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Competencies
- 1. Компетенции – що е то и има ли почва у нас? 14-ти HR Weekend Чифлика, 28-29.01.2011
- 2. Цели на срещатаДа споделя опит Дефиницията на компетенция Как избираме нашия компетентностен модел Място на компетенциите в цялостното управление на служителите Да споделим опит
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- 4. Компоненти на индивидуалнотопредставяне Може ли ? Какво и Как! Иска ли ? Знае ли какво да прави ? Индивидуално представяне Компетенции Мотивация Очаквания/Цели
- 5. Дефиниция Компетенцията еизмерима характеристика на личността, която е свързана с успеха на работа. Може да бъде поведение, техническо умение, качество или отношение. Компетенциите са наблюдаеми и измерими характеристики на личността, включващи използването на знания и демонстрирането на умения, поведения и способности, които допринасят до доброто представяне на работното място.
- 6. Взаимосвързаност Стратеция/Мисия/Цели водятдо Организационни Възможности които изискват Длъжностни / Групови / Индивидуални Компетенции
- 7. Компетентностен Модел Взависимост от нуждите може да създадем успешен профил за позиция, за определено ниво и функция.
- 8. Как избираме “нашите”компетенции Hey Associates Модела на Lominger Базиран на над две десетилетия проучвания в над половината то Fortune 500 компании Позволява ни да сравним нашето представяне с други Fortune 500 компании Има описани 67 поведения, които водят до успех и 19 такива, които помагат да не успеете
- 9. Pfizer Core Competencies Customer Focus, Integrity, Respect for People, Teamwork, Innovation, Performance, Community, Leadership, Quality Customer Focus, Integrity, Respect for People, Teamwork, Innovation, Performance, Community, Leadership, Quality
- 10. Примерен Компетентностен моделза лидери Character / Role Model Ethics and Values Integrity and Trust Composure Creating and Leading the Vision Managing Vision and Purpose Strategic Agility Dealing with Ambiguity Learning on the Fly Managing Staff Directing Others Delegation Building Effective Teams Resourcefulness / Getting things done with less Organizing Planning Priority Setting Time Management Working Constructively with Others Informing Presentation Skills Interpersonal Savvy Motivating Others Conflict Management Managing Constituencies Effectively Customer Focus Political Savvy Negotiating Managing Diversity Organizational Agility Getting Results Action Oriented Timely Decision Making Problem Solving Drive for Results
- 11. Лидерски компетенции вкопания Х Мисли за бизнеса Стретегическа визия Анализ и решаване на проблеми Бизнес усет и финансова прозорливост Постига резултати Ръководи пълноценно Насоченост към клиента Двигател на промени и иновации Води към постигане на резултати Стимулира хората Комуникация Ангажира и вдъхновява Развива човешкия капитал Създава връзки и взаимоотношения Поощрява сътрудничеството и работата в екип Служи за пример Приспособява се и се учи Гради доверие и сигурност
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- 13. Компетенциите са основана основните процеси по управление на човешките ресурси
- 14. Ключови фактори зауспешно внедряването на Компетентностен модел в организацията Готовност на организацията и на ръкодовството – зрелост в процесите по управление на човешките ресурси Включване на повече служители в описанието/демонстрацията на поведенията Търпение, Търпение, Търпение Пропаганда, Пропаганда, Пропаганда
- 15. Контакти Благодаря завниманието! Силвия Стоянова Тел. : 0887 58 99 39 E-mail: sylvia.stoyanova@pfizer.com
Editor's Notes
- #4 Today we will be learn about the Pfizer Core Competencies - what they are and how they can be used within our group to enhance our development
- #5 MBO (Management by Objectives) -> MBC (Management by Competencies) Представете си един колега, който според вас има отлично представяне. Избройте какво го отличава от останалите, за да бъде той/тя така успешен в представянето си.
- #8 The Path Forward highlights our future focus. In order to execute on Our Path Forward, Senior Leaders, Managers and Colleagues are required to demonstrate these core set of competencies. Therefore, our developmental focus will be on building colleague capability (here now “colleague” in the sense of all the 3 groups) to learn and demonstrate core competencies by providing tools and resources to enhance development we expect to enhance colleague engagement Thus, by implementing and using these Core Competencies we will be able to: Create common expectations and standards across the organization – allowing us to speak the same language, Share talent across the enterprise in ways never possible before, and Enhance fairness and transparency encouraging colleague-driven career growth within our new operating model These aligned behaviors support the success of our new way of doing business, which is designed to ensure we can deliver on Our Path Forward. In other words: With our path forward we did align the Pfizer strategy to the business environment changes and markets’ needs. With changing our organization into BUs we have aligned the organization to the strategy. With the competencies we are aligning our colleagues’ behavior to success in the new organization. And of course, the desirable result will be to align performance and results through colleague engagement, which is fully linked to competencies and development. The competencies will help us create a link from colleague engagement to Our Path Forward. Much research has shown that colleague engagement is key to aligned workplace performance and results – you just don’t get one without the other. Bottom line: highly competent employees are higher performers; high performers are far more productive; high productivity increases motivation; and motivated employees are highly engaged employees. SO, we need a common ground to start building Pfizer’s capabilities. The competencies are the foundation for executing our Path Forward and gain success. And these new competencies are no just-plain competencies. They differentiate outstanding performance from average or good, they are research based, validated statistically and agreed upon with more than 30 senior leaders at Pfizer. These competencies have been proven to be key for success!!
- #9 As for why these competencies The Senior Leader Competencies have been heavily researched & validated such that the they were found to predict success of leaders globally as well as within Pfizer FYI: The Senior Leader Competencies were first developed a little over a year ago. To ensure that they are statistically valid & a reliable predictor of success, Pfizer hired Hay Associates, a world renowned management consulting firm, to ensure that the competencies were aligned with The Path Forward & would predict executive success regardless of company The Colleague & Manager Competencies are also based on over two decades of research by Lominger International, a well renowned leader specializing in competency-based leadership The competencies selected from their extensive database are found to Align with the Senior Leader Competencies Account for 85% of the skills that are required for effective management & leadership Their products and tools are research-based and experience-tested, many embedded in programs at the Center for Creative Leadership (CCL). A number of groups globally within Pfizer have found their tools and resources invaluable. (e.g., WWT)
- #10 This slide shows the alignment of the competencies of Senior Leaders, Managers and Colleagues. As you can see, the competencies within each framework build on each other. Some competencies are very similar regardless of level (e.g., Acts Decisively, Seizes Accountability; Self Awareness) Depending on the level, a person will be expected to demonstrate the competency in different kinds of circumstances Other competencies are unique for their particular level; however they do build on each other (e.g., grows self as an individual contributor; grows others as a manager; and grows leaders as a senior leader) ‘ Builds Effective Teams’ is only found in the Manager competencies since the expectation is that being able to build teams is the price of entry into being a Senior Leader. There are slight differences between SL‘s and Mangers‘ & Colleagues‘: The Senior Leader Excellence Profile is made out of competencies, experiences and derailers. Managers and Colleagues only have competencies. No experiences or derailers. They just need to focus on competency development. Senior Leaders competencies have 5 levels of development, from level 1 (Needs development) to level 5 (Shows extraordinary strength). The levels of each competency scale build progressively upon one another. Managers’ and Colleagues’ do not. Managers and Colleagues have the Opportunity.com site as a development tool while Senior Leaders have a Development Guide (which will be included in the portal in due time). Finally Senior Leader, Manager and Colleague Competencies are focused to the “Spin” of the Role, in particular to support: Senior Leader = to Lead Our Path Forward, Think, Act, decide as a General Manager etc.., Manager = to Deliver Results, Engage Today’s Talent & Build the Next Generation and Shape the Future, Colleague = to ensure role performance and individual success, working on technical issues or with customers directly