how to increase employee engagement through competency ... · how to increase employee engagement...

© Copyright, 2016

How to Increase Employee Engagement Through Competency-Based Ta lent Management

© Copyright, 2016

Presented by Christine Lamothe,

Director, Professional Services

HumanResourceSystemsGroup,Ltd6AntaresDrive,PhaseIISuite100O6awa,Ontario,K2E8A9,Canada

www.competencycore.com

Hosted by Linda Ginac,

CEO

TalentGuard,Inc.9015MountainRidgeDriveIISuite240

AusJn,Texas78759www.talentguard.com

PRESENTATION TITLE | 3

About our Presenter, Christine Lamothe

Ms.Lamothehasover25yearsexperienceasahumanresourcesprofessional,andiswellknownforherexperJseindevelopingcompetency-basedhumanresourcemanagementprogramsandtoolssuchasassessment,interviewing,competency-basedhumanresourceplanninganddevelopment,andperformancemanagement.Sheco-authoredHRSG’sCBMCerJficaJonProgram,definingthemethodologyfordevelopingcompetencyframeworksandusingcompetenciesinTalentManagement.

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Agenda WhatarecompetenciesTheirbenefitsBestpracJcesCompetenciesandtalentmanagementVigne6es

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About HRSG Worldleaderincompetency-basedtalentmanagementOfficesinO6awa,TorontoandDubaiFor25+years,wehavehelpedourclientsusecompetenciesto:•  definetheirtalentneeds,•  addressskilldeficiencies,and•  improveindividualandorganizaJonalperformance

PartnerwithTalentGuardtodeliveracompetency-basedtalentmanagementsoawaresuite

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Return on Investment

–  92%greaterabilityto“respondtochangingeconomiccondiJons”

–  156%greaterabilityto“developgreatleaders”–  40%lowerturnoveramonghighperformers–  87%greaterabilityto“hirethebestpeople”–  26%higherrevenueperemployee

»  Bersin2010

–  19%improvementinemployeeperformance–  12.5%increaseinsalesandprofits

»  Spencer2001

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PRESENTATION TITLE | 7

“AnorganizaJondoesnotsucceedbecauseitisbigorlongestablished;itsucceedsbecausetherearepeopleinitwholoveit,sleepit,dreamit,andbuildfutureplansforit.”(unknown)

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Company-wide Enablement

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Competenciesdrivebehavioralchange.

Competenciesprovideameanstomeasureemployee

behaviors.

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Why Do Organizations Turn to Competency-based Talent Management?

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StrategicVision

EmployeeBehaviors

ImprovedBusinessResults

Fororganiza1onsthatseektoaligntheirworkforcewithbusinessobjec1ves,competencymanagementiscri1cal.

AberdeenResearch

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Link to Success

Ø  Competenciestranslatethestrategicvision,valuesandgoalsfortheorganizaJonintobehaviorsoracJonsemployeesmustdisplayinorderfortheorganizaJontobesuccessful.

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ObservableabiliJes,skills,knowledge,moJvaJonsortraitsdefinedintermsofthebehaviors

neededforsuccessfuljobperformance.

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Whatisacompetency?

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HR Professional HR Manager Executive HR Director

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Competency-BasedTalentManagement

IdenBfygapbetweenpresentskillsetsand

futureskillrequirements

ShortenstheLearningCurve,asthenew

recruitsdemonstratehighpotenBal,etc.

IncreasesemployeesaBsfacBonleadingtoreducedturnoverrate

IncreasesemployeeproducBvityand

operaBngeffecBveness

IdenBfyareasforemployee

developmentthataredirectlylinkedto

desiredorganizaBonobjecBves

Improvedhiringdecisions

TranslatetheorganizaBon’svisionandgoalsintoexpectedemployeebehavior

CAREERPATHING

SUCCESSIONPLANNING

PERFORMANCEMANAGEMENT

LEARNING

MANAGEMENT

360DEGREEFEEDBACK

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3 Vignettes

Ø  PoorhiringdecisionØ  LossofagoodemployeeØ  Hiringawellalignedcandidate

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Vignette #1: Poor Hiring Decision

MeetJoe…•  6yearsexperiencein

productdevelopmentwithrelatededucaJonandcredenJals

•  HiredasaProductDevelopmentManager

•  HiringmethodfocusedoneducaJonandexperience

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Vignette #1: Poor Hiring Decision

ABer6months,hadtofireJoeduetolackofperformance.

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Why didn’t things work out with Joe?

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PoorfitØ  PersonalityconflictsØ  DifficultyadapJng

LackofengagementØ  Noclearunderstandingof

expectaJonsandrole

SlowlearningcurveØ  Didn’thavetheskills

neededtolearnquickly

PoorperformanceØ  Didn’tmeettargetsØ  Couldn’tmoJvateteamto

perform

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Organizational Impacts

SpentJmeandmoneyhiringanemployeewhodidn’tstay

Affectedmoraleandperformanceofteam

RiskofliJgaJon

Failedtomeetgoals:delayedproductlaunch

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Let’s try it again!

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OrientaBon&CoachingØ  Clearlydescribedbehavioral

expectaJonsØ  On-jobCoachingforkey

competencies

Ø  Usedcompetenciestodescribeexpectedbehaviors

Ø  CoachedtokeycompetenciesØ  Monitoredbehaviors&

performance

Hiringmethodsfocusedonkeycompetenciesrequired

Ø  Teamwork&TeamLeadershipØ  Adaptability

Ø  CompetenciesdefinedØ  Structuredcompetency-based

interviewapproachØ  Referencesfocusonkey

competencies

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Vignette #2: Loss of a Good Employee

MeetJackie…•  12yearsexperienceasa

SalesRep,strongtrackrecordandmajorpotenJalforgrowth

•  AcceptedposiJonduetocompanycultureandpotenJaladvancementopportuniJes

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Vignette #2: Loss of a Good Employee

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ABer18months,JackieleBthecompanytogotoacompe1tor.

Oncehired…⁻  Managerdidnotcommunicate

possiblecareerpathopportuniJes⁻  Nomechanisminplacetofindthe

informaJon

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Why Jackie left?

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LackoffeedbackØ  Managerunabletoprovide

feedbackonhowtodevelopcareerpath

LackofengagementØ  Unabletotakechargeof

hercareerØ  Wasn’tchallengedinthe

role

LackofmanagementcompetenciesØ  Managerdidn’thavethe

rightcompetenciesrequiredtoempowerhisemployees

PoorjobsaBsfacBonØ  Didn’tseewhereshefitin

theorganizaJonandwasunabletoreachherfullpotenJal

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Let’s try it again Jackie!

Everythingyouwantedtoknowaboutcompetencies27

CareerDevelopmentToolsØ  Keycompetenciesrecognized

bytheorganizaJonØ  CompetencyProfileswithin

careerpathØ  Toolsforself-assessmentand

developmentØ  Policiesandresourcesfor

developmentofcompetencies

PerformanceCoachingØ  Careerdevelopment

discussionwithmanagerØ  Competencyassessmentand

coachingØ  Developmentassignments

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Vignette #3: Hire a well-aligned candidate

MeetRebecca…•  2yearsretailsalesexperience•  HiredasaCustomerServiceRepbased

onalignmentofpersonalcompetenciestojobrequirements

•  Duringinterviewprocess,demonstrated:§  AchievementOrientaJon§  IniJaJve§  ClientFocus

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Why did Rebecca succeed?

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GoodfitØ  Hiredbasedondisplaying

competenciesneededforsuccessinthejobANDtheorganizaJon

Highlevelofengagement&jobsaBsfacBonØ  Wasabletotakechargeof

herowncareerduetocleardevelopmentpaths

ShortlearningcurveØ  Addressedskilland

knowledgegapsinatargetedmanner

ExcellentperformanceØ  ExcelledinherposiJonØ  Managerreinforcedand

recognizedcompetencies

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Best Practices for Using Competencies

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• Communicateidealcandidateprofile

• Selecttokeycompetencies

• Standardizedtoolsandmethods

• CommunicatejobexpectaJons

• Coachtocompetencies

• AssesscompetenciestoidenJfygaps

• Learningplanstoaddressgaps

• Careerdevelopmenttoolsalignedwithcompetencies

• Careerdevelopmenttools

• Expectedbehaviorsclearlydefined

• Reinforcekeycompetencies

• Assesssuccessorsagainstcompetencies(e.g.leadershipprofile)

• IdenJfykeycompetenciesneededinworkforce

Hiring Performance Development Engagement Planning

Hirebe9erquality

employees

Greaterjobknowledge&competence

Quicklearningcurveandtargeted

development

GreateremployeeretenFon&moFvaFon

BuildahighperformingworkforceGo

als

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Getting Started with Competencies

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1.  CompetencydicJonarywithgeneralandtechnicalcompetencies

4.  Training

2.  PlanforimplementaJonandroll-out

3.  Enablingtools

CompetencyLibraries

ConsultaJonEngagement

Guides,Templates,BestpracJces

SupportalltalentmanagementapplicaJons

HowHRSGCanHelp?

© Copyright, 2016

TalentGuard Software Solutions

Maximize the potential of your employees by measuring their progress.

Ensure total compensation and rewards are fair and transparent.

Enable employee-driven career development.

Find the best job fit for your workforce based on comprehensive data.

Take advantage of employee centered feedback to drive improvements.

Foster inspiration and high morale with accomplishments you can see.

Engage your workforce with competency-based learning.

Match employees with coaches and mentors to improve outcomes.

how to increase employee engagement through competency ... · how to increase employee engagement...

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