five steps to delivering a competency-based development plan

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Speaker: Gordon RitchieDirector, Competency SolutionsKenexa, an IBM Company

Amy EricksonSenior Competency Solutions ConsultantKenexa, an IBM Company

Moderator: Kellye WhitneyManaging EditorChief Learning Officer magazine

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Kellye WhitneyManaging EditorChief Learning Officer magazine

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Gordon RitchieDirector, Competency SolutionsKenexa, an IBM Company

Amy EricksonSenior Competency Solutions ConsultantKenexa, an IBM Company

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5 STEPS TO DEVELOPING A COMPETENCY-BASED DEVELOPMENT PLAN

Amy EricksonGordon Ritchie

To us, business is personal

© 2012 Kenexa Corporation 99

IBMSMARTER WORKFORCE

Leaders and employees transforming organizations for business advantage in three significant ways

AttractAttract and recruit top talent and source the best people for your

culture and business needs.

Land the perfect job:Employee strengths, career

aspirations, and personality are matched to the role and company

culture.

EmpowerEmpower employees to hit the ground running and to continually learn and develop their skills so that

they can make the greatest impact.

Hit the ground running:Employees are empowered with the right tools and easily connect to expertise across the organization

to grow their skills and start contributing immediately.

MotivateBuild a workforce of innovative leaders and teams that solve problems together—resulting in stronger engagement, increased productivity and higher profit.

Make an impact:Employees are motivated to outperform, using tools to measure their progress, and transform the organization and their careers.

A Smarter Workforce has employees who are:

Motivated, Committed, Loyal, Productive, Creative, Proactive, and High Value


WHAT THE ANALYST SAY…

“Best‐In‐Class organizations are more than twice as likely to identify competency data for each employee.”

“If we can apply science to improving the selection, management, and alignment of people, the returns can be tremendous.” Forbes Leadership Article February 2013

“… companies realize they cannot solve their skills shortages externally. To achieve competitive advantage, they must commit to developing the right skills internally” Corporate Learning Factbook 2012

SHRM recognized in their 2012 Employee survey, being recognized in using your skills is now the #1 employee job satisfaction issue, above pay, benefits etc.


CHALLENGES DEFINING COMPETENCIES

Copyright Kenexa®, 2012

Source: Competencies, Compensation and Technology Luncheons.- 2012

0.0%10.0%20.0%30.0%40.0%50.0%60.0%70.0%

Manual process

Budget Constraints

Too difficult to define

competencies

Too many jobs

Lack of executive support

What prevents you from implementing competencies (or extending the competencies you

have) in your organization?


• Understand the challenges to deploying competency based development plans

• Review the 5 step methodology to successfully deliver competency based development

• Learn key tips and tools that can help you overcome common objections and delays

TODAY’S OBJECTIVES


1. Create a Consistent Competency Architecture

2. Identify Critical Competencies based on Business Strategies; Map to Jobs, Projects, CV’s…

3. Map Learning to Competencies

4. Determine Knowledge Gaps for each Competency

5. Create Development Plans

THE 5 STEPS

STEP 1 –CREATE A CONSISTENT COMPETENCY ARCHITECTURE


ELEMENTS OF A JOB PROFILE COMPETENCY PROGRAM

Technology

Methodology / Adoption Strategies

Architecture

Content



COMPETENCY IMPLEMENTATION: FOCUS

80% of the effort

20% of the effort (if able to move out of development stage)

Recommended Approach20% of the effort

Get the “big things right”; “don’t dwell on the small stuff”.Apply existing materials and best practices in developing a rapid draft Focus on the overall architectureKey success criteria and themes.

Develop and use quickly and update over time.Focus on buy‐in and change management processes.Make sure you get to the applications; don’t get stuck in model development.

Position models as prototypes for learning how to change behaviors (vs. a perfect output image).

ApplicationIntegration Iteration

Launch & Communication

Long‐Term Implementation

Development

Typical Approach80% of the effort


TYPES OF COMPETENCIES AND IMPACT

Functional Competencies

Core, Leadership

& Levels‐BasedCompetencies

Technical and Domain Specific Competencies

Reflects strategy and cultureSupports selection and hiringReflects the leadership pipelineApplicable to all roles

Reflects functional strategy and key skillsApplies to all functional incumbents and candidates

Reflects job/role specific knowledge and skillsWell suited for skills assessment, skills inventory analysis and developmentApplies to incumbents and candidates by position

“A combination of knowledge, skills and abilities describing the demonstrable indicators of proficiency.”

© 2012 Kenexa Corporation 1818Copyright Kenexa®, 2012

CONSISTENTLY DEFINING SKILLS AND EXPERTISE


BUILDING THE PROFILE COMPETENCY ARCHITECTURE

Competency Innovation

Definition Develops new ideas and initiatives that improve the organization's performance.

Level 1:Basic Understanding

Suggests better ways of completing own work.

Demonstrates the ability to generate ideas organically or in a brainstorming session.

Supports innovations that are introduced by team leaders and managers.

Seeks help to shape ideas into workable proposals for change.

Level 2:Working Experience

Seeks new or non‐traditional ideas to improve effectiveness in own area of responsibility.

Participates in efforts to develop ideas generated by team members.

Seeks applicable new ideas and approaches.

Surfaces ideas from other groups that have applicability to the team.

Helps develop implementation plans for introducing innovations to the group.

Level 3: Extensive Experience

Encourages exploration of non‐traditional ideas from team members.

Seeks new or non‐traditional ideas to improve effectiveness in team's area of responsibility.

Fosters a team culture that encourages exploration of non‐traditional ideas.

Guides team members in the development and fulfillment of proposed innovations.

Develops change initiatives that target improvement of significant organizational capabilities.

Implements strategies for renewing or deepening change efforts.

Level 4:Subject Matter

Depthand

Breadth

Introduces new perspectives and information to the team in order to stimulate innovation and change.

Supports new ideas and technologies that produce competitive advantage.

Shares best practices and benchmarks of excellence.

Provides ongoing sponsorship for innovation programs and change initiatives.

Mentors team to question established practices and propose innovations.

Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.Copyright Kenexa®, 2012

Coaching Tips

Development Statements

Learning References


IMPLEMENTATION PROCESSES & KNOWLEDGE TRANSFER

PLAN & DEFINE

DESIGN & CONFIRM

DEPLOYANALYSE & ACT

MONITOR & IMPROVE

Organizational Strategies & Goals

On‐the‐Job TrainingImplementation Guide Templates • working group agendas • internal team roles and resp• sample project plan• FAQ’s• communication strategy and samplesGovernance Considerations


DEFINING JOB COMPONENTS

Job XYZ Responsibilities includeInnovating new analysis techniques to create the highest quality…..Xxxxxxx

Job XYZ Responsibilities1. Create applications for sale to the open market….2. xxxx3. Xxxx

Innovation –Level 3

Communications –Level 2

Systems Analysis –Level 4

System Testing –Level 2


WHAT ARE JOB PROFILES?

Job ResponsibilitiesPrimary Responsibilities‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

CompetenciesKnowledge, Skills, Abilities required to successfully carry out Job Responsibilities‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

Proficiency LevelsLevel of expertise required to be successful in a job‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

Step 2

Step 3

Job Family Profile MatrixMgrJobTitle

Sr.JobTitle

Jr.JobTitle

Assoc.JobTitle

Core Competency

4 3 2 1

Leadership Competency

4 3

Functional Competency

4 3 2 1

TechnicalCompetency

4 2 1

Proficiency Levels

Step 1


© 2012 Kenexa Corporation 23Copyright Kenexa®, 2012 23Copyright Kenexa®, 2012

JOB CLARITY / CAREER OPPORTUNITIES

Director of Cloud Computing Operations

Risk & IT Compliance Manager ‐ Cloud

Computing

Cloud Computing Solution Architect

Cloud Computing Infrastructure Architect

Cloud Security Architect

Competency Name Proficiency Proficiency Proficiency Proficiency Proficiency

Knowledge of Organization 3 - Extensive experience

3 - Extensive experience

2 - Working experience

2 – Working Experience

2 – Working Experience

Innovation 3 - Extensive experience

2 - Working experience 2 - Working

experience2 – Working Experience

Mobile Operating Systems and Platforms

4 - Subject matter depth and breadth





Information Security Technologies



Information Security Architecture 3 - Extensive experience



Information Security Audits 3 - Extensive experience

Data Privacy 3 - Extensive experience


Cloud Computing 4 - Subject matter depth and breadth




Cloud Computing Architecture 3 - Extensive experience





STEP 2 –IDENTIFY CRITICAL COMPETENCIES BASED ON BUSINESS STRATEGIES


BUILDING & EVOLVING THE STRATEGIC ORGANIZATIONAL MODEL

Company Goals & Priorities,Industry Trends,

Company Subject Matter Expertise

Existing Company Competency Content

Purchased Competency Content

Strategic Organizational Model


BUSINESS REQUIREMENTS

RISK MANAGEMENT: • Do we have the critical workforce competencies to compete today and in the future? • What knowledge, skills, and abilities are walking out the door when an employee

leaves? (baby boomers) • How will we address changing governmental regulations / compliance issues?SUCCESSION PLANNING / LEADERSHIP PIPELINE:• How do we know a ‘hi-pot’ is ready to move?• What is our bench strength should an incumbent leave a critical job (at any level)

DEVELOPMENT PLANNING: • Are we expending our development resources in the right areas, in the most efficient

way?

ORGANIZATIONAL ALIGNMENT AND COMMUNICATION: • How do employees know what the company expects of them? • Are individuals’ jobs and competencies aligned with corporate objectives, strategies,

and goals with individuals’ jobs?• What can we do to improve employee engagement scores?STAFFING AND RECRUITING: • Are we hiring in the right competencies at the right levels for the right positions?• Do we have the talent in-house?

STEP 3 –MAP LEARNING RESOURCES TO COMPETENCIES


ASSIGNING LEARNING RESOURCES

Competency Innovation

Definition Develops new ideas and initiatives that improve the organization's performance.

Level 1:Basic Understanding

Suggests better ways of completing own work.

Demonstrates the ability to generate ideas organically or in a brainstorming session.

Supports innovations that are introduced by team leaders and managers.

Seeks help to shape ideas into workable proposals for change.

Level 2:Working Experience

Seeks new or non‐traditional ideas to improve effectiveness in own area of responsibility.

Participates in efforts to develop ideas generated by team members.

Seeks applicable new ideas and approaches.

Surfaces ideas from other groups that have applicability to the team.

Helps develop implementation plans for introducing innovations to the group.

Level 3: Extensive Experience

Encourages exploration of non‐traditional ideas from team members.

Seeks new or non‐traditional ideas to improve effectiveness in team's area of responsibility.

Fosters a team culture that encourages exploration of non‐traditional ideas.

Guides team members in the development and fulfillment of proposed innovations.

Develops change initiatives that target improvement of significant organizational capabilities.

Implements strategies for renewing or deepening change efforts.

Level 4:Subject Matter

Depthand

Breadth

Introduces new perspectives and information to the team in order to stimulate innovation and change.

Supports new ideas and technologies that produce competitive advantage.

Shares best practices and benchmarks of excellence.

Provides ongoing sponsorship for innovation programs and change initiatives.

Mentors team to question established practices and propose innovations.

Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.Copyright Kenexa®, 2012

© 2012 Kenexa Corporation 2929Copyright Kenexa®, 2012

DEVELOPMENT AND COACHING DISCUSSIONS-INNOVATION

Development Statement Name Description

Devel. Statement Group Types

Fostering Innovation Foster innovation by increasing R&D expenditures by 20% in the next year.

Quantitative

Prompting Innovative Thinking Attend industry-specific conferences on a quarterly basis, and look for products of offerings that could be improved or expanded on as a way to jumpstart innovative thinking.

Qualitative

Rewarding Innovation Offer a quarterly award to the most innovative employee, as measured by the number or success of innovations.

Qualitative

Coaching Tip Name Description Coaching Tip Type

Looking for Alternative Solutions Look for alternative solutions to business problems, without initially evaluating feasibility or likelihood of success.

Exploring|Planning

Sharing Problems for Second Opinions

Encourage your team to share problems with coworkers for second opinions. People not directly involved in the problem can provide ideas and points of view not previously explored.

Promoting

Out‐of‐the‐Box Thinking For major projects, hold brainstorming meetings with your team that facilitate out‐of‐the‐box thinking. Let employees bounce ideas off of each other without requiring an immediate solution.

Exploring

http://portals.kenexanet.com/kenexamarketing/Image Gallery/Image Gallery/Stock Photos/Business People Discussing Document.jpg


LEARNING REFERENCES -INNOVATION

Learning Reference Learning Reference Name Learning Reference Description

Activities On & Off the job Quality initiative participation Participate in the implementation of a significant quality initiative that includes process mapping, developing improvement strategies, negotiating tradeoffs and buy-in for resources, and developing follow-up measurements

Activities On & Off the job Observe role models Observe and analyze the behavior of potential role models for change

Activities On & Off the job Create benchmarks Benchmark other groups or external organizations to get new ideas for productive change

Learning Type ExamplesActivities On & Off the job “OJT” ‐ 70‐20‐10

Books Full spectrum of business and technical subjects

Conferences Professional conferences

Government Resources Government regulatory agencies, resources, practices

Internal References Company‐specific materials, best practices, resource center

Organizations, Associations

Not‐for‐profit, professional associations and user groups

External Publications and References

Professional journals, periodicals, newsletters, newspapers; Surveys, reports, government, regulatory and industry guidelines

Training Programs; Universities

Instructor‐led in‐house, local, regional classes; Higher education institutions with programs for the business community

Vendors For‐profit training, software or service vendors and publishers

Internet Websites with relevant information


INVOLVED FROM BEGINNING

PLAN & DEFINE

DESIGN & CONFIRM

DEPLOYANALYSE & ACT

MONITOR & IMPROVE

Organizational Strategies & Goals


CRITICAL ROLE IN CORE TEAM

•Assign Learning Advisor to Core Competency TeamPlan & Define

•Facilitate Learning Resource Sessions with SME’s at end of Working Sessions•Assemble Learning Team to review and map existing training materials and activities to chosen competencies.

• Create a learning reference repository – each item can be used more than once.

Design & Confirm

•Ensure Learning References are mapped to competencies and are communicated to organization at time of implementation.

•Often the first and most substantial “WIIFM” – key to adoptionDeploy

•Analyze the results if performing gap assessments.•Determine with Managers key competency gaps, consult with options.•Arrange for training – OJT, job rotations, conferences…

Analyze & Act

•Ensure involvement on competency reviews•Periodically (Annually? Semi‐annually) scan the data base for outdated materials, update with new.

• Scan database to ensure there are learning resources for every competency and visa versa

Monitor & Improve

STEP 4 –IDENTIFY KNOWLEDGE GAPS


THE COMMON DENOMINATOR

Competencies

Job

Individual

ResumeProject

Learning Resources

© 2012 Kenexa Corporation 35Copyright Kenexa®, 2012 35Copyright Kenexa®, 2012

INDIVIDUALS

Sample Competencies Cloud Computing Application Architect, Senior

Jim's CurrentProficiency Level

Knowledge of Organization 2 2

Products and Services 3 3

Earned Value Management 3 3

Software Development 3 3

Extreme Programming (XP) 4 3

IT PROJECT MANAGEMENT 3 3

INFORMATION SECURITY MANAGEMENT 3 2

Configuration Management 3 3

CLOUD RESOURCE MANAGEMENT 4 1

© 2012 Kenexa Corporation 36Copyright Kenexa®, 2012 36

TEAM COMPETENCY GAP ANALYSIS

What competency gaps do we have which would prevent us from meeting our business objectives? How will these impact each function within the organization?

© 2012 Kenexa Corporation 37Copyright Kenexa®, 2012 37

CANDIDATE ANALYSIS

How do we find out who is best suited for each role in the organization? Or which other roles would better suit them?

STEP 5 –CREATE DEVELOPMENT PLANS


WHERE ARE THE GAPS?• Individual Knowledge Gaps: Not necessarily “bad.” Perhaps new to

role, or it is a new competency for the company – pro-active, future-looking requirement. Organizational movement.

• Team Gaps: Used to isolate the skills to develop in individuals. Provides a reason why individual is receiving development in one competency over another.

• Prepare for a Career Move: Mindful, planned development to build the competencies needed for a new job. Also for the incumbent who will be moving into the job.

• Close Resume “Gap”: e.g., if operational experience is missing from a leader’s curriculum vitae – assign project with operation competencies as a requirement.

• Address a new Project’s Requirements: plan for future.

• Support Organization’s move into new Market: be pro-active; manage organization risk


DEVELOPMENT PLANNING

• Identify Competencies to Develop

– Individual knowledge gaps

– Filling Leadership CV Gaps

– Address Project Critical Competencies for Future

– Address organization risk due to lack of core competencies

• Identify Key Learning References for each Competency

– OJT; Coaching; Mentoring; SME’s; Job Rotations; Project Assignments

– Filling Leadership CV Gaps

• Work with Manager to create schedule for learning


LEARNING RESOURCE GOVERNANCE

• Assign a learning specialist to the core competency team permanently.

• Determine frequency of updates in lieu of any organizational shifts – annually?

• Develop processes and criteria for adding, updating and deleting learning resources.

• Client feedback• Dated material• Obsolete websites• SME’s• New vendor offerings• New technologies


COMPETENCY IMPLEMENTATION (BEST PRACTICES)

Model Building• Ensure linkage between competencies and organization strategies• Keep models simple at launch• Add dimensional criteria and keep the momentum• Start with a library or Competency Framework

Applications• Focus on assessment and development first, then evaluation and pay applications• Integrate of the competencies with all processes, even if tools aren’t• Ensure consistency of applications rather than allowing too many variations

Change Management• Clarify and communicate specific objectives of your applications up front• Ensure top management and line management buy-in and ongoing support• Be focused in implementation (i.e., one function, one pilot group first)• Provide training and communication more consistently and carefully (building in training at

all stages of implementation)• Develop and consistently apply a measurement system used to evaluate the effectiveness

of implementation over time

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five steps to delivering a competency-based development plan

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