The critical link between contemporary competencies and ... · Strategic Talent Management 19 Innovation Cascade Example Executive Manager Supervisor/1st Level Leader Prof./Knowledge

© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.Strategic Talent Management 1

The critical link between contemporary competencies and

business successSponsored by


Today’s Presenters

Mac TefftSenior Consultant, Talent Diagnostic GroupDevelopment Dimensions International (DDI)

Catherine CormierProduct ManagerHalogen Software

© Development Dimensions Int’l Inc., 2015. All rights reserved.


Agenda

1. Competencies in context2. Value for stakeholders3. 4 challenge areas and best‐practice solutions4. A framework for achieving the promise of competencies



Optimize Competency Management

But, what is competency management?• A set of practices that identify and optimize the skills and

competencies required to deliver on the business strategy. • Competency management provides the foundational data

to support strategic HR processes including:− Workforce Planning− Sourcing, Recruitment and Selection− Career Planning and Development− Performance Management

Source: Competency Management; Gateway to an Integrated Talent Strategy, Bersin & Associates, 2008



Competencies in Context

SuccessProfile

Business Context


Competencies


Competencies Defined

What people CAN DO

Competency: A cluster of related behaviors that is related to success or failure in a job, role or group of positions.


The Value of Competencies by Stakeholder



The Value of Competencies by Stakeholder


• Senior Leaders

• Managers

• Employee

• Talent Management Team


Greatest Challenges



Common Challenges and Issues

• Strategy & Planning• Design• Launch & Engage• Sustainability



Challenge: Strategy & Planning

• Competencies not aligned to business priorities

• Lack strategy for implementation and roll‐out

• Failure to understand stakeholders’/users’ perspectives

• Not defining or tracking measures of success



EntrepreneurshipEntrepreneurship

Related Business Driver Supporting Competencies

Drive Product InnovationDrive Product Innovation

Driving InnovationDriving Innovation

Energizing the OrganizationEnergizing the Organization

Business Priority: Enhance competitiveness via breakthrough product and service lines

Senior Leader



Create Strategic Competency Alignment via Business Drivers

Driving Execution

Leading Change

Customer Focus

Business Savvy

Operational Decision Making

DriveEfficiency

Increase Revenue Production

Driving Innovation



Sustaining Alignment via Business Drivers

Drive ProductInnovation

Driving Execution

Leading Change

Entrepreneurship

Customer Focus

Business Savvy

Operational Decis ion Making

Enhance the Brand

DriveEfficiency

Increase Revenue Production

Establishing Strategic Direction

Driving Innovation

Energizing the Organization



Challenge: Design

Avoiding Confusion:Defining competencies at the right level of detail



Too Broad

• Innovate: Generates ideas that delight customers, solves problems, and enhances the lives of people and communities.

• Lead Courageously: Drives inclusivity through involvement and seeking the input of others while proactively addressing the needs of associates, customers, and the organization.



Too ComplexStrategic Decision Making: Gathers appropriate information in order to generate compelling vision which aligns with market needs.

Level 1 Level 2 Level 3 Level 4 Level 5 Level 6

• Learns about the organization’s strategy and goals

• Understands how own role contributes to the organization’s strategic vision

• Initiates actions that support the organization’s core business

• Demonstrates an understanding of team or department’s role in accomplishing the vision

• Stays up to date on changes impacting the business

• Translates strategies into priorities and actions

• Seeks information regarding alternative options on outcomes on strategic objectives

• Leverages competitive and market insights in decision making process

• Generates measurable objectives

• Measures performance against priorities

• Influences the strategic priorities of direct and matrix teams

• Balances resource requirements of multiple strategic priorities

• Proactively scans business and competitive landscape to discover opportunities to meet new business needs

• Generates decision criteria linked to bottom‐line business value



Just Right!Driving Innovation

Creating an environment (culture) that inspires people to generate novel solutions with measurable value for existing and potential customers (internal or external); encouraging experimentation with new ways to solve work problems and seize opportunities that result in unique and differentiated solutions.

Key Actions

Inspires curiosity—Encourages others to ask provocative questions to understand the assumptions and rationale underlying current practices and consider stakeholders’ needs before moving to problem solving; guides others to discover the full array of stakeholders’ (e.g., internal partners, suppliers, and customers) needs, concerns, and desires to unlock new opportunities for innovation.

Challenges current thinking—Drives others to explore alternative ways to view and solve problems and achieve results; provides tools and opportunities for brainstorming to encourage idea generation; leverages diverse cross‐functional sources for inspiration.

Supports experimentation—Encourages others to test promising ideas and take risks with new approaches; empowers those who want to implement new solutions with decision‐making authority; rewards attempts at innovation, whether successful or unsuccessful.

Advances ideas to the next stage—Assertively advocates the merits of others’ ideas to higher levels of management to secure the time and resources needed (e.g., money, training, tools, access to colleagues) to further develop and operationalize their ideas.

Definition

Label

Key Actions



Innovation Cascade ExampleExecutive Manager

Supervisor/1st Level Leader Prof./Knowledge Worker

Driving Innovation Driving Innovation Driving Innovation Innovation

Innovation Creating novel solutions with measurable value for existing and potential customers (internal or external); experimenting with new ways to solve work problems and seize opportunities that result in unique and differentiated solutions.

Key Actions • Seeks to understand existing perspectives—Asks provocative questions to understand current practices

and the customer’s experience before moving to problem solving; seeks to understand and experience the full array of stakeholders’ (e.g., internal partners, suppliers, customers) behavior, needs, concerns, and desires to unlock new opportunities for innovation.

• Challenges current thinking—Explores alternative ways to view and solve problems and achieve results; leverages innovation tools, creative processes, and diverse cross-functional experts to generate ideas; combines ideas in unique ways; makes times to incubate ideas; thoughtfully evaluates alternatives, and then selects the best ideas for experimentation.

• Experiments to learn—Tries unique ways of doing things and tests promising ideas; takes advantage of opportunities to try out new solutions without close supervision; takes risks in the interest of finding a better way; learns from mistakes to refine ideas.

• Takes action on ideas—Communicates potential benefits of new ideas to stakeholders; identifies resources and support needed; commits to an action plan to implement new ideas.



Just Right!

Process Innovator

Continuous Improvement

Decision Making

Influence

Professional

Facilitate Product

Innovation

Driving Innovation

Inspiring Others

Customer Focus

Frontline Leader

Drive Product Innovation

Driving InnovationExecutive

Entrepreneurship

Energizing the Organization



Challenge: Launch & Engage

• Haphazard Integration• Stakeholder Apathy



Complete Talent Management: Selection


DDICompetencies

Using the Growth Engine in

Strategic Talent Management 24© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.

Competencies


Determine & Define Key Competencies


Competencies


Competencies


Competencies


Competencies


Competencies


Competencies


Competencies


Competencies


Competencies


Competencies


Competencies


Competencies


DDICompetencies


Challenge: Launch & Engage

• Haphazard Integration• Stakeholder Apathy



Example: Engagement Strategy Considerations• Communication Plan• Internal Marketing• Educate TM/HR partners and key leaders• Executive advocacy• Create value‐added tools and resources



Example: Engagement Strategy

First-level Leader Guide



Challenge: Sustainability

• Lack of accountability

• No measurement or analytics

• Inability to respond to changes in business direction


• Assign accountability

• Measure & share

• Be agile


Steps for Effective Achieving the Competency Promise



4 Steps for Successful Implementation


• Start with a robust plan and ensure alignment with strategic priorities

• Clearly define competencies and ensure usability

• Launch models in integrated talent processes and engage leaders and employees to apply the models

• Assess impact and adjust/update to ensure relevance

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2

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Questions?


Mac TefftSenior Consultant, Talent Diagnostic GroupDevelopment Dimensions International (DDI)

Catherine CormierProduct ManagerHalogen Software


Learn More

White Paper:Delivering on the Competency Promise

eBooks, Reports, Forms & templateswww.halogensoftware.com/learn

Halogen TalentSpace Blogwww.halogensoftware.com/blog

Questions? Contact Tali [email protected]

@halogensoftware

Thank You

Disclaimers *This webinar is designed to provide accurate and authoritative information about the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional services. *This webinar provides general information only and does not constitute legal advice. No attorney-client relationship has been created. If legal advice or other expert assistance is required, the services of a competent professional should be sought. We recommend that you consult with qualified local counsel familiar with your specific situation before taking any action.

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The critical link between contemporary competencies and ... · Strategic Talent Management 19 Innovation Cascade Example Executive Manager Supervisor/1st Level Leader Prof./Knowledge