five steps to delivering a competency-based development plan
DESCRIPTION
A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development. Objectives: Understand the challenges to deploying competency-based development plans. Review the five-step methodology to deliver competency-based development. Learn key tips and tools that can help you overcome common objections and delays.TRANSCRIPT
You can listen to today’s webinar using your computer’s speakers or you may dial into the teleconference.
If you would like to join the teleconference, please dial 1.650.479.3208 and enter access code: 929 736 091 #.
You will be on hold until the seminar begins.
#CLOwebinar
Speaker: Gordon RitchieDirector, Competency SolutionsKenexa, an IBM Company
Amy EricksonSenior Competency Solutions ConsultantKenexa, an IBM Company
Moderator: Kellye WhitneyManaging EditorChief Learning Officer magazine
#CLOwebinar
• Q&A– Click on the Q&A icon on
your floating toolbar on the top of your screen.
– Type in your question in the space at the bottom.
– Click on “Send.”
#CLOwebinar
PollingPolling question will appear in the “Polling”panel.
Select your response and click on “Submit.”
#CLOwebinar
1. Will I receive a copy of the slides after the webinar?YES
2. Will I receive a copy of the webinar recording?YES
Please allow up to 2 business days to receive these materials.
#CLOwebinar
Kellye WhitneyManaging EditorChief Learning Officer magazine
#CLOwebinar
Gordon RitchieDirector, Competency SolutionsKenexa, an IBM Company
Amy EricksonSenior Competency Solutions ConsultantKenexa, an IBM Company
#CLOwebinar
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
© 2012 Kenexa Corporation 1010
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.
© 2012 Kenexa Corporation 1111
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?
© 2012 Kenexa Corporation 1212
• 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
© 2012 Kenexa Corporation 1313
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
© 2012 Kenexa Corporation 1515
ELEMENTS OF A JOB PROFILE COMPETENCY PROGRAM
Technology
Methodology / Adoption Strategies
Architecture
Content
Copyright Kenexa®, 2012
© 2012 Kenexa Corporation 1616
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
© 2012 Kenexa Corporation 1717
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
© 2012 Kenexa Corporation 1919
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
© 2012 Kenexa Corporation 2020
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
© 2012 Kenexa Corporation 2121
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
© 2012 Kenexa Corporation 2222
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
Copyright Kenexa®, 2012
© 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
3 - Extensive experience
3 - Extensive experience
2 - Working experience
2 - Working experience
Information Security Technologies
3 - Extensive experience
2 - Working experience
Information Security Architecture 3 - Extensive experience
2 - Working experience
3 - Extensive experience
Information Security Audits 3 - Extensive experience
Data Privacy 3 - Extensive experience
2 - Working experience
Cloud Computing 4 - Subject matter depth and breadth
3 - Extensive experience
2 - Working experience
3 - Extensive experience
Cloud Computing Architecture 3 - Extensive experience
3 - Extensive experience
2 - Working experience
2 - Working experience
2 - Working experience
STEP 2 –IDENTIFY CRITICAL COMPETENCIES BASED ON BUSINESS STRATEGIES
© 2012 Kenexa Corporation 2525
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
© 2012 Kenexa Corporation 26
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
© 2012 Kenexa Corporation 2828
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
© 2012 Kenexa Corporation 3030
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
© 2012 Kenexa Corporation 3131
INVOLVED FROM BEGINNING
PLAN & DEFINE
DESIGN & CONFIRM
DEPLOYANALYSE & ACT
MONITOR & IMPROVE
Organizational Strategies & Goals
© 2012 Kenexa Corporation 3232
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
© 2012 Kenexa Corporation 3434
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
© 2012 Kenexa Corporation 3939
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
© 2012 Kenexa Corporation 4040
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
© 2012 Kenexa Corporation 4141
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
© 2012 Kenexa Corporation 4242
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
QUESTIONS?
Join Our Next CLO Webinar How to Build a Business Casefor Formalization of Learning
Tuesday, March 26, 2013CLO Webinars start at 2 p.m. Eastern / 11 a.m. Pacific
Register for upcoming CLO Webinars at www.clomedia.com/webinars
Join the Chief Learning Officer magazine Networkhttp://network.clomedia.com/
#CLOwebinar