competency-based talent development
DESCRIPTION
This is the second webinar of the series 7 Steps to Building Top-Performing Organizations Using Competency Models. In this session we present best practices, guidelines and examples of how Fortune 500 companies develop their top talent strategically, using competency models. You will learn effective methods to assess and develop competencies to help your people and your organization succeed.TRANSCRIPT
Part Two: Competency-Based Talent Development
Luciano Gregoretti
Consultant
908.897.0924
1 - How to Develop Valid and Actionable Competency Models
2 - Competency-Based Talent Development
3 - Using Competency Models to Hire Top
Talent
4 - Competency Models and Performance Management
7 Steps to Building Top-Performing Organizations Using Competency Models: Progression
5 - Competency-Based Coaching
6 - Competency Models and Leadership
Development
7 - Integrated Talent Management and Cloud Technology
June 10th – 12th June 24th – 26th July 8th – 10th July 22nd – 24th
Aug 5th – 7th Aug 19th – 21st Sep 2nd – 4th
Why Development? Enable people to upgrade their skill-set Help achieve challenging goals Increase motivation and self-confidence
Employees
Improve organizational performance Facilitate adaptation to change Increase employee engagement and retention
Organization
How We Develop
On-the-job ExperienceChallenging and developmental work assignments/projects
FeedbackContinuous multi-rater feedback for development
ActivitiesBest-practice global learning activities, programs and coursework, self-development
70%
20%
10%
• Stretch Assignments• Special Projects • Lateral Moves• Challenging Jobs• Development in Place
• 360 Feedback• Mentors/Coaches• Manager Conversations• Evaluations
•Education•Training•Self-Study
Source: Center for Creative Leadership
Reactive VS Competency-based TrainingCompetency-Based Training
Based on long-term goals Focused on important KSA Support organizational
strategy and culture Proactive role of trainee
“Reactive” Training Based on immediate need Not focused on KSA that are
linked to performance Difficult to support strategic
direction Passive role of trainee
Competency Assessment
Competency Proficiency Assessment
Bi-directional assessment of an individual’s proficiency level
Produces a comparative assessment report for use in developmental
discussions
Provides organizational dashboard on overall workforce competency
proficiency
Competency Proficiency Assessment Guidelines & Principles• Proficiency levels ≠ performance management rating scale
• If you have a new competency model, conduct assessment as the first activity after launch
• Assessment based on consistently observed skills and behaviors
• Bring concrete examples and rationales
• Tenure does not always equal expert
• Should only be done 1-2 times a year max
Sample of Competency Proficiency Assessment report
Sample of Competency Proficiency Assessment report
12
Area Manager Proficiency Level Averages by BU:National Manager Assessment of Area Managers
Success Factors
Learning
Applying
Leading
Expert
Team 1
Team 2Team 3
13
Area Manager Proficiency Level Averages – Team1 2013 vs. 2012
Perform
ance &
Results
Driven
Driving In
novation
Thrives in
Ambiguity
Clinica
l & M
arketplace Exp
ertise
Business
Planning & In
sights
Regulatory & Complia
nce
Customer P
artnersh
ips
Cross-
Functional P
artnerin
g
Coaching
Engagement
Development & Perfo
rmance
Management
Recruiting &
Selection
Success Factors
Learning
Expert
Applying
Leading
20132012
Development Planning
Competency-Based Development Process
Proficiency Assessment
Developmental Discussion
Development PlanImplementation
Multiple Check In Discussions
Development Best-Practices• You can’t work on everything – identify 1-2 key areas for focus
• Individual needs married with organizational goals and objectives
• Are they working to build proficiency in current role or preparing for the next role?
• Don’t just focus on weaknesses – people need to enhance strengths, while closing areas where there are skill gaps
• You need to balance both
• Development plans should show a continuum of competency growth
Developmental Activities
Classroom Training
E-Learnings and virtual In
BasketsCoaching
On The Job Activities Rotations Special
Assignments
Example of Competency-Based Developmental Activities
Solution (total length 8 months)
½ day training course
“Presentation Skills”
Self-Training exercise based on
techniques learned in training course
Deliver presentation and gather feedback
Debriefing with manager
Special assignment
project
Competency Proficiency Assessment
Example of Frank Simon
TalentFirst Headquarters1011 US Hwy. 22 WestBridgewater, NJ 08807
TalentFirst IndiaB 45 DSIDC Industrial EstateDelhi 1100 95, INDIA
Luciano GregorettiConsultant
908.897.0924 [email protected]