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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

Implementing Competencies

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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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Page 1: Implementing Competencies

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

Page 2: Implementing Competencies

© 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

Page 3: Implementing Competencies

© 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

Page 4: Implementing Competencies

© 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

Page 5: Implementing Competencies

© 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

Page 6: Implementing Competencies

© 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

Page 7: Implementing Competencies

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

Page 8: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Facilitator: John Bradford

John Bradford

Page 9: Implementing Competencies

© 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

Page 10: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Facilitator: Philip Shuler

Philip Shuler

Page 11: Implementing Competencies

© 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!

Page 12: Implementing Competencies

© 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!

Page 13: Implementing 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).

Page 14: Implementing 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).

?

Page 15: Implementing Competencies

© 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

Page 16: Implementing 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).

?

Page 17: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Here what you see! Skills

Knowledge

Self-Concept

Attitude

Value

Trait

Motive

Here’s  what

you get!

Page 18: Implementing Competencies

© 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)

Page 19: Implementing Competencies

© 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

Page 20: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Typical Competency Use and Alignment

Page 21: Implementing Competencies

© 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

Page 22: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

People are Competency Challenged!

1. Interviewing

2. Assess - Recognize

3. Pay - Competency Mastery - Results

- Listen For

Page 23: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Understanding, identifying, implementing competencies  is  not  for  the  ‘faint  of  heart’!

Key Take Away:

Page 24: Implementing Competencies

© 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:

Page 25: Implementing Competencies

© 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

Page 26: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Have you ever been asked to explain how your competencies link to business results?

Today’s  Objective:

Page 27: Implementing Competencies

© 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

Page 28: Implementing Competencies

© 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!

Page 29: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Linking Competencies to Results!

Results

Tasks

Top Performers

Standard Performers

DIFFERENTIATING COMPETENCIES

Competencies Competencies

Page 30: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Linking Competencies to Results!

Results

Tasks

Top Performers

Standard Performers

DIFFERENTIATING COMPETENCIES

Competencies Competencies

Page 31: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Linking Competencies to Results!

Results

Tasks

Top Performers

Standard Performers

Competencies Competencies

Page 32: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Linking Competencies to Results!

Results

Tasks

Top Performers

Standard Performers

Competencies Competencies

Page 33: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Linking Competencies to Results!

Results

Tasks

Top Performers

Standard Performers

DIFFERENTIATING COMPETENCIES

Competencies Competencies

Page 34: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Linking Competencies to Results!

Results

Tasks

Top Performers

Standard Performers

WHAT HOW

DIFFERENTIATING COMPETENCIES

Competencies Competencies

Page 35: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

A proven methodology for identifying competencies that are directly linked to business results.

Key Take Away:

Page 36: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Let’s  Start  With  the  End  in  Mind!

Performance!

Page 37: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Performance!

Page 38: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Work Performance!

Page 39: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Work Performance!

Page 40: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Work Performance!

Occupational DNA

Page 41: Implementing Competencies

© 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

Page 42: Implementing Competencies

© 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

Page 43: Implementing Competencies

© 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

Page 44: Implementing Competencies

© 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

Page 45: Implementing Competencies

© 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

Page 46: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Differentiating Factors

Ben Jill

Page 47: Implementing Competencies

© 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

Page 48: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Here’s  what  you  see  &  select  and  manage…

Here’s  what   you get!

Page 49: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Competencies Skills

Knowledge

Self-Concept

Attitude

Value

Trait

Motive

Here’s  what

you get!

Page 50: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Congratulations, your competencies ratings are all exceptional!

Competent – Yes . . . Valuable . . . Maybe?

Page 51: Implementing Competencies

© 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?

Page 52: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

ProfileXT Differentiating Factors

Page 52

Interests

Behavioral Traits

Cognitive Abilities

Page 53: Implementing Competencies

© 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.

Page 54: Implementing Competencies

© 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

Page 55: Implementing Competencies

© 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

Page 56: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Interests

Behavioral Traits

Individual Characteristics are Critical Building Blocks of Competencies

Behavior + Learning

COMPETENCY

PERFORMANCE

Cognitive Abilities

Page 57: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Work Performance – Occupational DNA!

Occupational DNA

Page 58: Implementing Competencies

© 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

Page 59: Implementing Competencies

© 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

Page 60: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Building Blocks + Competency = Integrated Solution

60

Page 61: Implementing Competencies

© 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

Page 62: Implementing Competencies

© 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

Page 63: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

16% 68% 16% The Profile XT and Sales Assessment

A Good Match

Drives a single job-match number

Page 64: Implementing Competencies

© 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

Page 65: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Competency! Occupational DNA

Interests Behavioral Traits

Cognitive Abilities

Previous Experience

Job Knowledge Job Skills

Page 66: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Types of Competencies

Page 67: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

80/20 Rule

• 20% of behaviors that drive 80% of results

Page 68: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Defining the Critical 20%

Results

Tasks

Top Performers

Standard Performers

WHAT HOW

DIFFERENTIATING COMPETENCIES

Competencies Competencies

Page 69: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Validity

Construct Validity

Face Validity

Criterion Validity

Predictive Validity

Page 70: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Five Steps to Competency Development

Page 71: Implementing Competencies

© 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

Page 72: Implementing Competencies

© 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

Page 73: Implementing Competencies

© 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

Page 74: Implementing Competencies

© 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.

Page 75: Implementing Competencies

© 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

Page 76: Implementing Competencies

© 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

Page 77: Implementing Competencies

© 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

Page 78: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

Poll #5

Would you like to receive a complementary critical job study?

A. Yes

B. No

Page 79: Implementing Competencies

© 2012 Profiles International www.profilesinternational.com

79

Page 80: Implementing Competencies

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

Page 81: Implementing Competencies

Contact Us

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14 , Robinson Road, #08-01A, Far East Finance,Singapore 048545Email: [email protected] Telephone: 65717031Fax: 63334636

Website: http://www.profiles.com.sg

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