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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.
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A Realistic and Practical Approach to Implementing Competencies
John Bradford, Senior Vice President, Consulting and Training Service
Philip Shuler, Vice President, Enterprise Solution Service
June 2012
Dial-In Information: 866-740-1260 Access Code: 7511251
© 2012 Profiles International www.profilesinternational.com
Diverse Base of Marquee Customers
• 11,000+ active customers
• Customer base includes 152 Fortune 2000 companies
• Represented in over 120 countries
Customer Highlights
Financial Services Travel & Hospitality
Technology Healthcare Energy & Utilities
Education & Government
Business Services
Retail & Consumer
© 2012 Profiles International www.profilesinternational.com
Our Value Proposition
3
Profiles International offers solutions that enable organizations to select the right people and develop them to their full potential.
• Selection • Development • Coaching • Managing • Succession Planning
© 2012 Profiles International www.profilesinternational.com
Receive a Complementary Critical Job Study!
1. Select a critical job
2. Assess Job Incumbents
3. Complementary Job Study
It’s as easy, as 1, 2, 3!
Report designed for Performance Model
Project Manager
© 2012 Profiles International www.profilesinternational.com
Critical Job Study
Identifies what is really required for success in any give job – in terms of:
• Learning • Reasoning • Communication • Problem Solving • Behaviors • Interests
© 2012 Profiles International www.profilesinternational.com
A Clear Target for Success…
…against which people can be graphically and quantifiably compared, has implications for…
• Selection • Development • Coaching • Managing • Succession Planning
Receive a Complementary Critical Job Study!
Report designed for Performance Model
Project Manager
A Realistic and Practical Approach to Implementing Competencies
John Bradford, Senior Vice President, Consulting and Training Service
Philip Shuler, Vice President, Enterprise Solution Service
June 2012
Dial-In Information: 866-740-1260 Access Code: 7511251
© 2012 Profiles International www.profilesinternational.com
Facilitator: John Bradford
John Bradford
© 2012 Profiles International www.profilesinternational.com
What I have learned over time!
Mastery
Define
Measured
Predictable
Optimize
1979’s
1987’s
1993’s
1997’s
2006 - Current
Facilitator: John Bradford
John Bradford
Implementing Competencies
© 2012 Profiles International www.profilesinternational.com
Facilitator: Philip Shuler
Philip Shuler
© 2012 Profiles International www.profilesinternational.com
Facilitator: Philip Shuler
What can I expect of them? What will they require of me?
Remember the 2 “What’s”!
Philip Shuler
What I have learned over time!
© 2012 Profiles International www.profilesinternational.com
Poll #1
What has been your past experience working with competencies?
1. I have an understanding of competencies! 2. I have identified competencies! 3. I have created competency models! 4. I have implemented competencies! 5. All the above 6. I have an awareness of competencies!
© 2012 Profiles International www.profilesinternational.com
Competency is “An underlying characteristic of an individual that is causally related to criterion-referenced effective or superior performance in a job or situation.”
About Competencies:
Competence At Work: Models For Superior Performance. Lyle M Spencer Jr & Signe M Spencer. (1993).
© 2012 Profiles International www.profilesinternational.com
Competency is “An underlying characteristic of an individual that is causally related to criterion-referenced effective or superior performance in a job or situation.”
About Competencies:
Competence At Work: Models For Superior Performance. Lyle M Spencer Jr & Signe M Spencer. (1993).
?
© 2012 Profiles International www.profilesinternational.com
The Iceberg Model Skills
Knowledge
Self-Concept
Attitude
Value
Trait
Motive
Competence At Work: Models For Superior Performance.
Lyle M Spencer Jr & Signe M Spencer. (1993)
Page 11 Figure 2-1 Central and Surface Competency
© 2012 Profiles International www.profilesinternational.com
Competency is “An underlying characteristic of an individual that is causally related to criterion-referenced effective or superior performance in a job or situation.”
About Competencies:
Competence At Work: Models For Superior Performance. Lyle M Spencer Jr & Signe M Spencer. (1993).
?
© 2012 Profiles International www.profilesinternational.com
Here what you see! Skills
Knowledge
Self-Concept
Attitude
Value
Trait
Motive
Here’s what
you get!
© 2012 Profiles International www.profilesinternational.com
Competence is a “fuzzy concept” and defined as “an empirically validated, systematic description of professional activities within a certain professional domain.”
About Competencies:
The Investigation of Competencies within Professional Domains Marcel van der Klink & Jo Boon Human Resources Development International Pages 41-424, 1469-8374, Volume 5, Issue 4. (2002)
© 2012 Profiles International www.profilesinternational.com
Poll #2
What is the most critical area where you are using competencies?
A.Sourcing & Recruiting B.Performance Management C.Learning and Development D.Career, Succession, Management E.Leadership Development F.Compensation G.Talent Strategy and Planning H.All of the above
© 2012 Profiles International www.profilesinternational.com
Typical Competency Use and Alignment
© 2012 Profiles International www.profilesinternational.com
People are Competency Challenged!
Job Title: State Manager/Regional Vice President Reports To: Area Manager Department/Division: Territory Management Purpose of the Role: The State Manager/Regional Vice President is responsible for effective execution of regional strategy, proper use of financial budgets, utilizing appropriate staffing models, and providing coaching to assigned management team.
Job Responsibilities:
• Develops a strategic/marketing plan for assigned state/region based on upcoming adoption information for the school year, needs of the customer and past years regional performance to meet assigned quota. Adjust plans as needed. Maintain relationships with key stakeholders throughout the region to stay abreast of districts needs and adoption cycles. • Manages the activities of the state/region. Ensures the region/state is staffed appropriately and makes adjustments as needed due to changes in market conditions. Conducts objective setting, midpoint and annual appraisal for management team as well as approves PMP activities for entire region. Observes team in the field by attending sales calls and presentations. Responsible for attracting, developing, coaching, motivating, empowering and retaining sales professionals. Resolves conflicts within team and with other departments. Holds state management and sales meetings as needed.
Plus 29 More Required Behaviors
© 2012 Profiles International www.profilesinternational.com
People are Competency Challenged!
1. Interviewing
2. Assess - Recognize
3. Pay - Competency Mastery - Results
- Listen For
© 2012 Profiles International www.profilesinternational.com
Understanding, identifying, implementing competencies is not for the ‘faint of heart’!
Key Take Away:
© 2012 Profiles International www.profilesinternational.com
Provide a proven methodology that results in the identification of central and surface competencies that is causally related to superior performance.
Today’s Objective:
© 2012 Profiles International www.profilesinternational.com
Provide a proven methodology that results in the identification of central and surface competencies that is causally related to superior performance.
Today’s Objective:
“Intent” “Action” “Outcome”
Personal
Characteristics
Behavior
Job Performance
Motive Trait Self-Concept Knowledge
Skill
© 2012 Profiles International www.profilesinternational.com
Have you ever been asked to explain how your competencies link to business results?
Today’s Objective:
© 2012 Profiles International www.profilesinternational.com
Poll #3
Have you ever been asked to explain how your competencies link to business results?
A. Yes
B. No
© 2012 Profiles International www.profilesinternational.com
Today’s Objective:
To help you explain to a
senior leader how your
company competencies
are directly linked to
business results!
© 2012 Profiles International www.profilesinternational.com
Linking Competencies to Results!
Results
Tasks
Top Performers
Standard Performers
DIFFERENTIATING COMPETENCIES
Competencies Competencies
© 2012 Profiles International www.profilesinternational.com
Linking Competencies to Results!
Results
Tasks
Top Performers
Standard Performers
DIFFERENTIATING COMPETENCIES
Competencies Competencies
© 2012 Profiles International www.profilesinternational.com
Linking Competencies to Results!
Results
Tasks
Top Performers
Standard Performers
Competencies Competencies
© 2012 Profiles International www.profilesinternational.com
Linking Competencies to Results!
Results
Tasks
Top Performers
Standard Performers
Competencies Competencies
© 2012 Profiles International www.profilesinternational.com
Linking Competencies to Results!
Results
Tasks
Top Performers
Standard Performers
DIFFERENTIATING COMPETENCIES
Competencies Competencies
© 2012 Profiles International www.profilesinternational.com
Linking Competencies to Results!
Results
Tasks
Top Performers
Standard Performers
WHAT HOW
DIFFERENTIATING COMPETENCIES
Competencies Competencies
© 2012 Profiles International www.profilesinternational.com
A proven methodology for identifying competencies that are directly linked to business results.
Key Take Away:
© 2012 Profiles International www.profilesinternational.com
Let’s Start With the End in Mind!
Performance!
© 2012 Profiles International www.profilesinternational.com
Performance!
© 2012 Profiles International www.profilesinternational.com
Work Performance!
© 2012 Profiles International www.profilesinternational.com
Work Performance!
© 2012 Profiles International www.profilesinternational.com
Work Performance!
Occupational DNA
© 2012 Profiles International www.profilesinternational.com
Ben
Jill
Prospects
Training
Support
60% Below Sales Quota
125% of Sales Quota
Regions Time
When Can You Identify Performance?
Hire 18 Months Later
© 2012 Profiles International www.profilesinternational.com
Ben
Jill
Prospects
Training
Support
60% Below Sales Quota
125% of Sales Quota
Regions Time
When Can You Identify Performance?
Hire 18 Months Later
© 2012 Profiles International www.profilesinternational.com
Ben
Jill
Prospects
Training
Support
60% Below Sales Quota
125% of Sales Quota
Regions Time
When Can You Identify Performance?
Hire 18 Months Later
Profile’s Universal Sales Competency Model
© 2012 Profiles International www.profilesinternational.com
Ben
Jill
Prospects
Training
Support
60% Below Sales Quota
125% of Sales Quota
Regions Time
When Can You Identify Performance?
Hire 18 Months Later
© 2012 Profiles International www.profilesinternational.com
Ben
Jill
Prospects
Training
Support
60% Below Sales Quota
125% of Sales Quota
Regions Time
When Can You Identify Performance?
Hire 18 Months Later
© 2012 Profiles International www.profilesinternational.com
Differentiating Factors
Ben Jill
© 2012 Profiles International www.profilesinternational.com
Ben
Jill
Prospects
Training
Support
60% Below Sales Quota
125% of Sales Quota
Regions Time
When Can You Identify Performance?
Hire 18 Months Later
© 2012 Profiles International www.profilesinternational.com
Here’s what you see & select and manage…
Here’s what you get!
© 2012 Profiles International www.profilesinternational.com
Competencies Skills
Knowledge
Self-Concept
Attitude
Value
Trait
Motive
Here’s what
you get!
© 2012 Profiles International www.profilesinternational.com
Congratulations, your competencies ratings are all exceptional!
Competent – Yes . . . Valuable . . . Maybe?
© 2012 Profiles International www.profilesinternational.com
Congratulations, your competencies ratings are all exceptional! Now as soon as we can figure out what you actually accomplish for the company . . .?
Competent – Yes . . . Valuable . . . Maybe?
© 2012 Profiles International www.profilesinternational.com
ProfileXT Differentiating Factors
Page 52
Interests
Behavioral Traits
Cognitive Abilities
© 2012 Profiles International www.profilesinternational.com
Competency Building Blocks
Competency Building Blocks focus on what is unique about individuals doing the work rather than just on what people must know or do to perform the work.
© 2012 Profiles International www.profilesinternational.com
Behavioral considerations offer insight as to what to
expect from this candidate
Management considerations
provide suggestions for this candidate’s
manager
Characteristics That Are Critical Building Blocks of Performance
© 2012 Profiles International www.profilesinternational.com
Selecting the Best Measures of Job Performance
• What are the specific building blocks of competencies for a particular job?
• What measurable characteristics differentiate your best performers from those challenged in the position?
• Can you measure these characteristics at the decision point?
Occupational DNA
© 2012 Profiles International www.profilesinternational.com
Interests
Behavioral Traits
Individual Characteristics are Critical Building Blocks of Competencies
Behavior + Learning
COMPETENCY
PERFORMANCE
Cognitive Abilities
© 2012 Profiles International www.profilesinternational.com
Work Performance – Occupational DNA!
Occupational DNA
© 2012 Profiles International www.profilesinternational.com
How to Identify Characteristics
• Identify the top and bottom performers (most competent vs. least competent)
• Identify the characteristics or building blocks that distinguish between the top and bottom performers
• Use these characteristics to create a standard or benchmark against which you can measure candidates.
Interests Behavioral Traits
Cognitive Abilities
© 2012 Profiles International www.profilesinternational.com
Does the person have the cognitive abilities that match the requirements of the job?
How will the person typically behave on the job?
Are the job activities consistent with their interests?
How to Measure Characteristics or Building Blocks
© 2012 Profiles International www.profilesinternational.com
Building Blocks + Competency = Integrated Solution
60
© 2012 Profiles International www.profilesinternational.com
Having done this, we can show you - graphically and quantifiably - to what degree current employees, or candidates for employment, match that standard.
Our Solution
© 2012 Profiles International www.profilesinternational.com
A Clear Target for Success…
…against which people can be graphically and quantifiably compared, has implications for…
• Selection • Development • Coaching • Managing • Succession Planning
© 2012 Profiles International www.profilesinternational.com
16% 68% 16% The Profile XT and Sales Assessment
A Good Match
Drives a single job-match number
© 2012 Profiles International www.profilesinternational.com
A clear understanding of how to measure the underlying characteristic of an individual that is causally related to criterion-referenced effective or superior performance in a job or situation.”
Key Take Away:
Measuring the Building Blocks of Competencies – The ProfileXT
© 2012 Profiles International www.profilesinternational.com
Competency! Occupational DNA
Interests Behavioral Traits
Cognitive Abilities
Previous Experience
Job Knowledge Job Skills
© 2012 Profiles International www.profilesinternational.com
Types of Competencies
© 2012 Profiles International www.profilesinternational.com
80/20 Rule
• 20% of behaviors that drive 80% of results
© 2012 Profiles International www.profilesinternational.com
Defining the Critical 20%
Results
Tasks
Top Performers
Standard Performers
WHAT HOW
DIFFERENTIATING COMPETENCIES
Competencies Competencies
© 2012 Profiles International www.profilesinternational.com
Validity
Construct Validity
Face Validity
Criterion Validity
Predictive Validity
© 2012 Profiles International www.profilesinternational.com
Five Steps to Competency Development
© 2012 Profiles International www.profilesinternational.com
A Snapshot of a Plan
Driving Force?
• Continuous Improvement
• Development of new skills
• Succession planning and Leadership Development
For Whom? • All employees
Competency Architecture? • Core competencies, proficiency levels
Level of Consultation? • Steering Committee
• Management interviews
• Employee Focus Groups
Application? • Learning and Continuous Improvement
• Leadership development
• Recruitment and promotions
• Performance Management
• Awards and Recognition
© 2012 Profiles International www.profilesinternational.com
Development Process
• Document review (strategic & vision documents, work descriptions)
• Management Interviews
• Articulation of vision, goals & values in behavioral terms
• Expert panel
• Management focus groups
Core Competencies
• Employee focus groups
• Expert panel
• Executive Committee approval
• Documentation of process
Final Competencies & Profiles
© 2012 Profiles International www.profilesinternational.com
• Critical need or ‘driver’ for change
• Planned approach to developing and using competencies
• Buy-in at all levels
• Quality, credible competencies, that all employees can
relate to
• Simple to use, flexible, efficient processes and tools
Factors Critical for Success
© 2012 Profiles International www.profilesinternational.com
A plan to follow for identifying competencies and creating competency models.
Key Take Away:
Every well built house started in the form of a definite purpose plus a definite plan in the nature of a set of blueprints. Napoleon Hill (1883-1970) American speaker and motivational writer.
© 2012 Profiles International www.profilesinternational.com
Receive a Complementary Critical Job Study!
1. Select a critical job
2. Assess Job Incumbents
3. Complementary Job Study
It’s as easy, as 1, 2, 3!
Report designed for Performance Model
Project Manager
© 2012 Profiles International www.profilesinternational.com
Critical Job Study
Identifies what is really required for success in any give job – in terms of:
• Learning • Reasoning • Communication • Problem Solving • Behaviors • Interests
© 2012 Profiles International www.profilesinternational.com
A Clear Target for Success…
…against which people can be graphically and quantifiably compared, has implications for…
• Selection • Development • Coaching • Managing • Succession Planning
Receive a Complementary Critical Job Study!
Report designed for Performance Model
Project Manager
© 2012 Profiles International www.profilesinternational.com
Poll #5
Would you like to receive a complementary critical job study?
A. Yes
B. No
© 2012 Profiles International www.profilesinternational.com
79
A Realistic and Practical Approach to Implementing Competencies
John Bradford, Senior Vice President, Consulting and Training Service
Philip Shuler, Vice President, Enterprise Solution Service
June 2012
Contact Us
Profiles Assessment Asia (Pte.) Limited An Authorized Strategic Business Partner of Profiles International
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