how to develop valid and actionable competency models!
DESCRIPTION
Learn how to create a valid competency model to drive better business results. In this presentation we discuss: - how present a competency model business case - how to engage leaders and organizations - how to create a valid model that can be integrated in other talent management systemsTRANSCRIPT
Part One: How To Develop Valid And Actionable Competency
ModelsLuciano Gregoretti
Consultant
908.897.0924
1 - How to Develop Valid and Actionable
Competency ModelsJune 10th – 12th
2 - Competency-Based Talent Development
June 24th – 26th
3 - Using Competency Models to Hire Top
TalentJuly 8th – 10th
4 - Competency Models and Performance
ManagementJuly 22nd – 25th
7 Steps to Building Top-Performing Organizations Using Competency Models: Progression
5 - Competency-Based Coaching
Aug 5th – 7th
6 - Competency Models and Leadership Development
Aug 19th – 21st
7 - Integrated Talent Management and Cloud
TechnologySep 2nd – 4th
Competencies 101
Business Case For Competencies
Financial Capital
Human Capital
What’s In It For…Everyone!?
EMPLOYEEEMPLOYEEMANAGERMANAGER
Clear expectations Ownership of development Increase performance
More effective coaching Easier performance appraisal Better hiring decisions
Reduce turnover Retain top talent Align behaviors with strategy
and vision
What are Competencies?
Includes behavioral-anchored descriptors of the capabilities needed for success in a role(s)
Includes how these capabilities are applied or demonstrated at various proficiency levels
Skills, Knowledge & Abilities
Applied for
SpecificOutcomes
Competency Models Need To Be:
Simple
Targeted
Actionable
Today or Tomorrow?
75% Critical Today
25% Future Focused
Form Follows Function
Learning
Applying
Leading
Expert
Applies to those individuals who have become
function leaders and who are strategic and proactive in the achievement of their business responsibilities
Applies to those individuals who are able to work independently and who are fully functional in the position
Applies to those individuals who are new in the
position and/or who have altered responsibilities
Applies to those individuals who command an extensive base of knowledge and organizational influence and who actively coach and mentor others
Example of Competency
Learning Applying Leading Expert
Influencing & Consultative SellingUses a persuasive, consultative selling model and product knowledge to influence customers to choose Company’s products. Completes pre-call plan to identify objectives for each customer interaction. Evaluates results to refine approach.
Engages customers to understand their specific needs and opportunities. Tailors selling strategies and approaches based on individual customer requirements and style. Applies power of persuasion to drive others’ decision making and actions to increase sales.
Anticipates customer needs and proactively addresses opportunities/issues to drive increased short and long-term business results in the Territory. Delivers strategic, value-added solutions for customers that produce mutually-beneficial results. Demonstrates a track record of driving positive action in others.
Advances capabilities of peers and serves as a resource for consultative selling techniques and influencing best practices. Creates champions throughout the customer base for a broad impact beyond product and Territory. Sought out by cross-functional partners to develop and implement sales strategies.
Customer EngagementDefinition: Cultivates relationships with key decision makers and applies persuasive, consultative selling skills to increase access and gain product support to achieve Company and customer objectives. Builds purposeful internal and external networks to develop and drive collaborative, value-added solutions.
Competency Development & Launch
It Starts With an Objective Analysis
Leadership Interviews
BehavioralInsight©
Job Analysis
Job FunctionSurvey
Objective data linked to performance• Limits subjective biases• Reduces risk to the organization
Efficient, multi-pronged study
Greater staff engagement and ownership
TalentFirst Foundation Study
Leadership InterviewsLeadership Interviews
BehavioralInsight©
Job AnalysisJob
Function Survey
Capture strategic and systemic perspective
Allow to incorporate vision and strategy in model
Ensure optimal buy-in
45’ minutes/ 1 hour interview
Job Analysis (real-life observations)Leadership Interviews
BehavioralInsight©
Job AnalysisJob
Function Survey
Observe key behaviors in real life situations
Understand context and environment
Include top, average and low performers
Provide qualitative data to be leveraged in survey phase
Job Function SurveyLeadership Interviews
BehavioralInsight©
Job AnalysisJob
Function Survey
To gather large number of information around KSAs
Everyone is involved in the process!
Buy-in and adoption
Behavioral Insight©
Leadership Interviews
BehavioralInsight©
Job AnalysisJob
Function Survey
Identify core personality traits that differentiate top performers
A valid and reliable online behavioral assessment tool
High-Performance Footprint
Launching Competency Systems Competency systems need to be launched for maximum impact and
sustainability Communication linking competencies to business strategy Interactive launch session 1-2 competency-based tools and systems Post-launch – phased deployment of additional tools and systems
“Change the expectations, change the outcomes”
The Next Webinar…
REGISTER FOR THE NEXT WEBINAR!
Competency-Based Talent DevelopmentJune 24, 2014 at 1:00 - 1:30 PM ET June 26, 2014 at 3:00 - 3:30 PM ET
20
Audience Questions & Answers
TalentFirst Headquarters1011 US Hwy. 22 WestBridgewater, NJ 08807
TalentFirst IndiaB 45 DSIDC Industrial EstateDelhi 1100 95, INDIA
Luciano GregorettiConsultant
908.897.0924 [email protected]