Unlock the Secrets to Success - The Inside Scoop on Career Management

PUBLIC INFORMATION
Photo by akolosov - Creative Commons Attribution-ShareAlike License https://www.flickr.com/photos/86251473@N08 Created with Haiku Deck
SUSAN SCHMITT
SENIOR VICE PRESIDENT, HUMAN RESOURCES
ROCKWELL AUTOMATION
UNLOCK SECRETS TO SUCCESS
THE INSIDE SCOOP ON CAREER MANAGEMENT

PUBLIC INFORMATION
TOO MUCH CONFUSION EXISTS
Unhappy with advancement & development | Competency models
360 Assessments | Exceptions to the rule
Great resume doesn’t guarantee success | Conflicting information

PUBLIC INFORMATION
POWERFUL | INTUITIVE
Based on 60 years of research
Dr. Elliott Jaques
(and his contemporaries)
Focused on helping people and organizations

PUBLIC INFORMATION
Photo by Malinkrop - Creative Commons Attribution-NonCommercial License https://www.flickr.com/photos/34770928@N07 Created with Haiku Deck

PUBLIC INFORMATION
Photo by CharlotWest - Creative Commons Attribution-ShareAlike License https://www.flickr.com/photos/42197599@N00 Created with Haiku Deck

PUBLIC INFORMATION
Photo by Vermin Inc - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/71038389@N00 Created with Haiku Deck

PUBLIC INFORMATION
Photo by onkel_wart (thomas lieser) - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/26405526@N00 and ChaoticMind75 - Creative Commons Attribution-NonCommercial License https://www.flickr.com/photos/53601471@N08 Created with Haiku Deck
T

PUBLIC INFORMATION
Photo by onkel_wart (thomas lieser) - Creative Commons Attribution-NonCommercial-ShareAlike License https://www.flickr.com/photos/26405526@N00 and ChaoticMind75 - Creative Commons Attribution-NonCommercial License https://www.flickr.com/photos/53601471@N08 Created with Haiku Deck
TTEMPERAMENT

PUBLIC INFORMATION
Photo by Camera Eye Photography - Creative Commons Attribution License https://www.flickr.com/photos/22605449@N06 Created with Haiku Deck

PUBLIC INFORMATION
Photo by Malinkrop - Creative Commons Attribution-NonCommercial License https://www.flickr.com/photos/34770928@N07 Created with Haiku Deck
Sources:
Dr. Elliott Jaques, Requisite Organization Associates Inc.,
Ken Wright & Associates, Organizational Capital Partners

Copyright © 2012 Rockwell Automation, Inc. All rights reserved.COMPANY CONFIDENTIAL - Internal Use Only
Suitability Model
Source: Dr. Elliott Jaques, Nancy Lee, Requisite
Organization Associates, Ken Wright & Associates
NOTES
 The Suitability Model provides a
methodology to assess an employee’s
capability with the requirements of
his/her role or future roles
 The model can be applied to any role in
the company
 Each of the four elements are necessary,
but not individually sufficient, in
determining a good match between role
requirements and capability
 Each element of the Suitability Model is
based on the requirements of the role
SKEE
 Demonstrates specific technical/functional
skills required for the role; could also be
skills required to be a people manager
 Makes the connections across education,
experience and skills and knows what to do
as a result of this integration
 Applies firsthand knowledge of what will
work and how it can be applied
 Meets the educational requirements needed
to do the work
 Some roles may require specific formal
training
Accepts Role Requirements
 Recognizes and accepts the requirements and
demands of the role (e.g., people management,
off-hour calls, 24/7 access, weekend meetings,
travel, public speaking, willingness to relocate)
 Reasons, personal or otherwise, why the
employee isn’t able to do the role or doesn’t
value doing the work
 Employee’s ambitions and aspirations are in-line
with the reality of the role
 Is the employee willing to take on a development
assignment needed for the role?
Temperament
 Temperament is an individual’s nature as it
affects his/her behavior (manner of thinking,
behaving or reacting characteristic of the
person?
 Any behavior that is strong enough to impair an
employee’s ability to do the full scope of the
role or impacts others, considering role
requirements and cultural norms
 A pattern, frequency and intensity of the
behavior that could impair the employee, now
or in the future, from being effective in the role
 Consistently achieves goals, but does so at the
expense of others
 Effectively self-manages behaviors or styles
that could impair the ability to successfully
perform
[Temperament does not equal temper]
IPC
 Work varies in complexity as does an
individual’s ability to handle complexity
 Manages the complexity requirements of
the role successfully; integrates information
and make effective decisions
 Anticipates upstream and downstream
impacts of decisions or actions; anticipates
and implements changes that need to be
made in the future
 Plans and manages multiple projects and
priorities successfully
 Able to make decisions and set direction
according to the time horizon (time span of
the longest task he/she can handle)
requirements of the role

PUBLIC INFORMATION
RIGHT MATCH =
HIGH PERFORMANCE RESULTS
And Effective Career Management

SKEE
SKEE Definition
Skills
 Demonstrates specific
technical/functional abilities
aligned with the requirements
of the job
Knowledge
 Makes the connections across
education, experience and skills
and knows what to do as a result
of this integration
Experience
 Has a proven track record and
applies firsthand knowledge of
what will work and how it can
be applied
Education
 Possesses the required
educational background and/or
experience needed to do the
work
September 2014 | Page 18
GENERAL GUIDELINES
 Skills, knowledge, experience
and education (SKEE) help define
an employee’s proven track
record
 SKEE helps to determine if an
employee has the necessary
knowledge to handle a given
role and the skills to carry out
the work
 Senior leaders have additional
requirements
 Managing people requires
additional skills
 Some roles may require
additional formal training
Additional skills needed for managing people
 Assess and select the right talent using the Suitability Model
 Place employees in roles that maximizes his/her contribution
and promote high employee engagement
 Put in place succession plans for key roles
 Redeploy employees into a more suitable role or remove
from role if applicable
 Attract, develop and retain employees, providing ongoing coaching
and honest feedback
 Lead and develop diverse teams
 Create an environment where employees openly offer
suggestions for continuous improvement
 Set direction and motivate employees to do their best to contribute
at high levels and thrive
 Create alignment between company goals , values and
employee contribution
 Define key accountabilities, delegate work and make clear
agreements
 Lead team successfully through change
 Provide business context for employees with effective and
productive communication at all levels
Highly desirable
 Great communication skills
 Cultural and diversity awareness and/or training
 Experience addressing performance issues
Note: On the following pages, job
experiences requirements and
proven track record are defined

People managers can judge when a direct report is in a role that is too big, too small
or about right
Possible signs an employee is potentially overemployed (job is too big) include:
 The manager is spending too much time explaining the work to the employee
 The work is not completed with the level of quality expected; needs to be consistently redone by the
manager
 The manager spends too much time doing the thinking for the employee
 The employee appears overwhelmed; works significantly more hours than is reasonable
 The employee has a difficult time bringing clarity to a situation and/or making decisions
 Assignments do not get completed, are completed late or fall through the cracks
 Negative extremes in temperament have the potential to manifest when the employee feels
pressured
Possible signs an employee is potentially underemployed (job is too small) include:
 Assignments are consistently completed ahead of schedule and/or the employee spends a
significant amount of time helping colleagues due to excess personal capacity
 The employee regularly goes above and beyond on assignments, completing them in a timely
manner
 Additional assignments are frequently sought; the employee volunteers for activities outside of
his/her immediate area of responsibility while still meeting deadlines and maintaining a work/non-
work balance
 The manager may feel threatened by the employee’s capacity which could manifest itself in a high
quantity of criticism or other behavior that attempts to downplay or hide the employee's abilities
 The employee has a more productive working relationship with his or her manager’s manager than
own manager
 Signs of negative temperament and/or boundary issues may manifest
Information Processing
Capability
GENERAL GUIDELINES
 Work varies in complexity as
does an individual’s ability to
handle complexity
 IPC has to do with the mental
capability or “mental
horsepower” of an employee
 IPC is concerned with whether an
employee can:
• Manage the complexity
requirements of the role and
integrates information and makes
effective decisions
• Process and synthesize the
information requirements of the
role; integrates accordingly and
makes effective decisions based
on role requirements
• Anticipate upstream and
downstream impacts; anticipate
and see changes that need to be
made in the future (depending on
the time horizon of the role)
• Plan and manage projects and
priorities successfully and
effectively manage the multiple
priorities required in the role
• Handle the time horizon
requirements of the role

Negative temperament
 We all have the potential to have a bad day and display negative extremes in behavior or style
but this element of suitability is focused on those behaviors that impair the employee’s ability
to do the full scope of his or her role
 What matters here is when an employee is demonstrating a behavior that is getting in the way
of getting their job done or the work of others around them. Whatever it is, it has to be
addressed and may become a reason why the person is not suited to do a particular job
 Often thought of as having ‘negative’ extremes in temperament, or derailers
 Can stall a career or result in an employee leaving the company if it prevents the employee
from being effective in the role
 Can sometimes be overlooked when the employee is consistently achieving goals but is doing so
at the expense of others
Positive temperament
 The employee is self-aware (e.g., understands the impact of their style on others) and willing to
work on self managing any behavior that could impair his/her effectiveness
 Takes accountability for things they do that might get in their way of being effective and makes
adjustments
 Sometimes referred to as emotional quotient (EQ) or emotional intelligence (EI)
Temperament
GENERAL GUIDELINES
 Temperament (T) is an
employee’s nature as it affects
his/her behavior (manner of
thinking, behaving or reacting
characteristic of the person)
 Negative temperament (-T) is
behavior that is strong enough
to impair an employee’s ability
to do the full scope of the role,
considering role requirements
and any cultural norms
 Temperament is not the same
thing as temper. Temper is an
example of a potential
negative Temperament
characteristic

Are there any reasons, personal or otherwise, why the employee isn’t able to do the role or doesn’t
value doing the work? Are the employee’s ambitions and aspirations in line with the reality of the role?
Areas to explore include:
 Is the employee willing to work the amount of time the role requires?
 Does the employee have personal circumstances or value choices that may affect his or her
commitment to the role (e.g., the role demands that the employee spend significant time living out
of a suitcase and traveling extensively or the possibility of relocation, if needed)
 Is the employee willing to incorporate a work schedule that an assignment may require (e.g., off-
hour conference calls, weekend meetings, people management, 24/7 access, public speaking)
 Is the employee willing to take on development assignments needed for the role?
Examples:
 An employee may think he/she wants a bigger job with more pay, but in fact may not want to make
trade-offs or enjoy giving presentations to multiple key stakeholder groups on a regular basis, or
working 60 hours or more a week to manage the requirements
 An individual contributor may not value developing or coaching people and therefore would not be
well suited to being a people manager
 An employee may not be in a position to fulfill the requirements of a role, at a particular point in
time, perhaps due to the need to manage the personal demands of taking care of young children or
aging parents
 Employee may not want to relocate
Accepts Role Requirements
General guidelines:
 Recognizes and accepts the
requirements and demands
of the role

Unlock the Secrets to Success - The Inside Scoop on Career Management

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Similar to Unlock the Secrets to Success - The Inside Scoop on Career Management

Similar to Unlock the Secrets to Success - The Inside Scoop on Career Management (20)

More from Society of Women Engineers

More from Society of Women Engineers (20)

Recently uploaded

Recently uploaded (20)

Unlock the Secrets to Success - The Inside Scoop on Career Management