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You Just Spent
a presentation brought to you by:
John Bradford
On Your Company’s
NOW WHAT?
$50K Competency Model,
www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
John Bradford John Bradford is the Senior Vice President of Profiles International Consulting and Coaching Services. John is the driving force behind Profiles’ global consulting team, helping organizations identify, develop and deploy mid- and executive-level leadership talent. His ability to identify the business context of an organization and apply creative thought to desired business results enables him to craft practical and realistic solutions that can be implemented from the C-Suite to the front line. Most recently, John and his team worked with a global multi-national company to identify the executive competencies that indicate Leadership readiness. Using projected business results and the company’s 2020 Vision, John’s team developed an Executive Assessment Process that accurately and reliability identifies incumbent leaders who are candidates for higher lever positions, strengthening the leadership pipeline and allowing for succession planning. John’s team provides Executive Coaching Services for incumbent and aspiring global leaders on five continents. He has worked with business of all sizes and within a wide variety of industries. John’s focus on the achievement of business results and ability to help clients implement simple, practical and cost-effective solutions makes him a sought after resources for clients around the world. Some of John’s recent clients include AECOM, Eastman Chemical and Raytheon Corporation. A thought leader in the area of leadership development, John authored the Profiles’ CheckPoint Leadership Skill Building and Coaching series consisting of 18 Leadership Skill Builders. These Skill Builders include an on-the-job leadership process, practical leadership development activities, and a supporting coaching guide. Prior to joining Profiles International, Bradford served on the faculty at the University of Missouri-Columbia. He’s held senior positions with Fortune 100 and 500 companies, shouldering full responsibility for organizational and employee development. He has also served as President and CEO for a U.S.-based consulting firm.
Senior Vice President Training & Consulting Services
imagine great people ®
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• Founded 1991 • Over 45,000 clients served worldwide • Offices in nearly 130 countries • Founding member of the Association of
Test Publishers • Microsoft Certified Partner
Who We Are
We support our clients through the full employee life-cycle, helping them identify the best people for their jobs and then developing them to their fullest potential.
Creating Value for Clients
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• 11,000 + active clients
• Client base includes 152 Fortune 2000 companies
• Represented in nearly 130 countries
Client Highlights
Financial Services Travel & Hospitality
Technology Healthcare Energy & Utilities
Education & Government
Business Services
Retail & Consumer Financial Services Travel & Hospitality
Technology Healthcare Energy & Utilities
Education & Government
Business Services
Retail & Consumer
Diverse Base of Marquee Clients
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Clients We’ve Served
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Receive a Complementary Critical Job Study!
1. Select a critical job 2. Assess Job Incumbents 3. Complementary
Job Study
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Identifies what is really required for success in any give job – in terms of:
• Learning • Reasoning • Communication • Problem Solving • Behaviors • Interests
Critical Job Study
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A Clear Target for Success…
…against which people can be graphically and quantifiably compared, has implications for…
• Selection • Development • Coaching • Managing • Succession Planning
You Just Spent
a presentation brought to you by:
John Bradford
On Your Company’s
NOW WHAT?
$50K Competency Model,
www.profilesinternational.com ©2012 Profiles International, Inc. All rights reserved.
Facilitator: John Bradford What I have learned over time!
Mastery
Define
Measured
Predictable
Optimize
1979’s
1987’s
1993’s
1997’s
2006 - Current
Implementing Competencies 1
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Case Study - The Challenge
• Dramatic change
• Organization poised for growth
• Critical need identified
• Competency gap
2
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Case Study - The Solution
• Close the competency gap
• Create a competency framework, dictionary,
model
• Collaborate with 3rd party vendor
• Invested $50K plus
3
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Case Study - The Result
18 months later
– Invested in thousand plus staff hours in training
– Herculean effort but nothing has really changed.
• Not leader behavior
• Not the corporate culture
• Not business results
4
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Case Study - The Result
WHY!
Zero Change?
5
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Welcome to the Real World of . . .
CHANGE! 1. Organization Change
2. Leadership Change
3. Behavioral Change
6
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What’s the Deliverable? The Competency Model?
Leading & Deciding Deciding & Initiating Action
Takes responsibility for actions, projects and people; takes initiative and works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.
Leading & Supervising
Provides others with a clear direction; motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour.
Supporting & Co-operating Working with people
Shows respect for the views and contributions of other team members; shows empathy; listens, supports and cares for others; consults others and shares information and expertise with them; builds team spirit and reconciles conflict; adapts to the team and fits in well.
Adhering to Principles & Values
Upholds ethics and values; demonstrates integrity; promotes and defends equal opportunities, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.
Interacting & Presenting Relating & Networking
Easily establishes good relationships with customers and staff; relates well to people at all levels; builds wide and effective networks of contacts; uses humour appropriately to bring warmth to relationships with others.
Persuading & Influencing
Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.
Creating & Conceptualising Formulating Strategies and Concepts
Works strategically to realize organisational goals; sets and develops strategies; identifies, develops positive and compelling visions of the organisation’s future potential; takes account of a wide range of issues across, and related to, the organisation.
Organising & Executing Planning & Organising
Sets clearly defined objectives; plans activities and projects well in advance and takes account of possible changing circumstances; identifies and organizes resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones.
Delivering Results & Meeting Customer Expectations
Focuses on customer needs and satisfaction; sets high standards for quality and quantity; monitors and maintains quality and productivity; works in a systematic, methodical and orderly way; consistently achieves project goals.
Adapting & Coping Adapting and Responding to Change
Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; shows an interest in new experiences.
Enterprising & Performing Achieving personal work goals and Objectives
Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.
Entrepreneurial & Commercial Thinking
Keeps up to date with competitor information and market trends; identifies business opportunities for the organisation; maintains awareness of developments in the organizational structure and politics; demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.
7
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Competency is “An underlying characteristic of an individual that is causally related to criterion-referenced effective or superior performance in a job or situation.”
What the Deliverable?
Competence At Work: Models For Superior Performance Lyle M Spencer Jr & Signe M Spencer. (1993).
8
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? What the Deliverable?
Competency is “An of an individual that is causally related to criterion-referenced effective or superior performance in a job or situation.”
9
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The Iceberg Model Skills Knowledge
Self-Concept
Attitude
Value
Trait
Motive Page 11 Figure 2-1
Central and Surface Competency
Competence At Work: Models For Superior Performance Lyle M Spencer Jr & Signe M Spencer. (1993). 10
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Here what you see!
Here’s what you get!
Skills Knowledge
Self-Concept
Attitude
Value
Trait
Motive
11
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Competence is a “fuzzy concept” and defined as “an empirically validated, systematic
description of professional activities within a certain professional domain.”
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)
What the Deliverable?
12
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Today’s Objective
What would be the benefit to you and
your organization if you knew how to
achieve the desired business results
when implementing competency
models? 13
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Let’s Start With the End in Mind!
Performance!
14
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Work Performance!
15
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Competency Implementation Why Do We Start The implementation?
16
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Hiring with the Competency Model
Jill Ben
17
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Differentiating Factors
Jill Ben
18
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Ben
Jill
Prospect
Training
Support
60% Below Sales Quota
125% of Sales Quota
Regions Time
Hire 18 Months Later
When Can You Identify Performance?
19
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Here’s what you get!
Here’s what you see & select and manage…
20
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Here what you see!
Here’s what you get!
Skills Knowledge
Self-Concept
Attitude
Value
Trait
Motive
21
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Case Study - The Result
18 months later
– Invested in thousand plus staff hours in training
– Herculean effort but nothing has really changed.
• Not leader behavior
• Not the corporate culture
• Not business results
22
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Case Study - The Result WHY!
Modest at best results?
Jill Ben
23
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Organization are Competency Challenged! Leading & Deciding Deciding & Initiating Action
Takes responsibility for actions, projects and people; takes initiative and works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.
Leading & Supervising
Provides others with a clear direction; motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour.
Supporting & Co-operating Working with people
Shows respect for the views and contributions of other team members; shows empathy; listens, supports and cares for others; consults others and shares information and expertise with them; builds team spirit and reconciles conflict; adapts to the team and fits in well.
Adhering to Principles & Values
Upholds ethics and values; demonstrates integrity; promotes and defends equal opportunities, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.
Interacting & Presenting Relating & Networking
Easily establishes good relationships with customers and staff; relates well to people at all levels; builds wide and effective networks of contacts; uses humour appropriately to bring warmth to relationships with others.
Persuading & Influencing
Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.
Creating & Conceptualising Formulating Strategies and Concepts
Works strategically to realize organisational goals; sets and develops strategies; identifies, develops positive and compelling visions of the organisation’s future potential; takes account of a wide range of issues across, and related to, the organisation.
Organising & Executing Planning & Organising
Sets clearly defined objectives; plans activities and projects well in advance and takes account of possible changing circumstances; identifies and organizes resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones.
Delivering Results & Meeting Customer Expectations
Focuses on customer needs and satisfaction; sets high standards for quality and quantity; monitors and maintains quality and productivity; works in a systematic, methodical and orderly way; consistently achieves project goals.
Adapting & Coping Adapting and Responding to Change
Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; shows an interest in new experiences.
Enterprising & Performing Achieving personal work goals and Objectives
Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.
Entrepreneurial & Commercial Thinking
Keeps up to date with competitor information and market trends; identifies business opportunities for the organisation; maintains awareness of developments in the organizational structure and politics; demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.
How does the competency model link to business results?
How does the model differentiate performance?
Are all the competencies equal? - Selectable - Developable - Trainable
Is there a prioritization among the competencies? - Critical - Significant - Relevant
24
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People are Competency Challenged! 1. Interviewing - Listen for relevance - Qualify and quantify - Accurately, reliably, assess for competency mastery
2. Observing on-the-job - Differentiate performance * Novice * Performs with Assistance, * Demonstrated Competence, * Achievement of excellent performance
3. Coaching for competence - Understanding/buy-in/commitment - Accelerating competency performance - Coaching for competency mastery
Leading & Deciding Deciding & Initiating Action
Takes responsibility for actions, projects and people; takes initiative and works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.
Leading & Supervising
Provides others with a clear direction; motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour.
Supporting & Co-operating Working with people
Shows respect for the views and contributions of other team members; shows empathy; listens, supports and cares for others; consults others and shares information and expertise with them; builds team spirit and reconciles conflict; adapts to the team and fits in well.
Adhering to Principles & Values
Upholds ethics and values; demonstrates integrity; promotes and defends equal opportunities, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.
Interacting & Presenting Relating & Networking
Easily establishes good relationships with customers and staff; relates well to people at all levels; builds wide and effective networks of contacts; uses humour appropriately to bring warmth to relationships with others.
Persuading & Influencing
Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.
Creating & Conceptualising Formulating Strategies and Concepts
Works strategically to realize organisational goals; sets and develops strategies; identifies, develops positive and compelling visions of the organisation’s future potential; takes account of a wide range of issues across, and related to, the organisation.
Organising & Executing Planning & Organising
Sets clearly defined objectives; plans activities and projects well in advance and takes account of possible changing circumstances; identifies and organizes resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones.
Delivering Results & Meeting Customer Expectations
Focuses on customer needs and satisfaction; sets high standards for quality and quantity; monitors and maintains quality and productivity; works in a systematic, methodical and orderly way; consistently achieves project goals.
Adapting & Coping Adapting and Responding to Change
Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; shows an interest in new experiences.
Enterprising & Performing Achieving personal work goals and Objectives
Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.
Entrepreneurial & Commercial Thinking
Keeps up to date with competitor information and market trends; identifies business opportunities for the organisation; maintains awareness of developments in the organizational structure and politics; demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.
25
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Case Study - The Result WHY!
Modest at best results? Jill Ben
26
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Congratulations, your competencies ratings are all exceptional!
Competent – Yes . . . Valuable . . . Maybe?
Now as soon as we can figure out what you actually accomplish for the company . . .?
27
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End in Mind - Work Performance!
Occupational DNA
28
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Why the Productivity Disparity… Performance Predictors How well does each factor correlate with on-the-job success?
Full Glass = Exact Correlation
Education Training Interview Interests
References Behaviors Cognitive Experience
29
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Why the Productivity Disparity… Performance Predictors How well does each factor correlate with on-the-job success?
Full Glass = Exact Correlation
Source: Professor Mike Smith, University of Manchester; John E. Hunter & Rhonda Hunter, “Validity and Utility of Alternative Predictors of Job Performance”, Psychological Bulletin, Vol. 96, No. 1, p. 90; Robert P. Tett, Douglas N. Jackson and Mitchell Rothstein, “Personality Measures as Predictors of Job Performance: A Meta-Analytical Review”, Personnel
Psychology, p. 703, Michigan state University’s School of Business
Education Training Interview Interests
.10 .15 .13 .14
References Behaviors Cognitive Experience
.18 .26 .38 .53
30
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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
31
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Behavior
Individual Characteristics are Critical Building Blocks of Competencies
+ Learning
COMPETENCY
PERFORMANCE
Cognitive Abilities
Behavioral Traits
Interest
32
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ProfileXT® Differentiating Factors
Page 44
Cognitive Abilities
Behavioral Traits
Interest
33
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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
34
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Building Blocks + Competency = Integrated Solution
35
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Our Solution
Having done this, we can show you - graphically and
quantifiably - to what degree current employees, or
candidates for employment, match that standard.
36
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A Clear Target for Success… …against which people can be graphically and quantifiably
compared, has implications for…
• Selection • Development • Coaching • Managing • Succession Planning
37
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The ProfileXT® & Profile Sales Assessment™
Good Match
Drives a single job-match number
38
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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®
39
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The Deliverable - Competency Model Leading & Deciding Deciding & Initiating Action
Takes responsibility for actions, projects and people; takes initiative and works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.
Leading & Supervising
Provides others with a clear direction; motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour.
Supporting & Co-operating Working with people
Shows respect for the views and contributions of other team members; shows empathy; listens, supports and cares for others; consults others and shares information and expertise with them; builds team spirit and reconciles conflict; adapts to the team and fits in well.
Adhering to Principles & Values
Upholds ethics and values; demonstrates integrity; promotes and defends equal opportunities, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.
Interacting & Presenting Relating & Networking
Easily establishes good relationships with customers and staff; relates well to people at all levels; builds wide and effective networks of contacts; uses humour appropriately to bring warmth to relationships with others.
Persuading & Influencing
Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.
Creating & Conceptualising Formulating Strategies and Concepts
Works strategically to realize organisational goals; sets and develops strategies; identifies, develops positive and compelling visions of the organisation’s future potential; takes account of a wide range of issues across, and related to, the organisation.
Organising & Executing Planning & Organising
Sets clearly defined objectives; plans activities and projects well in advance and takes account of possible changing circumstances; identifies and organizes resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones.
Delivering Results & Meeting Customer Expectations
Focuses on customer needs and satisfaction; sets high standards for quality and quantity; monitors and maintains quality and productivity; works in a systematic, methodical and orderly way; consistently achieves project goals.
Adapting & Coping Adapting and Responding to Change
Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; shows an interest in new experiences.
Enterprising & Performing Achieving personal work goals and Objectives
Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.
Entrepreneurial & Commercial Thinking
Keeps up to date with competitor information and market trends; identifies business opportunities for the organisation; maintains awareness of developments in the organizational structure and politics; demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.
40
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What’s the Difference Between
Most organizations apply their resources
towards the creation and implementation of
the competency model rather then realizing
the anticipated benefit.
41
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Competency
Model
? 42
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Down the path of Realization
1. Communication
2. Accountability
3. Skill
4. Alignment
5. Measurement
43
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Down the path of Realization
1. Communication: Make and address the business case for the competency model. – Identification of the competency business drivers Example: Increase Market Share Improve Sales Capability Improve Leadership Capability Reduction of key talent turnover - Articulate Advocate
44
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Down the path of Realization
1. Communication: Make and address the business case for the competency model.
Articulate Advocate, Jack Welch
How do senior leaders show their passion and commitment to an initiative and its desired results?
The consistently advocate, cajole, recognize, reward, and encourage all key employees In the change effort!
45
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Down the path of Realization
2. Accountability: Clearly define roles and accountabilities for all key stakeholders, starting with the CEO. Define for each leader . . .
• What are they accountable for and to whom? • Establish measures of success • Plan to cascade down the accountabilities
46
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Down the path of Realization
3. Skill: Develop the skills of each key player in the implementation.
• Executive: communicate and create buy-in
• HR Staff: how to streamline for realistic & practical use
• Front Line Leadership: Coach and reinforce the use
• Employee directly impacted: how this is part of the
natural way work gets done.
47
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Down the path of Realization
4. Alignment: Align processes/systems to reinforce the desired behaviors and outcomes.
Before engaging a major initiative,
the processes and systems must
be diagnosed for the barriers
that Impede or prevent an
organization from realizing its
expected outcomes.
48
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Down the path of Realization
49
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Down the path of Realization
5. Measurement: Provide clear lead and lag measures of the desired outputs of the change.
- “You can’t manage what you don’t measure.”
Why are doing this in the first place?
Have we been successful?
50
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Down the path of Realization
5. Measurement: Provide clear lead and lag measures of the desired outputs of the change.
Lag Measure: - Measure of implementation success (Milestones) - Number of employees trained - Satisfaction with training.
Lead Measure: - Development activities linked to the competencies - Competencies as part of performance management - Competencies integrated into professional development plans
51
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Competency
Model
? 52
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Leading & Deciding Deciding & Initiating Action
Takes responsibility for actions, projects and people; takes initiative and works under own direction; initiates and generates activity and introduces changes into work processes; makes quick, clear decisions which may include tough choices or considered risks.
Leading & Supervising
Provides others with a clear direction; motivates and empowers others; recruits staff of a high calibre; provides staff with development opportunities and coaching; sets appropriate standards of behaviour.
Supporting & Co-operating Working with people
Shows respect for the views and contributions of other team members; shows empathy; listens, supports and cares for others; consults others and shares information and expertise with them; builds team spirit and reconciles conflict; adapts to the team and fits in well.
Adhering to Principles & Values
Upholds ethics and values; demonstrates integrity; promotes and defends equal opportunities, builds diverse teams; encourages organisational and individual responsibility towards the community and the environment.
Interacting & Presenting Relating & Networking
Easily establishes good relationships with customers and staff; relates well to people at all levels; builds wide and effective networks of contacts; uses humour appropriately to bring warmth to relationships with others.
Persuading & Influencing
Gains clear agreement and commitment from others by persuading, convincing and negotiating; makes effective use of political processes to influence and persuade others; promotes ideas on behalf of oneself or others; makes a strong personal impact on others; takes care to manage one’s impression on others.
Creating & Conceptualising Formulating Strategies and Concepts
Works strategically to realize organisational goals; sets and develops strategies; identifies, develops positive and compelling visions of the organisation’s future potential; takes account of a wide range of issues across, and related to, the organisation.
Organising & Executing Planning & Organising
Sets clearly defined objectives; plans activities and projects well in advance and takes account of possible changing circumstances; identifies and organizes resources needed to accomplish tasks; manages time effectively; monitors performance against deadlines and milestones.
Delivering Results & Meeting Customer Expectations
Focuses on customer needs and satisfaction; sets high standards for quality and quantity; monitors and maintains quality and productivity; works in a systematic, methodical and orderly way; consistently achieves project goals.
Adapting & Coping Adapting and Responding to Change
Adapts to changing circumstances; tolerates ambiguity; accepts new ideas and change initiatives; adapts interpersonal style to suit different people or situations; shows an interest in new experiences.
Enterprising & Performing Achieving personal work goals and Objectives
Accepts and tackles demanding goals with enthusiasm; works hard and puts in longer hours when it is necessary; seeks progression to roles of increased responsibility and influence; identifies own development needs and makes use of developmental or training opportunities.
Entrepreneurial & Commercial Thinking
Keeps up to date with competitor information and market trends; identifies business opportunities for the organisation; maintains awareness of developments in the organizational structure and politics; demonstrates financial awareness; controls costs and thinks in terms of profit, loss and added value.
Down the Path of Realizations! 1. Interviewing - Listen for relevance - Qualify and quantify - Accurately, reliably, assess for competency mastery
2. Observing on-the-job - Differentiate performance * Novice * Performs with Assistance, * Demonstrated Competence, * Achievement of excellent performance
3. Coaching for competence - Understanding/buy-in/commitment - Accelerating competency performance - Coaching for competency mastery 53
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Receive a Complementary Critical Job Study!
1. Select a critical job 2. Assess Job Incumbents 3. Complementary
Job Study
54
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Identifies what is really required for success in any give job – in terms of:
• Learning • Reasoning • Communication • Problem Solving • Behaviors • Interests
Critical Job Study
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A Clear Target for Success…
…against which people can be graphically and quantifiably compared, has implications for…
• Selection • Development • Coaching • Managing • Succession Planning
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Poll
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a. Yes b. No
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Questions?
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