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Compensation
2 3 4
1
Problems:
(1) Business strategy built around people, vs. the reverse
(2) No data on what people are capable of
(3) HR / talent systems don’t reinforce and sustain strategy
Typical Outcomes:
(1) Decisions based on irrelevant, incomplete, or biased data
(2) Misalignment/non alignment
(3) HR reactive, or irrelevant
Common Uses
• Hire new employees by using assessments and other selection
procedures that measure the competencies
• Train employees by creating courses aimed at the development of
certain competencies
• Evaluate the performance of employees by structuring the appraisal
instrument around the competencies
• Promote employees by using the competencies to establish
promotion criteria
• Develop employee careers by using the competency models to guide
the choice of job assignments and make other career choices
• Manage employee information by using the competency models to
record and archive employee skill and job experience information
Recruiting
Recruiting Performance
Performance Promotion
Promotion Development
Development Leadership Succession
Assessment
Assessment &
& Hiring
Hiring Management
Management Criteria Planning
Planning (MYCD)
(MYCD) Development
Development Planning
Planning
Behavioral Indicators
Direct
Linkage
Measurable Performance and Metrics
Analyzing Competency
Information
Anatomy of a Competency
1. Competencyname
behaviorsthecompetencyaddresses.
2. Competencydefinition
Describestheobservablebehaviors
competency
3. Proficiencylevels
Behavioral descriptionsrepresenting 23
Spring 2008 MAPAC
22nd Annual Conference New
SIOP Conference Baltimore,
York, NYMD
MAPAC 2008
Terminology
• Competency Framework: Broad framework for integrating, organizing,
and aligning various competency models reflective of the organization’s
strategy and vision.
Increasingly more specific
Behavioral Anchor
Anchor Highly specific, observable action that may be demonstrated on
Behavioral the job which indicates the skill or performance level needed for a
job or that a particular person possesses.
Proficiency Level
Proficiency Level Reflects the level of skill proficiency or expertise that is required to
Required successfully perform in a particular job (e.g. Foundational,
Required Emerging, Proficient, Expert)
Lead Professionals
Salaried 3 & 4
Level Competencies: Employees Common Technical Competencies:
• Business (Financial) Acumen • Vendor Agreements
• Business (Operational) Acumen • Operations Processes
• Planning & Organizing • Presentation Skills/Techniques
• Project Management • Process Management Skills
• Systems Thinking • Procurement Processes
Professionals
Level Competencies: Salaried 1 & 2 Common Technical Competencies:
• Building Trust Employees • Analytical Skills
• Coaching / Teaching • Company Knowledge
• Continuous Improvement • Customer Knowledge
• Continuous Learning • Handling Proprietary Info
• Contributing to Team • Information Technology Fluency
Success
Foundational Competencies:
• Adaptability • Decision Making
• Build Positive Relationships • Diversity Awareness
• Collaboration • Initiating Action
• Communication • Managing Work
• Customer Focus • Work Standards
Foundational
Proficiency Levels
Emerging
(Individual
Contributors)
Emerging
(Supervisors)
Proficient
Expert
• For each enabler, behavioral anchors are color-coded and grouped by one of five proficiency
levels, and then organized in order of four levels of performance effectiveness levels + derailers
Exceptional
Exceptional Operational
Operational Personal
Personal
Talent
Talent Excellence
Excellence Effectiveness
Effectiveness
• Develops Talent • Builds and • Supports Diversity • Promotes the • Analyzes Financial • Sets High • Analyzes Problems • Communicates • Behaves Flexibly
Sustains Initiatives Brand Information Standards with Impact
• Coaches for • Makes Sound • Exhibits Self-
Relationships • Focuses on • Facilitates
Performance • Demonstrates • Exhibits Computer • Attends to Critical Decisions Confidence
• Demonstrates Cultural Customer Service and Technological Detail Effective
• Creates • Multitasks Meetings • Maintains
Team Orientation Awareness • Thinks Proficiency
Accountability • Exhibits Energy Composure
Strategically • Plans and • Listens Actively
• Influences Others • Builds a Diverse • Manages
• Develops Self • Displays Integrity Organizes • Overcomes
Team • Demonstrates Resources • Writes with
• Leads Teams Barriers
• Empowers Others Visionary • Takes Initiative • Prioritizes Impact
• Leverages
• Resolves Conflict Perspective/Shares and Ownership
Networks • Supports Change
Vision • Implements
• Demonstrates
Continuous
Cross-Functional
Improvements
Capability
• Demonstrates
Business Acumen
Management Leadership
Competencies Competencies
Foundational Competencies
Professional
Competencies
Foundational
Proficiency Levels
Emerging
(Individual
Contributors)
Emerging
(Supervisors)
Proficient
Expert
• For each enabler, behavioral anchors are color-coded and grouped by one of five proficiency
levels, and then organized in order of four levels of performance effectiveness levels + derailers
Using Visuals
Experiences
The building blocks for
learning and growth
Career Stages
What‘s expected in your Competencies
current stage and how to
get to the next stage on The set of behaviors that
your chosen career path differentiate outstanding
performance
Deliver consistent,
Build sustainable,
positive operational
differentiated capabilities
results with the best
through proven solutions,
balance of investment
deep content expertise
and efficiency.
and focused innovation
Recruiting
Recruiting Performance
Performance Promotion
Promotion Development
Development Leadership
Leadership Succession
Succession
Assessment
Assessment &
& Hiring
Hiring Management
Management Criteria
Criteria Planning
Planning (MYCD)
(MYCD) Development
Development Planning
Planning
Level 9 Skill Level 11 Skill Level 12 Skill Level 13 Skill Level 14 Skill
•Skill in planning and •Skill in independently •Skill in planning, •Skill in organizing and •Skill in identifying priorities
organizing small-scale planning, organizing, and organizing, and managing planning large-scale, long- and optimizing resources
projects. managing routine or small- most projects without range projects. and assuming responsibility
•Skill in coordinating routine scale projects. supervision. •Ability to think strategically for overseeing plans.
projects with supervision. •Skill in assisting with •Skill in assuming and understand long-term •Skill in ensuring that all the
planning on large-scale and responsibility for projects implications of planning important issues are
unique projects. from beginning to end. decisions. properly handled.
•Ability to involve other staff
in planning.
efficiently
A Responds to resistance by restating benefits and/or repeating the request for sale or
retention
A Responds to resistance by asking, “Are you sure?”
A Made one additional attempt to gain commitment after customer’s initial objection
A Asks for sale or commitment one time, but does not persist when customer declines
Conclusions
• Is competency modeling really new?
• Many of the practices have been around for years
• Perhaps the contribution is in bringing them all together in
one integrated program
• Potential for impact seems much greater than traditional
job analysis
Wrap up