lack of competency will undermine your talent management strategy
TRANSCRIPT
Lack of Competency Will Undermine Your Talent Management Strategy
Doug Reed, VP of IT Business Relationship Management at CBRE Group Inc.
& President of Oracle HCM User Group (OHUG)
About Today’s Presenter
Doug Reed is part of the IT organization at CBRE Group, Inc. as the Business Relationship Manager for Global Shared Services. In this role, Doug serves as the key strategic interface between the IT organization and the Global Shared Services business units for the purpose of aligning business and IT strategy.
Along with his position at CBRE, Doug is actively involved with the Oracle HCM Users Group (OHUG). OHUG is an organization devoted exclusively to providing users with valuable insight into Oracle E-Business Suite, Oracle PeopleSoft, Oracle Fusion HCM, and Oracle Taleo applications. He has served on the Executive Board of Directors since 2009, recently assuming the role of President of the organization.
Definition of Skills and Competencies
The Big Picture of Talent Management
Real World Experiences
Final Tips to Avoid Disaster
Agenda
Poll
Have you ever had a boss / supervisor that you felt was incompetent?
• Yes
• No
Poll
Have you ever had a coworker / teammate that you felt was incompetent?
Poll
What have you experienced in working for or with an incompetent person?
• I get stuck picking up their slack
• They take credit for my work
• They feel threatened by new ideas
• They waste hours on useless meetings
Skill
• Proficiency, facility, or dexterity that is acquired or developed through training or experience
Competency
• A cluster of related abilities, commitments, knowledge, and skills that enable a person (or an organization) to act effectively in a job or situation
Skills and Competencies Defined
THE BIG PICTURE OF TALENT MANAGEMENT
“Employees are a company’s greatest asset –they’re your competitive advantage. You
want to attract and retain the best; provide them with encouragement, stimulus, and
make them feel that they are an integral part of the company’s mission.”
- Anne M. Mulcahy
Competencies: The Common Denominator
Competencies
Recruiting
Learning Management
Performance Management
Career Development
Succession Planning
Compensation
Source
The Competency-Based Approach
Find Develop Retain
• Talent Management strategy becomes:
– Detailed
– Transparent
– Defensible
– Effective
Define Role Competencies
Competency-Based
InterviewsDon’t settle!
Improve Recruitment
Performance Assessments
Identify areas of expertise
Score against competencies
Detect areas for improvement
Common language
• Identify employee’s competency gaps and learning requirements for future roles
• Competencies aligned with business strategy
Employee Development
• Key roles should always have a succession plan in place
• Identify role’s core competencies
• Perform a gap analysis to find potential successors
• Identify readiness of successors, and plan their development accordingly
Succession Planning
BENEFITS OF COMPETENCY-BASED TALENT MANAGEMENT
Clearly defined expectations
Understanding of competency gaps
Applicable learning and development plans
Record of achievements
Personal Benefits
Source: Lexonis “Why Competency-based Talent Management” p. 7
Understand employee strengths and weaknesses
Informed career development discussions
Prescriptive learning and development plans
Identify subject matter experts
Tactical Benefits to Managers
Source: Lexonis “Why Competency-based Talent Management” p. 7
Source: HRsmart’s Career Development Module
Standardized skill-based job profiles
Effective staff deployment
Succession planning
Identification of ‘real’ learning requirements
Effective use of learning and development solutions
Tactical Benefits to HR
Source: Lexonis “Why Competency-based Talent Management” p. 8
View of the capability of the organization
Proof that the organization is meeting regulatory requirements
Learning and development plans aligned with business strategy
Strategic Benefits
Source: Lexonis “Why Competency-based Talent Management” p. 8
The Road Without Competency Management
Inability to act
Lack of openness with
employees
Refusal to deviate from
procedure
Preference for weak
candidates
Focus on small tasks instead of big picture
Signs of Incompetence in Management
• Constantly finding excuses not to make a decision
• Endless planning but never a finalized plan
• Addicted to using consultants to make the hard decisions
Inability to act
Lack of Openness
• Threatened by new ideas
• Don’t like input from employees
No Deviation from Procedure
Preference for Weak Candidates
Source: Hirers “Hire Smarter People Than You!” August 2014
Focus on Trivial Tasks
• Caught up in micromanaging employees
• Inability to see the big picture
• Endless meetings that achieve nothing
FINAL TIPS TO OVERCOME INCOMPETENCE
The Do’s and Don’ts
Know what you’re looking for in a position BEFORE you hire someone
Know when to develop someone internally vs. hiring someone external
Use performance appraisals to re-assess competencies
Set career goals with employees to keep them motivated
Constantly look for possible successors to key positions
Tips to Overcome Incompetence
Questions
Resources
• Lexonis (2011) Why Competency-based Talent Management? – Andy Andrews, Managing Director, Lexonis Ltd.
• Sompong Yusoontorn (2012) 7 Destructive Habits of Incompetent People!!!
• Bryan Alaspa (2008) Identifying Incompetence –Management-Issues.com
• Hirers Business Solutions Pvt Ltd (2014) [Secret to Business Success] Hire People Smarter Than You!
• Aoife Gorey (2012) – Avoid Mediocrity: Ways to Transform Incompetent Managers – Profiles International, Workplace 101: A Profiles Global Business Blog
