unlock the secrets to success - the inside scoop on career management

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SUSAN SCHMITTSENIOR VICE PRESIDENT, HUMAN RESOURCES

ROCKWELL AUTOMATION

UNLOCK SECRETS TO SUCCESSTHE INSIDE SCOOP ON CAREER MANAGEMENT

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TOO MUCH CONFUSION EXISTSUnhappy with advancement & development | Competency models

360 Assessments | Exceptions to the rule Great resume doesn’t guarantee success | Conflicting information

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POWERFUL | INTUITIVE Based on 60 years of research

Dr. Elliott Jaques (and his contemporaries)

Focused on helping people and organizations

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TTEMPERAMENT

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Sources: Dr. Elliott Jaques, Requisite Organization Associates Inc., Ken Wright & Associates, Organizational Capital Partners

Copyright © 2012 Rockwell Automation, Inc. All rights reserved.COMPANY CONFIDENTIAL - Internal Use Only

Suitability Model

Source: Dr. Elliott Jaques, Nancy Lee, Requisite Organization Associates, Ken Wright & Associates

NOTES The Suitability Model provides a

methodology to assess an employee’s capability with the requirements of his/her role or future roles

The model can be applied to any role in the company

Each of the four elements are necessary, but not individually sufficient, in determining a good match between role requirements and capability

Each element of the Suitability Model is based on the requirements of the role

SKEE Demonstrates specific technical/functional

skills required for the role; could also be skills required to be a people manager

Makes the connections across education, experience and skills and knows what to do as a result of this integration

Applies firsthand knowledge of what will work and how it can be applied

Meets the educational requirements needed to do the work

Some roles may require specific formal training

Accepts Role Requirements Recognizes and accepts the requirements and

demands of the role (e.g., people management, off-hour calls, 24/7 access, weekend meetings, travel, public speaking, willingness to relocate)

Reasons, personal or otherwise, why the employee isn’t able to do the role or doesn’t value doing the work

Employee’s ambitions and aspirations are in-line with the reality of the role

Is the employee willing to take on a development assignment needed for the role?

Temperament Temperament is an individual’s nature as it

affects his/her behavior (manner of thinking, behaving or reacting characteristic of the person?

Any behavior that is strong enough to impair an employee’s ability to do the full scope of the role or impacts others, considering role requirements and cultural norms

A pattern, frequency and intensity of the behavior that could impair the employee, now or in the future, from being effective in the role

Consistently achieves goals, but does so at the expense of others

Effectively self-manages behaviors or styles that could impair the ability to successfully perform[Temperament does not equal temper]

IPC Work varies in complexity as does an

individual’s ability to handle complexity Manages the complexity requirements of

the role successfully; integrates information and make effective decisions

Anticipates upstream and downstream impacts of decisions or actions; anticipates and implements changes that need to be made in the future

Plans and manages multiple projects and priorities successfully

Able to make decisions and set direction according to the time horizon (time span of the longest task he/she can handle) requirements of the role

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RIGHT MATCH =HIGH PERFORMANCE RESULTS

And Effective Career Management

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SKEE

SKEE DefinitionSkills

Demonstrates specific technical/functional abilities aligned with the requirements of the job

Knowledge Makes the connections across

education, experience and skills and knows what to do as a result of this integration

Experience Has a proven track record and

applies firsthand knowledge of what will work and how it can be applied

Education Possesses the required

educational background and/or experience needed to do the work

September 2014 |

GENERAL GUIDELINES Skills, knowledge, experience

and education (SKEE) help define an employee’s proven track record

SKEE helps to determine if an employee has the necessary knowledge to handle a given role and the skills to carry out the work

Senior leaders have additional requirements

Managing people requires additional skills

Some roles may require additional formal training

Additional skills needed for managing people Assess and select the right talent using the Suitability Model

Place employees in roles that maximizes his/her contribution and promote high employee engagement

Put in place succession plans for key roles Redeploy employees into a more suitable role or remove

from role if applicable Attract, develop and retain employees, providing ongoing coaching

and honest feedback Lead and develop diverse teams Create an environment where employees openly offer

suggestions for continuous improvement Set direction and motivate employees to do their best to contribute at

high levels and thrive Create alignment between company goals , values and

employee contribution Define key accountabilities, delegate work and make clear

agreements Lead team successfully through change Provide business context for employees with effective and

productive communication at all levels

Highly desirable Great communication skills Cultural and diversity awareness and/or training Experience addressing performance issues

Note: On the following pages, job experiences requirements and proven track record are defined


People managers can judge when a direct report is in a role that is too big, too small or about right

Possible signs an employee is potentially overemployed (job is too big) include: The manager is spending too much time explaining the work to the employee The work is not completed with the level of quality expected; needs to be consistently redone by

the manager The manager spends too much time doing the thinking for the employee The employee appears overwhelmed; works significantly more hours than is reasonable The employee has a difficult time bringing clarity to a situation and/or making decisions Assignments do not get completed, are completed late or fall through the cracks Negative extremes in temperament have the potential to manifest when the employee feels

pressured

Possible signs an employee is potentially underemployed (job is too small) include: Assignments are consistently completed ahead of schedule and/or the employee spends a

significant amount of time helping colleagues due to excess personal capacity The employee regularly goes above and beyond on assignments, completing them in a timely

manner Additional assignments are frequently sought; the employee volunteers for activities outside of

his/her immediate area of responsibility while still meeting deadlines and maintaining a work/non-work balance

The manager may feel threatened by the employee’s capacity which could manifest itself in a high quantity of criticism or other behavior that attempts to downplay or hide the employee's abilities

The employee has a more productive working relationship with his or her manager’s manager than own manager

Signs of negative temperament and/or boundary issues may manifest

Information Processing Capability

September 2014 |

GENERAL GUIDELINES Work varies in complexity as

does an individual’s ability to handle complexity

IPC has to do with the mental capability or “mental horsepower” of an employee

IPC is concerned with whether an employee can: • Manage the complexity

requirements of the role and integrates information and makes effective decisions

• Process and synthesize the information requirements of the role; integrates accordingly and makes effective decisions based on role requirements

• Anticipate upstream and downstream impacts; anticipate and see changes that need to be made in the future (depending on the time horizon of the role)

• Plan and manage projects and priorities successfully and effectively manage the multiple priorities required in the role

• Handle the time horizon requirements of the role


Negative temperament We all have the potential to have a bad day and display negative extremes in behavior or style

but this element of suitability is focused on those behaviors that impair the employee’s ability to do the full scope of his or her role

What matters here is when an employee is demonstrating a behavior that is getting in the way of getting their job done or the work of others around them. Whatever it is, it has to be addressed and may become a reason why the person is not suited to do a particular job

Often thought of as having ‘negative’ extremes in temperament, or derailers Can stall a career or result in an employee leaving the company if it prevents the employee

from being effective in the role Can sometimes be overlooked when the employee is consistently achieving goals but is doing

so at the expense of others

Positive temperament The employee is self-aware (e.g., understands the impact of their style on others) and willing to

work on self managing any behavior that could impair his/her effectiveness Takes accountability for things they do that might get in their way of being effective and makes

adjustments Sometimes referred to as emotional quotient (EQ) or emotional intelligence (EI)

Temperament

September 2014 |

GENERAL GUIDELINES Temperament (T) is an

employee’s nature as it affects his/her behavior (manner of thinking, behaving or reacting characteristic of the person)

Negative temperament (-T) is behavior that is strong enough to impair an employee’s ability to do the full scope of the role, considering role requirements and any cultural norms

Temperament is not the same thing as temper. Temper is an example of a potential negative Temperament characteristic


Are there any reasons, personal or otherwise, why the employee isn’t able to do the role or doesn’t value doing the work? Are the employee’s ambitions and aspirations in line with the reality of the role?

Areas to explore include: Is the employee willing to work the amount of time the role requires? Does the employee have personal circumstances or value choices that may affect his or her

commitment to the role (e.g., the role demands that the employee spend significant time living out of a suitcase and traveling extensively or the possibility of relocation, if needed)

Is the employee willing to incorporate a work schedule that an assignment may require (e.g., off-hour conference calls, weekend meetings, people management, 24/7 access, public speaking)

Is the employee willing to take on development assignments needed for the role?

Examples: An employee may think he/she wants a bigger job with more pay, but in fact may not want to make

trade-offs or enjoy giving presentations to multiple key stakeholder groups on a regular basis, or working 60 hours or more a week to manage the requirements

An individual contributor may not value developing or coaching people and therefore would not be well suited to being a people manager

An employee may not be in a position to fulfill the requirements of a role, at a particular point in time, perhaps due to the need to manage the personal demands of taking care of young children or aging parents

Employee may not want to relocate

Accepts Role Requirements

September 2014 |

General guidelines: Recognizes and accepts the

requirements and demands of the role

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