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.
The document discusses competency models, which are clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. It outlines different approaches for developing competency models, including universal, functional, job-specific, and multiple job models. The document also discusses how competency models can be used for human resource processes like recruitment, selection, performance management, and career development.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
Competency models identify the skills, knowledge, behaviors, and attributes that distinguish excellent performance. There are different types of competency models such as organizational, HR systems, team, and individualistic approaches. Critical incident analysis and repertory grid analysis are techniques used to map competencies. Critical incident analysis involves analyzing specific incidents that highlighted exemplary behaviors, while repertory grid analysis identifies attributes and establishes bipolar scales to differentiate characteristics. The right competency model for an organization depends on analyzing data on employee competencies and results.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
The video of the workshop can be viewed at http://goo.gl/OaULcB .
Workshop Details :
Panel Session: Building the skills for tomorrow
Moderator: Ikhwan Nazri (CEO of Amanz.my), Prof. Dr. Ahmad Rafi Mohamed Eshaq (Vice President of MMU), Imran Kunalan Abdullah (Director of MDeC), Samuel Wee (GM, REV Asia), Desmond Lee (Co-founder of Appxplore)
The MSA Launch (http://bit.ly/1yhQPZV) is a 5-day event aiming to provide an introduction to MaGIC Academy. It is presented as a condensed version of how MaGIC Academy is going to contribute to you and the startup community. You will be able to experience a series of workshops, skill and sharing knowledge opportunity, and mentoring with our selected network of mentors.
Website : www.mymagic.my
Facebook : https://www.facebook.com/magic.cyberjaya
Twitter : https://twitter.com/magiccyberjaya
Youtube : http://goo.gl/HvrRLa
SlideShare : http://slidesha.re/1BfSncP
Email : enquiries@mymagic.my
This webinar provides insight on indentifying and implementing competencies. Hosted by John Bradford and Philip Schuler, the webinar promises to be informative, yet impactful.
What You Will learn:
How to identify competencies needed for success for all employees.
How to implement competency models.
Competencies Concept in Human Resources ManagementLukas Ritzel
Competencies in Human Resources Mansgement. A concept of Award winning Purple Cow company Prasena.com by Isabelle Michelet Philippe Kopcsan & Lukas Ritzel
The document discusses competency models, which are clusters of knowledge, skills, abilities, behaviors, and attitudes related to job success. It outlines different approaches for developing competency models, including universal, functional, job-specific, and multiple job models. The document also discusses how competency models can be used for human resource processes like recruitment, selection, performance management, and career development.
NOVA SHRM SIG "Aligning Competencies To Your Organizations Mission"armandojusto
This document discusses competency modeling and aligning competencies to an organization's mission. It provides an overview of competency modeling, including the foundational behavioral, functionalist, and constructivist approaches. It also discusses how competencies can be integrated into various human resource processes like recruitment, performance management, learning and development, and career development. Implementing competency-based management requires competency modeling, analyzing competency gaps, and providing targeted learning solutions to close those gaps. The overall goal is to increase organizational competitiveness, employee employability, and alignment with business needs through a competency-based approach.
Competency models identify the skills, knowledge, behaviors, and attributes that distinguish excellent performance. There are different types of competency models such as organizational, HR systems, team, and individualistic approaches. Critical incident analysis and repertory grid analysis are techniques used to map competencies. Critical incident analysis involves analyzing specific incidents that highlighted exemplary behaviors, while repertory grid analysis identifies attributes and establishes bipolar scales to differentiate characteristics. The right competency model for an organization depends on analyzing data on employee competencies and results.
This document summarizes a webinar presentation about competency management in organizations. The webinar covered:
1) Understanding competencies as underlying characteristics like knowledge, skills, and attributes that lead to effective job performance.
2) Why competencies are important for aligning human resources systems like staffing, rewards, and development with business goals and strategy.
3) Guidelines for developing an effective competency model, including aligning it with business needs, translating concepts into observable behaviors, and using it across the organization.
The video of the workshop can be viewed at http://goo.gl/OaULcB .
Workshop Details :
Panel Session: Building the skills for tomorrow
Moderator: Ikhwan Nazri (CEO of Amanz.my), Prof. Dr. Ahmad Rafi Mohamed Eshaq (Vice President of MMU), Imran Kunalan Abdullah (Director of MDeC), Samuel Wee (GM, REV Asia), Desmond Lee (Co-founder of Appxplore)
The MSA Launch (http://bit.ly/1yhQPZV) is a 5-day event aiming to provide an introduction to MaGIC Academy. It is presented as a condensed version of how MaGIC Academy is going to contribute to you and the startup community. You will be able to experience a series of workshops, skill and sharing knowledge opportunity, and mentoring with our selected network of mentors.
Website : www.mymagic.my
Facebook : https://www.facebook.com/magic.cyberjaya
Twitter : https://twitter.com/magiccyberjaya
Youtube : http://goo.gl/HvrRLa
SlideShare : http://slidesha.re/1BfSncP
Email : enquiries@mymagic.my
This webinar provides insight on indentifying and implementing competencies. Hosted by John Bradford and Philip Schuler, the webinar promises to be informative, yet impactful.
What You Will learn:
How to identify competencies needed for success for all employees.
How to implement competency models.
Competencies Concept in Human Resources ManagementLukas Ritzel
Competencies in Human Resources Mansgement. A concept of Award winning Purple Cow company Prasena.com by Isabelle Michelet Philippe Kopcsan & Lukas Ritzel
The document discusses competency-based human resource management. It provides a framework for building a competency-based HR system that uses competency models as the basis for recruitment, selection, training, performance management, and other HR functions. The document defines competencies, describes how they differ from job descriptions, and provides examples of competency definitions. It also outlines benefits of using competency models for both managers and employees and key characteristics for successful implementation.
Astd Competency Model for training&learning professionalspsychwjq
The document outlines a competency model for chapter leaders of an association. It identifies four main groups of competencies for chapter leaders: 1) personal leadership, 2) association management, 3) teamwork and commitment, and 4) workplace learning and performance awareness. Each competency group contains key competencies that are further defined by related effective behaviors and competency definitions. The model is intended to help chapter leaders understand and develop the competencies needed for their role.
This document provides a competency model that outlines key leadership outcomes and organizational performance across increasing levels of complexity. It identifies areas such as strategic alignment, commitment and competence, and creating organizational value. The model shows how officers are expected to demonstrate traits like defining markets internationally and leveraging expertise through technology. As roles increase in scope, context and thinking, leaders are expected to adapt strategies, create systems to support change, and manage business results through balanced scorecards.
Competency Management involves identification, extraction of the knowledge, skills, attitudes and behaviours of top performers and replicating them in others through suitable Learning & Development. Competencies can be defined as knowledge, skills, mind-sets and, thought patterns resulting in successful performance.
This document discusses competency mapping and different models and techniques used for competency mapping. It defines competency as the skills, knowledge, behaviors, and attributes required for excellent job performance. There are three main categories of competencies - behavioral, functional, and managerial. Competency mapping involves identifying the competencies required for specific jobs or roles using techniques like critical incident analysis, repertory grid analysis, questionnaires, psychometric tests, and assessment centers. Competency models help organizations define required competencies, assess individuals, and improve human resource processes like selection, training, and performance management.
This webinar discusses obtaining buy-in for competency models. It emphasizes communicating and gaining support before, during, and after developing competency models. Speakers recommend assessing stakeholder needs, making a compelling business case, leveraging champions, and integrating models into talent management applications. The webinar provides tips on maintaining communication, addressing resistance, and sustaining models over time as business needs change.
Fuji film leadership competency workshop summarytuanhunghr
The document summarizes a three-day leadership competency workshop held by International Minh Viet Co., Ltd. in May 2003 in Vietnam. The purpose was to engage senior leaders in creating a leadership competency model aligned with the organization's vision, strategy, and culture. Leaders identified key competencies and a subset of "core" competencies critical for all leadership roles. Definitions were prepared for each competency. The document outlines the competencies and definitions identified by leaders.
The document discusses competency frameworks and their development and use in human resource management. It defines competency as a combination of skills, attitude, and knowledge reflected in observable job behavior. An effective competency framework serves as the basis for people functions like recruitment, development, and performance management. It should be aligned with business strategy. Developing a competency model involves gathering job data, analyzing it to identify core, leadership, and specific competencies, validating the model, and linking it to HR applications. Challenges include ensuring specific, measurable competencies and gaining commitment to their use.
The document discusses competency models and their uses in human resource management. It provides definitions of competencies and examples of how competency models can be applied to different HR functions like development, career planning, performance evaluation, and recruiting. It also outlines California's process for creating a competency model for managers and supervisors that will integrate competencies into the state's HR systems.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
The document outlines an upcoming competency management system course taking place from September 7-11, 2014 in Jeddah, Saudi Arabia. The course will be led by Sherif Salah and cover various topics related to competency management including identifying competencies, competency-based recruitment and selection, training and development, and performance management. The schedule includes registration, two morning sessions separated by a coffee break, lunch, and potentially additional afternoon sessions.
The document discusses competency modeling and its benefits for human resource management. It defines competency as an underlying characteristic that enables superior job performance. A competency model identifies the key behaviors demonstrated by outstanding performers. It distinguishes competencies from traditional job analysis by focusing on behaviors rather than tasks. Competency modeling aligns HR systems like recruitment, performance management, training, and compensation with organizational goals. The methodology involves collecting data from top performers, analyzing it to identify competencies and behaviors, and building a model that defines competencies and their behavioral indicators.
The document discusses implementing competency models in organizations. It notes that while organizations often invest significant resources into developing competency models, they frequently see limited results from the implementation. This is because organizations often fail to consider how to drive behavioral and cultural change needed to achieve desired business outcomes. Simply developing competency definitions is not sufficient - organizations must prioritize competencies, differentiate performance levels, and link the model to business strategy and goals to realize the full benefits of implementation.
Competencies are characteristics of employees that lead to effective job performance. They include skills, abilities, knowledge, and behaviors. Competencies help employees deliver better to customers by addressing their needs and skills gaps. They also help organizations achieve high performance by setting expectations for career progression and increased productivity. Developing competency models involves determining the qualities needed for superior performance in functions, leadership, jobs, roles, and organizational culture. It requires collecting data through methods like behavioral interviews, expert panels, surveys, and job analysis.
This document discusses competency mapping and job analysis. It begins by defining competency mapping as a process to identify key competencies for an organization or job and incorporate those competencies into various HR processes like training and recruitment. It describes different methods for competency mapping, including using assessment centers, critical incidents technique, and analyzing job performance through exercises like case studies, in-trays, and role plays. The goal of competency mapping is to improve employee performance and productivity.
This document provides information about a management development training on using behavioural competencies. It outlines the trainer's experience and qualifications. The training will cover management styles, behavioural competencies, and developing specific competencies. Trainees are asked to identify which management styles and personality traits apply to them and their teams. They will also choose a competency to further develop and identify activities and support needed. The goal is to help trainees apply what they learn to their jobs and continue practicing and developing their skills.
The document discusses competency-based management and its components. It defines competency as any knowledge, skill, personality characteristic or behavior that distinguishes superior performers. Competency-based management identifies an organization's distinctive competencies through analysis of top performers. It then designs training to teach these competencies. The document provides examples of competency training programs and discusses how competency-based management can benefit employees and organizations.
The document provides a career change roadmap for an individual, outlining steps taken from December 2008 to January 2009 to define a new career path. Key steps included assessing skills and interests, researching occupations, deciding on a specific target occupation, and beginning to develop a marketing plan for the job search. The individual's personality type analysis suggested careers where they can observe people, determine needs, and create structured plans to help others. Potential positions identified include librarian/archivist, grant coordinator, and researcher.
The document discusses competency management and developing competency models for the AT&L workforce. It provides definitions of competencies and outlines a process for developing competency models that involves subject matter experts, key situations analysis, and validation surveys. The goals are to develop standardized competency models across functions, assess skills gaps, and leverage the results for strategic workforce planning, certification, and performance support. Competency management is presented as an investment that can close skills gaps through targeted training, education, and experiential opportunities.
The document discusses competency-based human resource management. It provides a framework for building a competency-based HR system that uses competency models as the basis for recruitment, selection, training, performance management, and other HR functions. The document defines competencies, describes how they differ from job descriptions, and provides examples of competency definitions. It also outlines benefits of using competency models for both managers and employees and key characteristics for successful implementation.
Astd Competency Model for training&learning professionalspsychwjq
The document outlines a competency model for chapter leaders of an association. It identifies four main groups of competencies for chapter leaders: 1) personal leadership, 2) association management, 3) teamwork and commitment, and 4) workplace learning and performance awareness. Each competency group contains key competencies that are further defined by related effective behaviors and competency definitions. The model is intended to help chapter leaders understand and develop the competencies needed for their role.
This document provides a competency model that outlines key leadership outcomes and organizational performance across increasing levels of complexity. It identifies areas such as strategic alignment, commitment and competence, and creating organizational value. The model shows how officers are expected to demonstrate traits like defining markets internationally and leveraging expertise through technology. As roles increase in scope, context and thinking, leaders are expected to adapt strategies, create systems to support change, and manage business results through balanced scorecards.
Competency Management involves identification, extraction of the knowledge, skills, attitudes and behaviours of top performers and replicating them in others through suitable Learning & Development. Competencies can be defined as knowledge, skills, mind-sets and, thought patterns resulting in successful performance.
This document discusses competency mapping and different models and techniques used for competency mapping. It defines competency as the skills, knowledge, behaviors, and attributes required for excellent job performance. There are three main categories of competencies - behavioral, functional, and managerial. Competency mapping involves identifying the competencies required for specific jobs or roles using techniques like critical incident analysis, repertory grid analysis, questionnaires, psychometric tests, and assessment centers. Competency models help organizations define required competencies, assess individuals, and improve human resource processes like selection, training, and performance management.
This webinar discusses obtaining buy-in for competency models. It emphasizes communicating and gaining support before, during, and after developing competency models. Speakers recommend assessing stakeholder needs, making a compelling business case, leveraging champions, and integrating models into talent management applications. The webinar provides tips on maintaining communication, addressing resistance, and sustaining models over time as business needs change.
Fuji film leadership competency workshop summarytuanhunghr
The document summarizes a three-day leadership competency workshop held by International Minh Viet Co., Ltd. in May 2003 in Vietnam. The purpose was to engage senior leaders in creating a leadership competency model aligned with the organization's vision, strategy, and culture. Leaders identified key competencies and a subset of "core" competencies critical for all leadership roles. Definitions were prepared for each competency. The document outlines the competencies and definitions identified by leaders.
The document discusses competency frameworks and their development and use in human resource management. It defines competency as a combination of skills, attitude, and knowledge reflected in observable job behavior. An effective competency framework serves as the basis for people functions like recruitment, development, and performance management. It should be aligned with business strategy. Developing a competency model involves gathering job data, analyzing it to identify core, leadership, and specific competencies, validating the model, and linking it to HR applications. Challenges include ensuring specific, measurable competencies and gaining commitment to their use.
The document discusses competency models and their uses in human resource management. It provides definitions of competencies and examples of how competency models can be applied to different HR functions like development, career planning, performance evaluation, and recruiting. It also outlines California's process for creating a competency model for managers and supervisors that will integrate competencies into the state's HR systems.
The document discusses competency-based management and provides competency dictionaries for behavioral and technical competencies relevant to IT jobs. It includes definitions and proficiency levels for 25 behavioral competencies. The behavioral competency dictionary aims to describe the knowledge, skills, abilities and behaviors needed for successful job performance in IT roles. Managers can use the competency definitions and proficiency levels for tasks like developing job profiles, screening candidates and planning employee development.
The document outlines an upcoming competency management system course taking place from September 7-11, 2014 in Jeddah, Saudi Arabia. The course will be led by Sherif Salah and cover various topics related to competency management including identifying competencies, competency-based recruitment and selection, training and development, and performance management. The schedule includes registration, two morning sessions separated by a coffee break, lunch, and potentially additional afternoon sessions.
The document discusses competency modeling and its benefits for human resource management. It defines competency as an underlying characteristic that enables superior job performance. A competency model identifies the key behaviors demonstrated by outstanding performers. It distinguishes competencies from traditional job analysis by focusing on behaviors rather than tasks. Competency modeling aligns HR systems like recruitment, performance management, training, and compensation with organizational goals. The methodology involves collecting data from top performers, analyzing it to identify competencies and behaviors, and building a model that defines competencies and their behavioral indicators.
The document discusses implementing competency models in organizations. It notes that while organizations often invest significant resources into developing competency models, they frequently see limited results from the implementation. This is because organizations often fail to consider how to drive behavioral and cultural change needed to achieve desired business outcomes. Simply developing competency definitions is not sufficient - organizations must prioritize competencies, differentiate performance levels, and link the model to business strategy and goals to realize the full benefits of implementation.
Competencies are characteristics of employees that lead to effective job performance. They include skills, abilities, knowledge, and behaviors. Competencies help employees deliver better to customers by addressing their needs and skills gaps. They also help organizations achieve high performance by setting expectations for career progression and increased productivity. Developing competency models involves determining the qualities needed for superior performance in functions, leadership, jobs, roles, and organizational culture. It requires collecting data through methods like behavioral interviews, expert panels, surveys, and job analysis.
This document discusses competency mapping and job analysis. It begins by defining competency mapping as a process to identify key competencies for an organization or job and incorporate those competencies into various HR processes like training and recruitment. It describes different methods for competency mapping, including using assessment centers, critical incidents technique, and analyzing job performance through exercises like case studies, in-trays, and role plays. The goal of competency mapping is to improve employee performance and productivity.
This document provides information about a management development training on using behavioural competencies. It outlines the trainer's experience and qualifications. The training will cover management styles, behavioural competencies, and developing specific competencies. Trainees are asked to identify which management styles and personality traits apply to them and their teams. They will also choose a competency to further develop and identify activities and support needed. The goal is to help trainees apply what they learn to their jobs and continue practicing and developing their skills.
The document discusses competency-based management and its components. It defines competency as any knowledge, skill, personality characteristic or behavior that distinguishes superior performers. Competency-based management identifies an organization's distinctive competencies through analysis of top performers. It then designs training to teach these competencies. The document provides examples of competency training programs and discusses how competency-based management can benefit employees and organizations.
The document provides a career change roadmap for an individual, outlining steps taken from December 2008 to January 2009 to define a new career path. Key steps included assessing skills and interests, researching occupations, deciding on a specific target occupation, and beginning to develop a marketing plan for the job search. The individual's personality type analysis suggested careers where they can observe people, determine needs, and create structured plans to help others. Potential positions identified include librarian/archivist, grant coordinator, and researcher.
The document discusses competency management and developing competency models for the AT&L workforce. It provides definitions of competencies and outlines a process for developing competency models that involves subject matter experts, key situations analysis, and validation surveys. The goals are to develop standardized competency models across functions, assess skills gaps, and leverage the results for strategic workforce planning, certification, and performance support. Competency management is presented as an investment that can close skills gaps through targeted training, education, and experiential opportunities.
Executive interviews for workforce development professionalsColleen LaRose
Workforce development has not yet fully embraced the power of executive interviews. By organizing interviews with local CEO's, workforce investment boards could coordinate information that local colleges, economic develop;ment and their own business representatives are collecting by using a shared database and all asking the same questions so that logical comparisons can be made and follow-up with the employer can be planned in a logical way.
Industry competency models promote an understanding of the skill sets and competencies that are essential to educate and train a globally competitive workforce.
The Competency Model Clearinghouse is sponsored by the U.S. Department of Labor and provides validated industry competency models and tools to build a custom model and career ladder/lattice for your industry. Information about it can be found at: http://www.careeronestop.org/competencymodel/
Sadly, this is not well marketed, and few workforce professionals seem to know that it even exists!
This session on the Competency Model Clearinghouse will provide an overview of the Clearinghouse and the use of its 22 industry models for Career Pathways and Sector Strategies initiatives. It will show how to use the models to define regional skill requirements, provide career guidance and exploration, support area businesses’ human resource functions, frame certification requirements, and to develop industry-driven curricula.
You do not want to miss this important webinar!
About the presenter:
Alyce Louise Bertsche is the Principal Investigator and Project Manager for the USDOL/ETA Competency Model Initiative. Alyce Louise has over 25 years of experience in the fields of education and employment and training, and is currently a consultant with JBS International in North Bethesda, MD. She has been instrumental in many initiatives to define essential skills for the workplace, including SCANS, Equipped for the Future, the National Retail Federation’s Skill Standards; and the National Skill Standards Board.
This document provides Georgia's behavioral competency framework which consists of core competencies required of all state employees, leadership competencies required of managers, and additional behavioral competencies. It defines competencies as observable skills and behaviors that contribute to job success. The framework is intended to guide performance management, workforce planning, and other HR functions. The document provides definitions and behavioral indicators for each competency to illustrate expected behaviors at different performance levels.
This document discusses the IBM Leadership Development Framework. It provides background on IBM's large, diverse workforce and then summarizes IBM's approach to leadership development in 3 key areas:
1) Establishing leadership competencies that all IBM employees are assessed on and developed through programs. This includes embedding competencies in all leadership training.
2) Providing integrated leadership development programs at all levels of the company to identify, assess, and develop high-potential leaders. This includes defining leadership roles and pipelines.
3) Developing leaders through progressive training programs like LEADing@IBM and the Corporate Service Corps, which immerses leaders in emerging markets through problem-solving and global experiences.
High-Impact HR: Building a Business-Driven HR OrganizationJosh Bersin
This presentation summarizes some of Bersin by Deloitte's latest High-Impact HR research, focused on helping organizations restructure and redesign their HR organization (and the team) in a new way. Our research shows that a new model is needed - one led by specialization, business-oriented HR leaders embedded in the business, and what we call "networks of expertise" to replace the "centers of expertise" typically considered. All this, combined with self-service technology and easy to use service delivery focuses on empowering HR to be "management focused," leverage data, and support the business in new ways.
New skills and capabilities of HR are briefly included.
This document provides information on competency-based human resource management and competency-based interviews for selection. It discusses developing a competency model that forms the basis for HR functions like recruitment, training, performance management, and career development. Competency is defined as a combination of skills, knowledge, and behaviors that lead to successful job performance. The document outlines the process for identifying competencies and provides examples of competency definitions. It then discusses the benefits of using a competency model for both managers and employees. Finally, it contrasts conventional interviews with competency-based interviews, outlining the structured STAR approach used in competency-based interviews.
The document provides an overview of competency-based human resource (HR) management. It discusses developing a competency model and framework, competency-based interviewing, career planning, training and development, and performance management. The benefits of using competency models for both managers and employees are highlighted. Assessment centers and various assessment exercises are also described as ways to assess competencies.
The document discusses maximizing talent through Oracle's unified HCM solution. It outlines examining current trends in a changing workforce, taking an active approach to talent management, and using Oracle tools like unified profiles, performance management, learning management, and analytics to help align talent with organizational objectives. The presentation provides an action plan to define a talent strategy, focus on existing talent, and plan for the future by projecting needs, developing programs, and completing succession planning.
The webinar agenda covers the following topics:
1. How to approach performance management in 5 minutes.
2. An overview of the BullseyePerformance value proposition in 5 minutes.
3. The ROI of social performance management in 5 minutes.
4. A 15 minute live system demonstration covering performance management made simple, social feedback for employee engagement, and intuitive business intelligence KPI dashboards.
5. An open question and discussion period.
The document discusses TalentGuard, a provider of talent management software and services. It aims to build the Social Talent Management Enterprise by empowering organizations to connect with and develop people through innovative software, learning content, and a coaching community. The software suite integrates key talent management functions like performance management, 360 feedback, and career development planning. TalentGuard also provides related content and a global coaching community.
Talent Management for Talent Managers: HR Competencies for 2013 and BeyondHuman Capital Media
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.
12 seconds to project management greatnessTim Everett
In my view there are twelve imperatives that are necessary for Project Management greatness:
1. Cultivate executive management support
2. Continuously enhance your team
3. Propel elite performance standards
4. Inspire a sense of urgency
5. Drive strategic change
6. Promote functional ownership
7. Communicate precise expectations while demanding accountability
8. Foster a culture of success
9. Play well ahead of the team
10. Expedite the Critical Path
11. Articulate value
12. Maintain emotional control
1) BAT implemented an integrated talent management system called Global LearningZone to link talent development and competencies across its global workforce of 60,000 employees.
2) The system includes role profiles, development planning, competency assessments, and a single learning platform to provide easily accessible learning to all employees.
3) Initial results showed widespread use of the system by BAT's 12,000 managers to develop competency-based development plans and identify learning interventions.
TalentGuard provides a social talent management software platform and services to help organizations develop their employees. The platform includes modules for performance management, 360 feedback, development planning, career pathing, and analytics. TalentGuard also offers content like career resources and coaching from professional career managers. Case studies demonstrate how TalentGuard has helped clients strengthen succession planning, identify high potentials, and increase the percentage of key roles filled internally.
TalentGuard provides a social talent management platform and services to help organizations connect with, develop, and manage their talent more effectively. The platform includes modules for performance management, 360 feedback, development planning, career pathing, and analytics. TalentGuard also offers content like career resources, eLearning, and coaching services to support talent development. Customers achieve significantly better outcomes in areas like revenue, retention, hiring, and workforce planning. The platform and TalentGuard's expertise are designed to give organizations a competitive advantage through talent management.
The document discusses career and succession planning. It defines competency as behaviors that describe excellent job performance. Competency mapping is identifying key competencies for jobs and incorporating them into processes like training and career planning. Career planning involves choosing a career path based on one's abilities and preferences. Effective career planning benefits both individuals and organizations by improving employee performance, satisfaction and retention.
Using technology can drive effective talent management by providing (1) enhanced measurability and accountability, (2) scalability of processes, and (3) process integrity and transparency. An effective e-talent management system should enable goal setting and tracking, provide a talent repository, support best practices like goal cascading, and facilitate career development through competency assessment and learning plans. Essar Group implemented SuccessFactors and customized its performance management system (PMS) to provide a more intuitive, user-friendly experience with greater objectivity and functionality to track career progression. Key to its success was mapping existing to desired processes, cross-functional teamwork, training, and strong communication channels.
This document discusses the strategic role of human resource management. It begins by noting that in today's knowledge economy, employees are as powerful as consumers were in the past. It then outlines several questions around how an organization can develop a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan HR deployment for the future, build incentives, and safeguard company interests. The next section discusses HR principles around value creation, emphasis on performance and competence, equal opportunity, and a long-term perspective. Finally, it explains the importance of human resource strategy in defining opportunities/barriers, prompting new thinking, developing commitment to action, establishing long-term priorities, and providing strategic focus for managing business and talent.
In today\'s ultra-competitive workforce, your business can\'t afford NOT to have a business mentoring program. After all, the skills of your company’s executives and employees are your most valuable assets. Corporate mentoring programs provide a means of cultivating those skills throughout your organization. This translates into talent retention (instead of turnover), happier employees and management, and a healthier bottom line. Check out our sales presentation to learn more about what a corporate mentoring program can mean to your company.
Leadership map by Mr Sudhakar Rao at HRRT organised by ISPE & UPES DehradunUPES Dehradun
This document discusses leadership challenges for high performing companies and how SAP solutions can help address them. It outlines key challenges such as globalization, economic downturn, innovation demands, and talent retention. SAP presents itself as the #1 leader in HR software with over 20,000 customers and 500+ in India. The document advocates using SAP's integrated suite to automate transactions, improve reporting and analytics, and enable best practices in areas like skills inventory, talent management, and end-to-end performance management. Case studies show how SAP can help with workforce planning, training, and succession strategies.
Banco BHD, a bank in the Dominican Republic, implemented SuccessFactors 360 Reviews to replace its manual employee evaluation process. The new system provided a comprehensive view of the workforce through 360 degree feedback. It helped Banco BHD better identify, reward, and retain top performers. Employee evaluations could now be completed in a timely manner, eliminating backlogs. Staff training ensured smooth use of the new system, which improved employee morale and allowed the company to make more informed talent decisions.
Kenexa provides predictive assessments to help companies improve performance. Their assessments analyze a candidate's talents, skills, cultural fit, and competencies to predict how well they will perform in a role. Kenexa uses a proprietary approach combining these factors through a calibrated assessment solution tailored to each client. Their technology delivers assessments and simulations that provide an engaging experience for candidates. Kenexa's predictive assessments help improve hiring efficiency and quality while reducing risks for companies.
This document discusses learning, training and development (LTD) programs in corporations. It provides an agenda that covers key indicators of LTD, LTD responsibilities and objectives, common LTD activities, evaluating different LTD programs, and information about the authors. The document analyzes two key indicators used to measure LTD programs: resource indicators related to commitment, involvement, influences and investment; and performance indicators related to complexity, efficiency and quality. It also lists and compares the most common types of LTD programs offered by small, mid-sized and large corporations. Finally, it provides frameworks for evaluating different LTD programs based on factors like frequency and level of evaluation.
The document outlines a framework for developing an effective learning and development strategy. It emphasizes stakeholder involvement, aligning L&D with business goals and values, monitoring impact and ROI, and engaging and motivating employees. The framework also stresses the importance of effective resource usage, knowledge sharing, and ensuring managers are supportive of L&D and career development.
Similar to Start the New Year Right — Focus Learning Through Competencies in 2013 (20)
In today’s dynamic business world, it is imperative to be able to react proactively to changes in the macro and micro environments with a strategy for all of your business’s investments, including their most important and largest asset, their employees. In their workforce planning efforts, C-suite leaders have to plan for critical roles and competencies that address the demand for candidates and ensure it aligns with the company’s business strategy.
Join us for the webinar, Strategic Workforce Planning: Where HR and Finance Meet, to learn how Oracle’s Strategic Workforce Planning Cloud Service (SWPCS) can help today’s HR leaders align future human capital needs with future strategic decisions of the C-suite. SWPCS provides the ability to visualize scenarios with an infinite amount of options to help determine the best approach to both tactical and strategic decisions. Learn how your organization can benefit from resource efficiency, global strategy alignment and cross-departmental collaboration through SWPCS.
What Attendees Will Learn:
The steps and best practices on how to execute Strategic Workforce Planning in your organization.
How human resources can collaborate with finance departments to align future human capital needs with future strategic decisions of the business.
How to use the tool to identify current skill gaps and forecast future workforce needs.
Examples of what-if scenarios with data and input from the HR and Finance management systems that can help prepare for the unexpected and establish action plans.
This event is co-hosted by Baker Tilly and Oracle. By clicking the ‘Register’ button, Baker Tilly and Oracle will have access to your personal information, and all may communicate with you regarding this event and their other products and services. Each party will be responsible for managing their own use of your personal information. We recommend you review the privacy policies of Baker Tilly and Oracle to address any questions you have regarding their handling of your personal information.
ADDRESSING THE SKILLS GAP BY IDENTIFYING, DEVELOPING, AND REWARDING LIFELONG ...Human Capital Media
Organizations are struggling to find skilled workers to fill jobs. Workers are struggling to stay up to speed on the skills they need to succeed in today’s labour market. Students are graduating with skills that are already obsolete. Despite this, there is massive voluntary turnover happening across industries as employees seek jobs that offer them education and growth opportunities. Businesses and educators today need to invest in workforce learning and development in order to stay relevant and prepared for a rapidly changing economy. Employers need to work with education institutions to recruit, develop, and retain lifelong learners who have the capacity and desire to upskill and reskill over the course of their careers.
In this webinar:
Explore the skills gap facing organizations today
Analyze the role of workforce and educators in solving the skills gap
Learn how to identify lifelong learners who will be able to upskill and reskill over time
Discover strategies for effectively rewarding and encouraging lifelong learning at your organization
This document summarizes key trends in employee experience from a 2020 global study. The top 3 trends are: 1) Feedback matters - having feedback programs boosts engagement; 2) Change is constant - listening during times of change is important; 3) Managers and learning & development matter - investing in managers and L&D improves engagement and retention. Examples are given showing the impact of acting on feedback, empowering employees during change, and providing learning opportunities. Overall it stresses the importance of listening to employees, acting on insights, and supporting managers and professional growth to drive engagement.
2020 is the year that accelerates HR’s focus on supporting the changing nature of work. We see the convergence of trends in people analytics, employee experience and the race to embrace digital strategies in every industry. Nobody disputes that the future of work is being shaped by what many call the Fourth Industrial Revolution.
Join Paul Rubenstein, Chief People Officer, Visier and Ravin Jesuthasan, Author and Managing Director, Willis Tower Watson as they explore the role that HR leaders will play in supporting business and talent outcomes.
We will dive into the new expectations of HR’s capabilities around technology and people science and examine practical insights drawn from Willis Towers Watson’s new white paper HR4.0: Shaping People Strategies in the Fourth Industrial Revolution. This will include a discussion of case studies and experiments from organizations who are breaking new ground in the use of analytics, assessment science, talent management techniques and other practices as their HR functions shift from being stewards of employment to being stewards of work.
IS IT TIME TO RESHAPE YOUR LEADERSHIP DEVELOPMENT STRATEGY?Human Capital Media
Leadership development today is not delivering on board level expectations and research shows there are issues in developing leaders just-in-time and in a consistent and cost-effective way. There’s a growing need for organizations to completely rethink how they develop their leaders. This session will demonstrate how leadership development can deliver on its promise and how you can tune your LD-strategy and offer tomorrow’s needs.
The learning objectives for this interactive session are:
Understand the current state of leadership development in organizations
Explore the reasons why LD often fails today
Provide a leadership development framework to enable performance for all leader
Review key metrics and enablers for leadership development
MEASURING THE BUSINESS IMPACT OF LEARNING: WHAT WE’VE LEARNEDHuman Capital Media
The ‘Measuring the Business Impact of Learning’ benchmarking survey, conducted by LEO Learning and Watershed (on behalf of Learning Technologies Group) is entering its fourth year. With the survey launching on November 1st and closing on December 13th, LEO Learning and Watershed are holding a webinar to reflect on the results so far, plus discuss how organizations they’re working with have overcome the barriers in measurement planning and implementation. The insights are drawn from their group experience working with a range of clients in this field and should be valuable for anyone who wants to get going in learning analytics and sustainable business impact assessment.
Join your hosts as they cover the state of the world of measurement, and you’ll receive:
An understanding of how well-known organizations have overcome the barriers in measurement planning and implementation.
Real-world examples of how to get management buy-in, designing for data, building data ecosystems, implementing a learning analytics strategy and more.
The opportunity to take this years ‘Measuring the Business Impact of Learning’ survey, and see the results coming in live!
EMPOWER A CAREER JOURNEY: FOSTER YOUR WORKFORCE’S GROWTH AND DEVELOPMENTHuman Capital Media
Learning and development is critical to an organization, if you don't help the workforce learn and grow in their jobs and their roles, they're not going to be engaged in their positions. Join Ryan Rippy, Talent Management System Administrator at Trustmark Bank as he discusses the challenges of taking a manual process and automating it to achieve business goals and track performance across roles - using succession planning to create a talent pipeline for key positions and developing all associates along their journey.
By the conclusion of the webinar, you’ll leave with:
Ways to help your workforce be engaged in their jobs and be engaged as employees
The benefits a succession plan has to your organization and your employees
Effective LMS strategies to integrate talent modules
View successful metrics and how it begins with onboarding through performance management and into development
STRATEGY + TECHNOLOGY A WINNING COMBINATION FOR EFFECTIVE LEARNING MEASUREMENTHuman Capital Media
How do you know if your learning program is really working?
Proper course tracking and sharing of learning data can help organizations develop best practices for how organizations measure the impact of learning. When historically, tools and systems haven’t made it easy to access and correlate data in order to measure, finding the right combination of strategy and technology can help optimize learning results to increase performance and impact business outcomes across the entire organization.
In this webinar you will learn about:
Best practices for measuring and optimizing learning programs.
Learning tools that improve workflow efficiency.
Expanding L&D value across the enterprise to drive results.
In this age of digital transformation, the speed of business propels at breakneck pace. Thirty years ago, companies moved much slower, akin to a Class-II whitewater rapid. The executives at the helm of the lead boat negotiated the rapids dragging everyone else behind in another boat. Support functions and many individuals definitely didn’t have a place in the lead boat, but it didn’t matter much, as the convoy still succeeded moving at a manageable pace.
But today, companies demand agility, responsiveness, and foresight as they traverse dangerous Class-VI rapids. Insufficient or ineffective communication fostered or hindered by Relevancy of individuals and Teams across all disciplines leaves your organization perched precariously on the edge of a major crisis, potentially provoking financial catastrophe, deteriorating customer loyalty, and brand presence.
Damage comes in more insidious forms as well, including the repercussions of ineffective production and communication, or the cancer of a toxic organizational culture. Despite these treacherous waters, we are still often not asked to be part of the lead boat. Pat Bodin, the best-selling author of Get in the Boat: A Journey to Relevance, will discuss organizational relevance and actionable items to give you the opportunity to earn a seat in the lead boat.
Impacts of Organizational Relevance include:
For the Individual:
Elevates their awareness of the needs of all groups within the organization
Broadens their visibility to the core operations in support of its’ needs
Creates improved job satisfaction and belonging
For the Organization:
Strengthens the working relationships across all disciplines and improves retention
Fosters Talent Development
Drives performance through common focus between individuals and groups
THE AGILITY SHIFT: T-MOBILE DEVELOPS LEADERS FOR A VUCA WORLDHuman Capital Media
A volatile, uncertain, complex, ambiguous (VUCA) workplace requires a distinct set of leadership competencies: non-hierarchical influence, the ability to rapidly align across functions, creativity for drawing insights across domains, and most of all, “empathy,” the linchpin leadership skill in the modern workplace. Empathy allows us to imagine the world from different perspectives, unite across functions, generations, regions. Join Melissa Lanier of T-Mobile to learn about “The Agility Shift,” an award-winning leader development offering designed to equip people managers to thrive in an uncertain, complex, and ambiguous environment. The program, which will utilize cutting-edge virtual simulation technology, is designed to help leaders respond quickly and increase resilience by immersively preparing them for stressful encounters. Impact is measured on an individual, function and business level. Collectively, managers report learning how to “avoid tunnel vision,” "think on their feet," “respond rather than react” and embrace a positive mindset.
FUTUREPROOF YOUR ORGANIZATION: SUCCESSION PLANNING IN THE SKILLS ECONOMYHuman Capital Media
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise boosts blood flow, releases endorphins, and promotes changes in the brain which help enhance one's emotional well-being and mental clarity.
Many companies seem to have fallen victim to the ominous skills gap – but only because they’ve found it’s easier to place blame somewhere than to look at what they can do to fix it. If you’re struggling to find qualified candidates, you might need to take a deeper look at your organization and ask some pointed questions. Are there areas of the recruiting process that are lending to skill gaps? Have you done a formal assessment to uncover skill gaps? Are you using modern learning methods to bridge gaps by upskilling your current workforce?
Join Katie Miller from BizLibrary as we re-evaluate potential root causes of your organization’s skill gaps and discuss what can be done to fill them efficiently.
In this webinar, you’ll learn:
The factors that could be contributing to your skill gaps, and how to find and address the root causes
How to re-evaluate what a “qualified candidate” is in order to create more relevant and realistic talent expectations
How to start uncovering your organization’s skill gaps with a formal assessment
How to use modern training methods to bridge skill gaps by upskilling your workforce
Behind every successful organization is a great team of leaders. But despite billions of dollars spent each year on leadership development programs most companies are still failing their next generation of emerging leaders. In fact, according to Gallup, 50% of attrition is due to poor managers––which makes that the biggest driver of employee disengagement.
So why are leadership development programs failing? And how can we fix it?
Join us for a live webinar where we discuss reasons these programs fail and how to keep your leadership development on track. We’ll explore:
How to identify who should be a leader in the first place
The big, pervasive problem with leadership development
What to do with great employees who might not be cut out for management
The best traits to bring out of your emerging leaders
And more!
Design Thinking is getting a lot of attention today, for many reasons. Innovation is the key to reinvention, which is the goal of organization’s who are looking to future-proof and define themselves as leaders in the Experience Economy. Join Kristin Shackleford for a practical discussion to review the core principles of Design Thinking, and walk away with insight around:
Why it’s important
Who should participate
How to create a culture of Design Thinking
Practical ways to get started driving creativity and innovation that will make a difference to your customers and within your organization
REACHING THE BLUE COLLAR WORKFORCE: HOW POLARIS DEVELOPS TALENT IN 2019Human Capital Media
Traditional L&D isn’t obsolete, but it has become outdated. That’s why we collected data from nearly 800 workers, managers, and leaders from around the globe to gain some insights into where L&D and talent leaders can be more effective. The survey says…..L&D is falling short for the modern workforce. In fact, our respondents gave their employers an overall Net Promoter Score of -25 on their learning and development strategies. But many business leaders know this already. What they don’t know is how to fix it. The good news is that employees still love learning and they’re looking for organizational guidance. By honing in on the data and insights that impact how people — and companies — learn, you can make smarter investments in your most valuable assets: the skills of your people. Lucky for you, this event also includes a quick case study from Booking.com on how they are making this data come to life in their organization.
Register for this webinar to learn:
The difference between learning and acquiring new skills
How to apply hard metrics to your L&D strategy
How to align your employees’ learning goals with those of your larger company
How Polaris is putting the insights from the research to work at their organization
HIRING & FIRING AROUND THE WORLD: AVOID LEGAL TRIPWIRES IN THE TOP COUNTRIES ...Human Capital Media
The war for talent is heating up and businesses are smart to consider qualified, passionate candidates from around the world.
That said, hiring and firing in countries other than the U.S. comes with interesting (and often surprising) challenges.
In the U.S., companies can hire quickly as business entities are already established. They can fire quickly as well, so long as the reason isn’t illegal.
What many executive teams overlook is that this efficiency isn’t the same when expanding and adding team members globally. Internationally, hiring without setting up a subsidiary is impossible. And the concept of at-will employment, where companies can let go of employees at any time, does not exist.
What does this mean for your international expansion plans and your business? What would normally be an uneventful employment action or termination in the U.S. could blindside your company in an international context.
Navigating the intricacies of country-specific labor laws can feel like a minefield of potential legal exposure, expensive litigation, and costly payouts. It’s critical to be prepared before you make the first international hire.
In this webinar, you’ll learn:
3 things every HR lead needs to know when it’s time to hire globally
Surprising facts about employment law and benefits packages in EMEA, APAC and more
What U.S.-based HR teams need to know about the termination process in key expansion countries (and real stories from international HR specialists on the ground)
INNOVATION GENERATION: THE BIG HR TECH DISCONNECT WEBINARHuman Capital Media
Register for the webinar to hear:
From VP Proposition and Client solutions, Matthew Jackson about how organizations are driving the change needed for a competitive advantage.
Stephen Migliaccio, Director Global Provider Automation, share his thoughts on how HR technology and provider automation create a globally consistent employee experience.
James Knight, SVP Data and Analytics on how data and analytics is powering the future of HR.
Dont wait what 300 ld leaders have learned about building data fluencyHuman Capital Media
Data science and AI are impacting many industries globally, from healthcare and government to agriculture and finance. Everybody needs to be able to work with data the way everybody needed to start using email 20 years ago. As we wrote in Harvard Business Review, “Very few companies expect only professional writers to know how to write. So why ask only professional data scientists to understand and analyze data, at least at a basic level?”
But what value can data fluency actually add, what are best practices to build it into your organization, and what are the biggest challenges that businesses encounter in data-driven transformations?
To answer these questions and more, we conducted a survey of over 300 Learning and Development leaders from diverse industries including healthcare, technology, consumer goods, government, and finance. Join this webinar with Dr. Hugo Bowne-Anderson, a data scientist and educator at DataCamp, to find out what we discovered and what 300 L&D leaders have learned about building data fluency.
Learning Objectives:
What value can data fluency actually add?
What are the best practices to build data fluency in your organization?
What are the biggest challenges that businesses encounter in data-driven transformations?
As businesses become more technological (AI and robotics), there is a challenge and opportunity to, paradoxically, make them more human. The Business Roundtable talked about the importance of human stakeholders over just profit — but how close are we? Are those nice words? What would it take to make business and change more human? As a change, ethics and leadership expert with 40 years of experience, Paul Gibbons will talk us through conclusions from his new book “IMPACT.”
LEARNING OBJECTIVES:
1) Is the Fourth Industrial Revolution really "a thing?” What is it and what makes our time special?
2) What are the human implications of new technologies? Who will benefit? What is the potential harm?
3) What can workplaces and leaders do to equip themselves for these workplace transformations (future of work)?
The document promotes Ryan Berman and his company Courage Brands. It introduces Berman as the creator of Courage Brands and author of the book "Return on Courage". Berman helps brands build courage through storytelling and consulting. He has worked with major companies and founded Sock Problems, a sock brand that donates to causes. Courage Brands aims to help companies liberate themselves from fears through holistic internal and external change.
Start the New Year Right — Focus Learning Through Competencies in 2013
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
Copyright Kenexa®, ®, 2012
Copyright Kenexa 2011 22
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
Copyright Kenexa®, 2011
2012 3
4. ELEMENTS TO DEVELOP
TALENT
+ SKILLS
x CULTURAL
FIT = PERFORMANCE
Copyright Kenexa®, 2012 4
Copyright Kenexa®, 2011 4
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
Copyright Kenexa®, 2011
2012 5
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
Copyright Kenexa®, 2012 6
Copyright Kenexa®, 2011 6
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
Copyright Kenexa®, ®, 2012
Copyright Kenexa 2011 77
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.
Copyright Kenexa®, 2012 8
Copyright Kenexa®, 2011 8
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?
Copyright Kenexa®, 2011
2012 9
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
Copyright Kenexa®, ®, 2012
Copyright Kenexa 2011 1010
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.
Copyright Kenexa®, 2011
2012 11
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.
Copyright Kenexa®, 2011
2012 12
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
Copyright Kenexa®, 2012 13
Copyright Kenexa®, 2011 13
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
Copyright Kenexa®, ®, 2012
Copyright Kenexa 2011 1414
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
Copyright Kenexa®, 2012 15
Copyright Kenexa®, 2011 15
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.
Copyright Kenexa®, 2012 16
Copyright Kenexa®, 2011 16
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.
Copyright Kenexa®, 2012 17
Copyright Kenexa®, 2011 17
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.
Copyright Kenexa®, 2012 18
Copyright Kenexa®, 2011 18
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
Copyright Kenexa®, ®, 2012
Copyright Kenexa 2011 1919
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
Copyright Kenexa®, 2012 20
Copyright Kenexa®, 2011 20
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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Copyright Kenexa®, 2011 21
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.
Copyright Kenexa®, 2012 24
Copyright Kenexa®, 2011 24
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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2012 29
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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2012 Low Level of Readiness = Less than 6 30
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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