one’s actions and behaviors.
Examines what one does, why one does what one does, but also who one is. What are the principles upon which one forms identity?
Align the performance evaluation process with the firm’s mission, vision, and values.
Understand key emotional intelligence
competencies.
Increase comfort with performance review conversations.
Identify the core message employee should remember after the conversation.
Practice coaching employees on future desired
performance focusing on strengths.
Discuss a workable definition of Emotional Intelligence in leadership.
Understand the five domains of Emotional Intelligence.
“EI” Exercise to explore personal strengths and vulnerabilities related to EI.
Develop an EI Action Plan resulting in improved self-management & career transition success.
Discuss a workable definition of Emotional Intelligence in leadership and team building.
Understand the five domains of Emotional Intelligence.
Team Building Exercise to explore personal strengths and vulnerabilities related to EQ.
Develop an EQ Action Plan resulting in improved team performance.
Clarify Vision, Mission and Strategy
Develop Emotional/Social Intelligence
Improve Team Accountability Behaviors
Develop a Positive Accountability Action Plan
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
1. CEO SUCCESSION PLANNING
& COMPETENCY MODELING:
ENSURING LEADERSHIP AT
THE TOP
Camico Mutual Insurance Company
Consulting Psychologist & Executive Coach:
Dr . Maynard Brusman
2. Leadership Competency and
Behavioral Description Example
o Leadership
Creates, communicates and reinforces a shared vision for
areas of responsibility; drives the organization toward
success by example and action; provides focus, resources
and direction to the organization at all times, including
during emergencies. Creates an environment that fosters
creativity, innovation, productivity and customer focus.
Earns respect and confidence of employees as well as
internal/external customers. Puts welfare of the company
ahead of own personal gain. Acts in accordance with the
organization’s ethical principles. Is aware of obstacles,
problems or issues facing, as well as achievements of,
his/her group and effectively communicates these to senior
management. Acts as an advocate for the needs of his/her
team within the company.
3. Succession Planning
Definition
o Any effort designed to ensure the
continued effective performance of an
organization, division, department, or
work group by making provisions for
the development and replacement of
key people for key positions and work
activities over time.
4. Succession Planning
o Simple replacement planning. A process that
indicates possible internal replacements for
critical positions.
o Developmental succession planning.
o T alent pool planning.
o Best practice organizations link succession
planning with business strategy.
5. Reasons for Succession
Management
o Business strategy can be implemented only
if appropriately skilled and experienced
leadership is in place.
o Decisions about filling positions are more
accurate when candidates are internal.
o Effective succession management systems
operate as both talent-growth and talent-
retention mechanisms.
o Constant organizational change.
6. BUSINESS STRATEGY
o Optimize processes with prospects, policyholders,
agents and vendors.
o Improve risk selection and pricing.
o Build knowledge resources and related
communications mechanisms.
o Increase effectiveness of sales distribution channels.
o Identify and develop enhanced products and services.
o Develop and implement actions to create a talented.
energetic and committed group of employees.
o Develop and implement plans for more targeted
marketing and communication.
7. VISION
o We are: CAMICO is the leading
national provider of professional
liability insurance and related
products and services. We are
integral to CPAs in public practice and
to the profession.
8. MISSION
o We are a policyholder owned and
directed company that provides CPA’s
with insurance and business risk
services that address their evolving
needs.
10. How Are Competencies Used
in Succession Planning
o Link and align the organization’s core
competencies (strategic strengths) to job
competencies.
o Define high potentials
o Clarify present and future competencies.
o Create multi-rater assessments tailored to
corporate culture.
11. Competency Models: The
Benchmarks for Succession
o The best systems incorporate
assessments of the individual’s
leadership capabilities, adherence to
the organization’s values, and
capacity for development and
learning in addition to performance
outcomes.
12. Define What You Want
oJob Challenges/Preparatory
experiences (what one has done).
oOrganizational knowledge (what one
knows).
oBehaviorally defined competencies
(what one is capable of).
oExecutive derailers and other persona
attributes (who one is).
13. ALIGN BEHAVIOR with
ORGANIZATIONAL STRATEGY AND
VALUES
o Competency models translate general
messages about strategic direction
and culture change into specific
specific behaviors desired for
individual performance.
14. Well-Defined Competencies
o Maintains customer trust – Listens and
responds with empathy to customer issues
or ideas; acknowledges customer
contributions to discussion in a manner that
maintains esteem.
o Customer Orientation – cultivating strategic
customer relationships and ensuring that
the customer perspective is the driving force
behind all value-added business activities.
o Definition is thorough and specific and
describes key actions (behaviors) a person
would exhibit when effectively displaying
this competency.
16. Competency Domains
o Interpersonal Skills
o Leadership skills
o Business/Management Skills
o Personal Attributes
17. Linking Human Resource Systems
Through Competencies
o Selection
o Performance Management
o Training/Development
o Succession Planning
o Organizational Alignment
o Coaching
18. COMPETENCY-BASED SUCCESSION
PLANNING SYSTEM
o A list of the positions under consideration.
o Agreement among decision makers about
what is required for success in each
position.
o A list of who’s ready now and why.
o A list of who will be ready soon,
developmental needs, and actions to close
gaps.
19. COMPETENCY MODELS
o Groups of individual competencies are
organized into competency models.
o Identify the essential skills, knowledge, and
personal characteristics needed for
successful performance in a job.
o Demonstrate that the behaviors and skills
you identify and develop are proven
predictors of success.
o Identify the traits of top performers.
20. OBJECTIVES OF COMPETENCY
SYSTEMS
oLinks interviews, appraisal, coaching,
training, and compensation to vision,
mission, values, and culture.
oPlan for skills needed to grow
organization.
oCommunicate valued behaviors.
oClarify the focus of leadership.
21. OBJECTIVES OF COMPETENCY
SYSTEMS
o Focus on customer-oriented
behaviors.
o Close skill gaps.
o Identify selection criteria for
interviews.
o Develop a 360- degree feedback
system.
o Plan for succession.
o Orient manages to corporate strategy
and culture.
22. COMPETENCY DEFINITION
oA cluster of related knowledge, skills,
and attitudes that affects a major part
of one’s job.
oCorrelates with performance on the
job.
oCan be measured against standard
oCan be improved via training and
development.
24. Basketball Example:
Shooting is a valid competency
o The object of basketball is to score points by
shooting baskets.
o The related skills in knowing when to shoot,
where to shoot, and how to shoot are critical
to success in scoring.
o Shooting has well-accepted standards of
success. The goal is to make at least 50
percent of field goals, 80 percent of free
throws, and 35 percent of three-point
attempts.
o Shooting skills can be improved by
extensive practice and play.
25. FOCUS ON BEHAVIOR
o What skills, knowledge, and characteristics
are required to do the job?
o What behaviors have the most direct impact
on performance and success on the job?
o In selection systems, a competency model
ensures that all interviewers are looking for
the same set of abilities and characteristics.
o For succession planning, competency
models ensure that decision makers focus
on characteristics relevant to success.
26. MULTI-RATER 360-DEGREE
FEEDBACK
o Focus on the behaviors necessary to
perform the job effectively.
o Competency models helps ensure that
feedback relates specifically to the
competencies crucial to success.
o Feedback provides a method of assessing a
candidate’s current competencies.
27. COMPETENCY MODEL PROJECT
o Determine objectives and scope of
project
o Clarify implementation goals and
standards.
o Create an action plan.
o What does successful performance on
the job look like? Interview high
performers.
28. COMPETENCY MODEL TEAM
o CEO
o Human Resources Director
o Consulting Psychologist and Executive
Coach
29. DEVELOPING A COMPETENCY
MODEL
o Determine data collection
methodology.
o Conduct interviews.
o Perform job analysis/observations.
o Analyze data and develop interim
competency model.
30. BEHAVIORAL LANGUAGE
oThe best way to word competencies is
with behavioral language that
describes the things you can see or
hear being done.
oBehavioral language is very concrete.
oA behavior is an action that you can
observe, describe, and verify.
31. THE PURPOSE OF
COMPETENCIES
q Performance
q Culture change
q Training and development
q Recruitment and selection
q Business objectives/competitiveness
q Career/succession planning
33. The 12 Most Common
Competencies
o Communication
o Achievement
o Customer focus
o T eamwork
o Leadership
o Planning and organizing
34. The 12 Most Common
Competencies
o Commercial/business awareness
o Flexibility/adaptability
o Developing others
o Problem solving
o Analytical thinking
o Building relationships
35. Begin with the
End in Mind
o Vision exercise
o Board members take their five year
objectives and identify which
behaviors CEO will need to
demonstrate to achieve them.
36. Why Executives Fail
o Decline in business performance.
o Insensitive, cold, aloof.
o Betrayed success.
o Over-managing.
o Poor at choosing staff.
o Overly ambitious.
Center for Creative Leadership
37. CEO SUCCESS
o Track record
o T echnical or business competence
o Outgoing, charming
o Loyalty to management
o Willingness to lead
38. FINALIZING AND VALIDATING
COMPETENCY MODELS
o Conduct surveys to test model.
o Analyze survey data and refine
model.
o Validate the model to determine the
correlation of the competencies with
those of top performers.
o Finalize the model.
39. ALIGN BEHAVIOR with
ORGANIZATIONAL STRATEGY AND
VALUES
o Competency models translate general
messages about strategic direction
and culture change into specific
specific behaviors desired for
individual performance.
40. Competency Models: The
Benchmarks for Succession
o The best systems incorporate
assessments of the individual’s
leadership capabilities, adherence to
the organization’s values, and
capacity for development and
learning in addition to performance
outcomes.
41. How Are Competencies Used
in Succession Planning
o Link and align the organization’s core
competencies (strategic strengths) to job
competencies.
o Define high potentials
o Clarify present and future competencies.
o Create multi-rater assessments tailored to
corporate culture.
42. Define What You Want
oJob Challenges/Preparatory
experiences (what one has done).
oOrganizational knowledge (what one
knows).
oBehaviorally defined competencies
(what one is capable of).
oExecutive derailers and other persona
attributes (who one is).
43. Well-Defined Competencies
o Customer Orientation – cultivating strategic
customer relationships and ensuring that
the customer perspective is the driving force
behind all value-added business activities.
o Maintains customer trust – Listens and
responds with empathy to customer issues
or ideas; acknowledges customer
contributions to discussion in a manner that
maintains esteem.
o Definition is thorough and specific and
describes key actions (behaviors) a person
would exhibit when effectively displaying
this competency.
45. Competency Domains
o Interpersonal Skills
o Leadership skills
o Business/Management Skills
o Personal Attributes
46. Visioning Exercise
o Characterize the organization’s
specific future challenges and
opportunities.
o Describe the kind of CEO the
organization will need to solve
problems, overcome barriers, take
advantage of opportunities, and
manage change.
47. Linking Human Resource Systems
Through Competencies
o Selection
o Performance Management
o Training/Development
o Succession Planning
o Organizational Alignment
o Coaching
48. COMPETENCY-BASED SUCCESSION
PLANNING SYSTEM
o A list of the positions under consideration.
o Agreement among decision makers about
what is required for success in each
position.
o A list of who’s ready now and why.
o A list of who will be ready soon,
developmental needs, and actions to close
gaps.
49. COMPETENCY MODELS
o Groups of individual competencies are
organized into competency models.
o Identify the essential skills, knowledge, and
personal characteristics needed for
successful performance in a job.
o Demonstrate that the behaviors and skills
you identify and develop are proven
predictors of success.
o Identify the traits of top performers.
50. OBJECTIVES OF COMPETENCY
SYSTEMS
oLinks interviews, appraisal, coaching,
training, and compensation to vision,
mission, values, and culture.
oPlan for skills needed to grow
organization.
oCommunicate valued behaviors.
oClarify the focus of leadership.
51. OBJECTIVES OF COMPETENCY
SYSTEMS
o Focus on customer-oriented
behaviors.
o Close skill gaps.
o Identify selection criteria for
interviews.
o Develop a 360- degree feedback
system.
o Plan for succession.
o Orient manages to corporate strategy
and culture.
52. COMPETENCY DEFINITION
oA cluster of related knowledge, skills,
and attitudes that affects a major part
of one’s job.
oCorrelates with performance on the
job.
oCan be measured against standard
oCan be improved via training and
development.
54. Basketball Example:
Shooting is a valid competency
o The object of basketball is to score points by
shooting baskets.
o The related skills in knowing when to shoot,
where to shoot, and how to shoot are critical
to success in scoring.
o Shooting has well-accepted standards of
success. The goal is to make at least 50
percent of field goals, 80 percent of free
throws, and 35 percent of three-point
attempts.
o Shooting skills can be improved by
extensive practice and play.
55. FOCUS ON BEHAVIOR
o What skills, knowledge, and characteristics
are required to do the job?
o What behaviors have the most direct impact
on performance and success on the job?
o In selection systems, a competency model
ensures that all interviewers are looking for
the same set of abilities and characteristics.
o For succession planning, competency
models ensure that decision makers focus
on characteristics relevant to success.
56. MULTI-RATER 360-DEGREE
FEEDBACK
o Focus on the behaviors necessary to
perform the job effectively.
o Competency models helps ensure that
feedback relates specifically to the
competencies crucial to success.
o Feedback provides a method of assessing a
candidate’s current competencies.
57. COMPETENCY MODEL PROJECT
o Determine objectives and scope of
project
o Clarify implementation goals and
standards.
o Create an action plan.
o What does successful performance on
the job look like? Interview high
performers.
58. COMPETENCY MODEL TEAM
o CEO
o Human Resources Director
o Consulting Psychologist and Executive
Coach
59. DEVELOPING A COMPETENCY
MODEL
o Determine data collection
methodology.
o Conduct interviews.
o Perform job analysis/observations.
o Analyze data and develop interim
competency model.
60. BEHAVIORAL LANGUAGE
oThe best way to word competencies is
with behavioral language that
describes the things you can see or
hear being done.
oBehavioral language is very concrete.
oA behavior is an action that you can
observe, describe, and verify.
61. THE PURPOSE OF
COMPETENCIES
Performance
q Culture change
q Training and development
q Recruitment and selection
q Business objectives/competitiveness
q Career/succession planning
63. The 12 Most Common
Competencies
o Communication
o Achievement
o Customer focus
o T eamwork
o Leadership
o Planning and organizing
64. The 12 Most Common
Competencies
o Commercial/business awareness
o Flexibility/adaptability
o Developing others
o Problem solving
o Analytical thinking
o Building relationships
65. Begin with the
End in Mind
o Vision exercise
o Board members take their five year
objectives and identify which
behaviors CEO will need to
demonstrate to achieve them.
66. Why Executives Fail
o Decline in business performance.
o Insensitive, cold, aloof.
o Betrayed success.
o Over-managing.
o Poor at choosing staff.
o Overly ambitious.
Center for Creative Leadership
67. CEO SUCCESS
o Track record
o T echnical or business competence
o Outgoing, charming
o Loyalty to management
o Willingness to lead
68. FINALIZING AND VALIDATING
COMPETENCY MODELS
o Conduct surveys to test model.
o Analyze survey data and refine
model.
o Validate the model to determine the
correlation of the competencies with
those of top performers.
o Finalize the model.
69. EMOTIONAL INTELLIGENCE &
LEADERSHIP
o Recent research ranks emotional
intelligence competencies as more
important to leadership success than
traditional attributes.
70. Top Five Leadership
Competencies
o Vision
o Strategic Thinking
o Relationship Building
o Execution
o People Development
71. Emotional Intelligence is the
ability to…
o recognize our own feelings and
those of others, motivate
ourselves, and manage emotions
well in ourselves and in our
interpersonal relationships.
72. EI vs. IQ
o Ei is the vision to create the
future.
o EI is a skill. Skills can be learned.
o Employees in an emotionally
intelligent company empowered
to contribute fully.
o Emotionally intelligent
organization creates innovative
products & services, and
exceptional customer loyalty.
73. EI key to success in the
business world
o EI is the ability to bring people
together and motivate them.
o EI is the trust to build productive
relationships.
o EI is the resilience to perform under
pressure.
o EI is the courage to make decisions.
o EI is the strength to persevere
through adversity.
74. RESEARCH
o Up to 90% of the difference between
outstanding and average leaders is
linked to emotional intelligence. EI is
twice as important as IQ and technical
expertise combined, and is four times
as important in overall success.
o Research by the Center for Creative
Leadership found the primary cause of
derailment in executives involves
deficits in emotional competence.
1. Change 2. Teamwork 3.
Interpersonal Relations
75. Visioning Exercise
o Characterize the organization’s
specific future challenges and
opportunities.
o Describe the kind of CEO the
organization will need to solve
problems, overcome barriers, take
advantage of opportunities, and
manage change.
76. Action Learning & Planning
o Dialogue on how you envision the
requisite leadership qualities of the
President/CEO position of CAMICO
essential to world-class performance
now and in the future. Include how
these characteristics are aligned with
the organizations strategy, mission,
vision, and values.
78. Dr . Maynard Brusman
Consulting Psychologist & Executive Coach
Working Resources
P .O. Box 471525 San Francisco, California 94147
T el: 415-546-1252
E-mail: mbrusman@workingresources.com
Web Site: http://www.workingresources.com
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