Competency Dictionary
Competency Interview Guides
Building Competency Models Certification
Workshop
Improve Your Organization’s Performance with...
Workitect’s
COMPETENCY MANAGEMENT SYSTEMSimple Practical Customizable High ROI
Use with a HRMS of your choice
Three essential tools to help you create competency-based HR applications
Create a framework 1. Competency DictionaryA license to use our Competency Dictionary enables you to easily create models and applications without having to develop your own dictionary. The Dictionary includes thirty-five validated competencies in five clusters, with definitions, behaviors, and levels by position and proficiency. The Dictionary is customizable, and is available in English, Spanish, French, German, and Italian. Details at http://www.workitect.com/licensing.html
Apply to assessment & selection 2. Competency Interview GuidesCompetency Interview Guides assist in the behavioral interviewing process. Each guide provides specific questions and probes for each of the thirty-five competencies in the Competency Dictionary. In addition, positive and negative behavioral indicators are listed that will help evaluate the candidate’s responses. An instructional guide and candidate interview summary form are included. The set is provided in a PDF or Word format for easy customization. Details at http://www.workitect.com/interview_guides.html
Develop job competency models and applications 3. Building Competency Models CertificationSuccessful completion of Workitects “Building Competency Models” three-day workshop prepares participants to effectively use the competency dictionary and to develop job competency models and applications. It gives the participant’s organization the rights to use more than thirty forms, templates, instruments, and tools for implementing competency-based HR systems. It is conducted as a public or on-site workshop. Details at http://www.workitect.com/building_competency_models.html
Intellectual Property Licenses are also available for the Competency Development Guide and eDeveloper™.
COMPETENCIES. SIMPLIFIED.
Effective March 1, 2014
On-Site Workshops
Competency Dictionary and Competency Interview Guide licenses are included.Effective until June 30, 2014
COMPETENCIES. SIMPLIFIED.
1.Competency DictionaryAn Example of the Description of Each Competency
15. BUILDING COLLABORATIVE RELATIONSHIPSDefinition: The ability to develop, maintain, and strengthen partnerships with others inside or outside of the organization who can provide information, assistance and support.
Behaviorsa. Asks about the other person’s personal experiences, interests, and familyb. Asks questions to identify shared interest, experiences or other common groundc. Shows an interest in what others have to say; acknowledge their perspectives and ideasd. Recognizes the business concerns and perspective of otherse. Expresses gratitude and appreciation to others who have provided information, assistance or supportf. Takes time to get to know co-workers, to build rapport and establish a common bondg. Tries to build relationships with people whose assistance, cooperation and support may be neededh. Provides assistance, information and support to others, to build a basis for future reciprocity
P E O P L E
B U S I N E S S
S E L F M A N A G E M E N T
COMPETENCIES DEALING WITH
COMPETENCIES DEALING WITH
COMPETENCIES DEALING WITH
31 Self Confi dence
32 Adaptability
33 Personal Credibility
34 Flexibility
35 Personal Accountability
PREVENTING AND SOLVING PROBLEMS
16 Diagnostic Information Gathering
17 Analytical Thinking
18 Forward Thinking
19 Conceptual Thinking
20 Strategic Thinking
21 Technical Expertise
ACHIEVING RESULTS
22 Initiative
23 Entrepreneurial Orientation
24 Fostering Innovation
25 Customer Orientation
26 Results Orientation
27 Thoroughness
28 Decisiveness
29 Business Acumen
30 Global Perspective
LEADING OTHERS
1 Establishing Focus
2 Providing Motivational Support
3 Fostering Teamwork
4 Empowering Others
5 Managing Change
6 Developing Others
7 Managing Performance
8 Fostering Diversity
COMMUNICATING AND INFLUENCING
9 Attention To Communication
10 Oral Communication
11 Written Communication
12 Persuasive Communication
13 Interpersonal Effectiveness
14 Infl uencing Others
15 Building Collaborative Relationships
Basic
• Understands the need to develop positive relationships with key people inside and outside of the organization• Begins to cultivate needed relationships • Is willing to listen to others• Is respectful of others, their needs and ideas
• Understands others and how to approach them; takes the necessary steps to get to know their team members• Has developed positive working relationships with many key people• Can relate to the needs of their staff and clients• Respects contributions of others on team
• Inspires confidence, respect and trust in their staff and clients; seen as honest and open• Has developed strong relationships with key people and uses those relationships to produce results• Relates well to diverse people in varying situations across the organization• Actively seeks out other’s opinions and ideas
• Seen as approachable; makes people feel comfortable; understands the impact of one’s words • Has established a network inside and outside of the organization whom he/she can rely on for information and assistance• Uses trusting relationships to solve problems and manage challenging situations• Encourages others to state opinions contrary to his/her own
Proficient
• Understands others and how to approach them; takes the necessary steps to get to know their team members• Has developed positive working relationships with most key people• Can relate to the needs of their staff and clients• Respects contributions of others on team
• Inspires confidence, respect and trust in their staff and clients; seen as honest and open• Has developed strong relationships with key people and uses those relationships to produce results• Relates well to diverse people in varying situations across the organization• Actively seeks out other’s opinions and ideas
• Has established an informal network inside and outside of the organization whom he/she can rely on for information and assistance• Uses trusting relationships to solve problems and manage challenging situations• Encourages others to state opinions contrary to his/her own
• Gets more visibility for self and the organization by further developing expanded external networks and connections to the industry• Demonstrates an understanding of the organization and culture and how to leverage relationships and resources to produce results; is organizationally savvy• Can maintain relationships even under difficult or heated situations; trusted to be an “honest broker”• Brings people together with differing opinions to seek solutions to problems
Advanced
• Inspires confidence, respect and trust in their staff and clients; seen as honest and open• Has developed strong relationships with key people and uses those relationships to produce results• Relates well to diverse people in varying situations across the organization• Actively seeks out other’s opinions and ideas
• Has established an informal network inside and outside of the organization whom he/she can rely on for information and assistance• Uses trusting relationships to solve problems and manage challenging situations• Encourages others to state opinions contrary to his/her own
• Demonstrates an understanding of the organization’s culture and how to leverage relationships and resources to produce results; is organizationally savvy• Can maintain relationships even under difficult or heated situations; trusted to be an “honest broker”• Brings people together with differing opinions to seek solutions to problems
• Seen as a “face of the company” within the industry; maintains visibility within the organization• Leverages relationships and alliances to overcome obstacles and advance the organization’s goals• Seen as a model for being organizationally savvy within the organization• Can maintain relationships even when faced with very difficult or highly emotional situations; trusted to be an “honest broker”
Supervisor
Manager
Sr. Mgr./ Director
Executive
The Competencies
COMPETENCIES. SIMPLIFIED.
apply to assessment & selection 2. Competency Interview GuidesThese interviewing tools are flexible and easy to use. Each interview guide is designed to focus on the key competencies contained in the competency model for the position being filled. Interviewers can assess candidates on each of the 35 competencies in Workitect’s Competency Dictionary. The Guides are for:
• Hiring managers looking to conduct interviews in a structured, standardized format
• HR professionals who want a straightforward means to evaluate candidates• Managers unfamiliar with a structured interview process
Customization: The intellectual property license lets organizations:
• Personalize and customize interviewing content• Enhance their interviewing application by adding unique criteria• Uniquely brand interviewing guides• Reorganize interviewing guide templates
3. Competency Modeling Certification
Building Competency Models Workshop
A three-day workshop that gives HR and training professionals a six-step process to developing their own competency models without external assistance. Topics include:
• Planning a competency modeling project• Communicating and gaining support for the project• Alternative methods for building single compe tency models and one-size-fits-all models• Approaches for building competency models for multiple jobs in an organization• Using resource panels to collect data• Conducting structured key event interviews • Analyzing and coding interview transcripts, and writing job models• Developing HR applications for talent management, assessment, selection, succession planning, development, and performance management
Tuition for one person’s attendance at a Building Competency Models workshop is included with the license fee for the Competency Dictionary.
Competency Interview Guide 15
Building Collaborative
Relationships
The ability to develop, maintain, and strengthen partnerships with others inside or outside of the
organization who can provide information, assistance and support.
Purpose of the Interview Guide:
This Interview Guide is designed to assist in the behavioral interview process. It p
rovides specific questions
and probes for the behaviors of the competency. In addition, positive and negative behavioral indicators
are listed that will help evaluate the candidate’s responses. While the process described below is designed
for multiple interviewers seeing each candidate, it can be completed with only one interviewer.
Prior to the interview: • Review the candidate’s resume.
• Review the assigned competencies and the behaviors that comprise each competency.
• Select the specific questions you feel comfortable asking each candidate. Note: Not all the questions need to be
used—select at least two questions.
During the interview: • Greet the candidate and spend a few minutes building rapport; talk about areas the candidate is interested in.
• Transition into the formal interview.
• Ask the selected questions and use follow-up probes to get complete examples of the:
– Situation that the candidate encountered;
– Actions that the candidate took;
– Results or outcome of the actions taken.
• Give the candidate time to think about past examples/experiences when answering the questions.
• Ideally get at least 2-3 examples for each question.
• Use this guide to take notes and evaluate the candidate.
Following the interview: • Check off appropriate behavioral indicators and summarize key observations and notes. Rate the candidate on
each assigned competencies in the space provided at the bottom of each page.
• Note any observations for competencies not assigned and be prepared to discuss.
• After completing, interviewers should meet to discuss and reach consensus on the final ratings for each
candidate and complete the Candidate Interview Summary.
• Make the selection decision.
Candidate:
Interviewer:
Date if Interview:
Behavioral Questions and Probes
4
Give me an example of a time you identified someone inside or outside your organization that could provide
expertise or support to something you were working on (e.g. a project or idea you were trying to propose), but did
not know them. How did you develop the relationship with this person?
• What was the situation? What action(s) did you take? What was the result?
5
Tell me about a time you wanted to develop a relationship with someone in another department or work group
that could provide you with some valuable assistance or expertise. What did you do to develop the relationship?
• What was the situation? What action(s) did you take? What was the result?6
Think about a time when there was an individual in your organization that you did not know very well, but it was
critical that you develop a relationship with him/her (for whatever reason). What did you do to develop a
relationship with this person?
• What was the situation? What action(s) did you take? What was the result?
Competency Interview Guide 15
Competency Interview Guides
Candidate Interview
Summary
Candidate:
Interviewers:
Competencies
Strength Area Demonstrates Proficiency
Improvement Opportunity
Managing Change
Influencing Others
Building Collaborative
Relationships
Diagnostic Information
Gathering
Forward Thinking
Result Orientation
Flexibility
Key Findings and Summary Comments
Overall Candidate Evaluation
More than Acceptable
Acceptable
Less than Acceptable
2020 N.E. 53rd StrEEt • Ft. LaudErdaLE, FL 33308 • PhoNE: 954.938.5370 • Fax: 954.938.5025 • WeB: www.workitect.com • EmaiL: [email protected]
1 2 3 4 5 6
CONCEPTUALIZING THE PROJECT
PROJECTPLANNING
DATACOLLECTION
DATA ANALYSISAND CODING
BUILDING THECOMPETENCY MODEL
DEVELOPAPPLICATIONS
What you can do with an intellectual Property License
With an intellectual property license, you can use the Workitect content or create derivatives of it. Derivatives are created when you add to or delete content, make changes to the wording, add in your own company language, or copy portions of the content into another document. With an intellectual property license, you can:
• Create a competency model for your organization
• Modify Workitect Competency definitions and Interview Guide questions to fit your corporate culture and business needs
• Combine competencies and definitions with your organization’s value statements to create a company model for distribution within your organization
• Create competency-based job profiles and descriptions
• Load Workitect Competencies and development options into your performance management or talent management system
• Include competencies and definitions in performance reviews
• Create 360°feedback instruments
• Embed the competencies in a HRMS (Workitect’s competencies have been pre-loaded into Halogen’s system)
License Fee for Dictionary and Interview GuidesNumber of Employees
0-500 $1,980 Included with attendance at BCM workshop
501-750 $5,000 Less tuition fee for Building Competency Models workshop
751-1,000 $6,000 Less tuition fee for Building Competency Models workshop
1,001-1,500 $7,000 Less tuition fee for Building Competency Models workshop
1,501-2,500 $9,000 Less tuition fee for Building Competency Models workshop
2,501-4,000 $10,000 Less tuition fee for Building Competency Models workshop
4,001-6,000 $12,000 Less tuition fee for Building Competency Models workshop
Over 6,000 Contact Us Less tuition fee for Building Competency Models workshop
On-Site WorkshopsCompetency Dictionary and Competency Interview Guide licenses are included.Effective until June 30, 2014
There are no annual renewal fees.• Periodic updates will be available at a cost not to exceed $500.• Available in English, German, French, Spanish, and Italian. License fee is for one language. Additional languages are $500 each.• No charge for organizations sponsoring an on-site workshop.
STEPS TO AN EFFECTIVE
SYSTEM
1Purchase an
intellectual property license to use our Competency Dictionary
and Interview Guides
2Attend our
Building Competency Models workshop
3Develop your own
competency framework, models, and HR applications,
4Develop or purchase a HRMS (not offered by Workitect) to
integrate and manage the system you have created. Most
HRMS vendors give you the option of using your custom dictionary instead of their
generic one.
2020 N.E. 53RD STREET • FT. LAUDERDALE, FL 33308 • PHONE: 954.938.5370 • FAX: 954.938.5025 • WEB: www.workitect.com • EMAIL: [email protected]
COMPETENCIES. SIMPLIFIED.
Call 800.870.9490 to speak with a consultant about the workshop
or email us with your questions.
Detailed program brochure Register for the workshop