1. Talent Management for Talent Managers: HRCompetencies for 2013 and Beyond You can listen to todays webinar using your computers 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: 922 182 733 #. You will be on hold until the seminar begins. #TMwebinar

2. Talent Management for Talent Managers: HRCompetencies for 2013 and BeyondSpeaker: Gordon Ritchie Director, Competency Solutions KenexaModerator: Deanna Hartley Senior Editor Talent Management magazine#TMwebinar 3. Tools You Can Use Q&A Click on the Q&A icon on your floating toolbar in the top of your screen. Type in your question in the space at the bottom. Click on Send.#TMwebinar 4. Tools You Can Use Polling Polling question willappear in thePolling panel. Select yourresponse and clickon Submit.#TMwebinar 5. Frequently Asked Questions1. Will I receive a copy of the slides after the webinar? YES2. Will I receive a copy of the recording after the webinar?YES Please allow up to 2 business days to receive these materials. #TMwebinar 6. Talent Management for Talent Managers: HRCompetencies for 2013 and BeyondDeanna HartleySenior EditorTalent Management magazine#TMwebinar 7. Talent Management for Talent Managers: HRCompetencies for 2013 and BeyondGordon RitchieDirector, Competency SolutionsKenexa#TMwebinar 8. TALENT MANAGEMENT FORTALENT MANAGERS: HR COMPETENCIES FOR 2013AND BEYOND Gordon Ritchie November 29, 2012To us, business is personal 9. PRESENTATION OUTLINE HR trends and demands Where HR roles and a competency framework could go How should HR competencies be implemented? Questions and discussionCopyright Kenexa, 2011 20128 10. ANALYST INSIGHT Bersin Research 2012: Challenges Our talent problem may be sales, . no standard places to find data aboutpeople Start with the problem, not the data six percent of HR teams rate themselves excellent in data analysis, while 56percent rated themselves poor. HR, training, recruiting, and HR generalists are all going to have to go back to school. Aberdeen Group: The Talent Acquisition Lifecycle 2012 Best in class strategies Identify important roles Assess demonstrated skills or competencies Results Twice as many of their organizational goals met 5 X improvement in customer service compared to all others 9% cost reduction over others, no change. Summary: Define your functional job related competencies enables you to find the best talent, internally or externally first, and accelerate time to productivity enabling you to maintain advantage.Copyright Kenexa, 2011 20129 11. HR SPEAKING THE BUSINESS LINGO Acquiring Engaging Talent Talent Operational Cost of a poor efficiency rate due to poor hire:employee $300K-$500Kengagement:30% Cost of losing a Value of a top talented performer: 2-4X employee:performance of $250K-$500Kaverageemployees Retaining Evaluating Talent Talent AconsolidationofnumbersfromtheHCI. Copyright Kenexa, 2012 10Copyright Kenexa, 2011 10 12. THEY SAY. More complex employment, regulatory and specialty requirements Increasingly knowledgeable, independent and demanding employees Workforce demographic challenges More application of technologies Demand to support business capabilities Focus on managing talent as competitive mandate Emphasis on process capabilities and metrics Need for coaching business partners More demand for organization design and development Changing workforce values, needs and preferences Increasingly complex, virtual work settings Increasing globalizationCopyright Kenexa, 2011 201211 13. WE HEAR.Werenotgonna competewithteamsthathavebigbudgets.Weregonna workwithintheconstraintsthatwehaveandyouregoingtogooutanddothebestjobyoucanrecruitingnewplayers.Iwantyoutogofindreplacementsfortheguyswelostwiththemoneywedohave.Billy Beane and his Talent teamsmission was to find, build andreward a team that can winagainst richer competitors. Copyright Kenexa, 2012 12Copyright Kenexa, 2011 12 14. BIG GOALS, BIG TOOLS, BIG DATA Disconnected information: I dont mean multiple databases/multiple tools Garbage in garbage out. Dont let the tool tail, wag the data dog. What behaviours drive what results and where are thosemeasures? What behaviours can TM influence/change/enforce? Compliance, Service, Quality, EBITDA, ..Copyright Kenexa, 2011 2012 13 15. WE WANT Alignmentof HR to business goals Clarityin areas of responsibility for and from each other Consistencyin communicating expectations Contribution to our own function and to the organization Flexibilityin applying our skills and experience in new areas Professional demonstration of success and engagement Profitable results in developing our own successCopyright Kenexa, 2011 201214 16. POLL QUESTION #1 How good are your data analysis and reporting skills? A. Excellent/SME B. Extensive C. Working D. BasicCopyright Kenexa, , 2012 Copyright Kenexa 2011 1515 17. THE HR TEAM: MASTER OF BOTH TRADITIONAL AND FUTURE ROLESTraditionalFuture Job Compensation and Benefits Reward and Recognition Systems Transaction ManagementHuman Capital Management Strategy Organization and Employee Continuous Change and Policies and PracticesInnovation Tactical Problem SolvingProgram and Process Management Employee Advocacy Business Partnerships Support for InternalPartnership With Community and ConstituenciesProfessional GroupsCopyright Kenexa, 2011 2012 16 18. THE HR TEAM: MASTER OF BOTH TRADITIONAL AND FUTURE ROLESTraditional Future Labor RelationsEmployee Involvement Coaching and CounselingHigh Performance Team IndividualsDevelopment Training Program DesignLearning OrganizationDevelopment Recruiting and StaffingTalent Systems Design Local FocusGlobal Business PerspectiveCopyright Kenexa, 2011 2012 17 19. HR FUNCTIONAL IMPERATIVES Inner DirectedOuter Directed Business partnershipSupport for leveraging human capital (alignment, selection, performance, development) Focus on business worth of HR Protect and service quality attitude activities and products Improve, eliminate or outsource Support for process excellence (process any non-value added activitiesimprovement, capture of IP and best practices metrics) Improved OD/OE capabilities Support culture of coaching, development and continuous learning Automation of products andChange management championship servicesCopyright Kenexa, 2011 2012 18 20. POLL QUESTION #2 How many of you have HR Functional and Job Specific technical competencies defined for your roles? A. All HR Functions/Job Roles B. Some C. NoneCopyright Kenexa, , 2012 Copyright Kenexa 2011 1919 21. PRESENTATION OUTLINE HR trends and demands Where HR roles and a competency framework could go How should HR competencies be implemented? Questions and discussionCopyright Kenexa, 2011 201220 22. KEY HR ROLES Focuses on Focuses on Focuses on product andThe HR Product/Service accountbusiness team service The HR GeneralistThe HR Strategist developmentpartnership and development and andconsultation, support,management,human resourceSpecialist including installation strategy selecting and anddevelopment, managingcustomizationand alignment outsourcedof HR products of human vendors and and services,resource developing andand consulting consulting, applying keyinterventionsproducts and technologies. to maximizeservices with team the effectiveness. organizationsstrategy.Copyright Kenexa, 2011 2012 21 23. HR COMPETENCY FRAMEWORK: DEVELOPMENT ASSUMPTIONS Aligned with current and future HR work context Comprised of observable behaviors focused on excellence andconsistent, easy-to-understand structure Created with clusters or competency groupings that highlight thedifferent types of behavioral requirements Designed to be flexible to support the various applications(hiring/selection; assessment and development; performancemanagement, career planning; talent management) Encompassing to include the entire range of behavioralrequirements for the total HR teamCopyright Kenexa, 2011 201222 24. HR COMPETENCY FRAMEWORK Required forSuccess factors excellent that differentiate performance Leadership &Personal performance across Management across all levelsAttributes career levels or bands and Competencies functions Success factorsHR Success factors that HR Functional distinguish that areRole-Specific Competenciessub-functional/ Shared across Competencies all HR rolesrole-specific competenciesCopyright Kenexa, 2011 2012 23 25. PERSONAL ATTRIBUTES ChallengePersonal Attributes Competencies & Definitions Producing a valuable product and/orResults Orientation: Maintains focus on those activities that have servicethe greatest impact on meeting work commitments. Energetically supporting the Commitment: Demonstrates initiative and personal accountability organizations vision and strategy to meet work demands according to the highest standards. Taking personal responsibility to growth Continuous Learning: Proactively seeks performance feedback and change and identified approaches to improve own and others performanceand learning. Exhibiting highest day-to-day work Honesty & Integrity: Demonstrates the highest level of business standardsethics and consistently adheres to and promotes key values andprinciples in all business and personal transactions.Copyright Kenexa, 2011 201224 26. LEADERSHIP AND MANAGEMENT COMPETENCIES Organization Leadership andLeadership and Management Competencies and Definitions LevelManagement Processes WholeCreating a Compelling Visioning and Alignment: Creates and communicates a vision of the Organization Vision for Change organization that inspires and aligns the workforce.Developing a CompetitiveStrategic Thinking: Actively pursues strategies and high potential opportunitiesStrategyfor the benefit of the organization. Operations Generating an IntegratedNetworking: Creates and leverages a diverse range of key relationships toNetwork improve access to resources and expertise.Mobilizing and Leveraging Resource Management: Identifies, mobilizes and tracks resources to fulfill keyResources objectives and plans GroupBuilding Motivated TeamsTeamwork: Develops collaborative work groups that maintain focus on a commonpurpose and leverage the unique talents of its members.Defining and Implementing Process Excellence: Continuously improves processes and work products.Core Processes Individual Maximizing Individual Performance Development: Consistently coaches and develops team membersPerformance by articulating key expectations, identifying strengths and development needs andproviding ongoing support to maximize performance.Reaching Critical Goals Goal Setting: Develops and tracks challenging goals aligned with organizationstrategies.Copyright Kenexa, 2011 2012 25 27. CORE HR COMPETENCIES (1 OF 3) Challenges Core HR Competencies and HR ImpactDefinitions Ethical PracticesStewardship: Provides advice and Facilitating the design of ethical practicessupport for values, practices and policies and policiesthat sustain ethical and legal business Providing guidance to business leaderspractices. about what is right for the business,Compliance: Applies an understanding employees, and the communityof key legal precedents, policies, andpractices to protect the interests of theorganization and individual employees. Demanding CustomersCustomer Focus: Responds to Increased focus on customercustomers needs in a manner thatresponsivenessprovides added value and generates Taking the lead in organizationalsignificant customer satisfactionquality/process customer interventions that product customer value Focus on Core Capabilities Coaching and Consulting: Provides More focus on strategy, structure, andappropriate advice, feedback and alignmentdevelopment resources to improve the More emphasis on process capabilitieseffectiveness of individuals and teams. Greater emphasis on best practices and benchmarkingCopyright Kenexa, 2011 2012 26 28. CORE HR COMPETENCIES (2 OF 3) ChallengesCore HR Competencies and HR Impact Definitions Leveraging Talent Talent Management: Generates Increased focus on employee value consistent approaches across the proposition enterprise for hiring, selecting, retaining, Greater emphasis on maximizing the valuing and leveraging key talent. impact of human assets Streamlining and Automating Technology Expertise: Helps to identify Increased focus on employee value Key Activitiestechnology needs and mobilizeproposition technologies that provide easy access to Greater emphasis on maximizing the HR services and methods for enhancingimpact of human assets learning and personal productivity. Vendor Management: Selects and managers vendors in a manner that maximizes benefit to the organization. Access to Information and Knowledge Management: Demonstrates Identification and leveraging of soft Expertise a conceptual and practical understanding ofassets approaches and tools to help organization Developing and leveraging expert groups, units (team, functions, divisions, networks regions, subsidiaries) capture, share and Providing online access to key information exploit knowledge to support achieving to everyone objectives).Copyright Kenexa, 2011 201227 29. CORE HR COMPETENCIES (3 OF 3) ChallengesCore HR Competencies andHR Impact Definitions The Virtual Workplace Virtual Teamwork: Develops and Move toward more global organizations implements strategies for maximizing the More cross-team collaboration collaboration of non co-located work Better use of networks groups. Creation of communities of practice Focus on MetricsAssessment and Measurement Skills: Focus on streamlining processes Demonstrates the ability to determine key More focus on measuring the business needs, diagnose and address problems, impact of people interventions identify key metrics, and accurately monitor progress of important initiatives and activities. Making People Feel Safe and Employee Advocacy: Maintains focus More focus of leveraging diversity Empowered on supporting a fair and empowering work Improved HR services environment for all employees. More emphasis on creating a supportive organization culture and practiceCopyright Kenexa, 2011 2012 28 30. HR ROLE-SPECIFIC COMPETENCIES Distinguishing HR Strategist Distinguishing HRDistinguishing HR Competencies and Generalist CompetenciesSpecialist Competencies Definitionsand Definitionsand Definitions Business Acumen: Focuses activities Human Capital Management Strategy:Product/Service Strategy and decisions on opportunities that Collaboratively develops an approachDevelopment: Develops and leverages produce significant, strategic business and methods for leveraging humanperspectives and insights into HR impact. assets to reach business partner goalsproduct and service principles and and strategies. strategies aligned with business strategies. Strategic Influence: Collaborates withRelationship Management: Develops Situation Analysis: Accurately others to build buy-in and support forpositive relationships by demonstrating assesses key customer needs related to critical initiatives. respect for others perspectives andproduct/service area. attention to their needs. Strategic Influence: Collaborates withOrganization Design, DevelopmentProgram Design: Translates data and others to build buy-in and support forand Effectiveness: Performs work andinsights into practical, high-impact critical initiatives. process redesign to improve individual, program elements, goals, and tasks. team and organizational effectiveness. HR Strategy Development: Creates an Project and Product Management: Product and Service Delivery: integrated plan for leveraging HR Plans and implements projects,Develops and delivers products and capabilities that balances support forprograms, and product development services related to specialty area that business strategy and employee needs. efforts.produce maximal customer impact and satisfaction.Copyright Kenexa, 2011 201229 31. FUNCTIONAL COMPETENCIES What competencies are required for you as an HR Business partner to effectively align HR to functional needs and performance measures of the group you are partnering with? HR BP for IT? Downtime, training, upgrades,. HR BP for Finance? Rev rec, SarBox, Debt Age,. HR BP for Manufacturing operations? ISO, CMMI, HR BP for Sales? Booking, Rev Rec, Closure time,.. Should your Operational Business Partners share those Talent Management competencies too?Copyright Kenexa, 2011 2012 30 32. WHAT IS YOUR PROFICIENCY WITH DATA ANALYSIS TOOLS? Basic Identifiesthescopeandfeaturesofdataanalysistools. Listscommonlyuseddataanalysistools(e.g.Excel). Documentsthekeyusesandbenefitsofdiversedataanalysistools. Collectsupdateddataanalysistoolsfromindustrypublications.WorkingConductsavarietyofdataanalysisprojects,e.g.dataminingandcategorization. Comparestheusesandbenefitsofdiversedataanalysistools. Selectsadataanalysistoolforaspecificcasewhileminimizingrisk(e.g.dataloss). Explainsdataanalysisresultsfromabusinessdevelopmentperspective. Monitorsdataprocessingproceduresandadjustsdataanalysistoolsaccordingly. Extensive Anticipatestheneedfordataanalysistoolsbasedontheorganizationssituation. Evaluatesdiversetoolsfordataanalysisandcategorizationfunctions. Predictsrisksindiversedataanalysistoolsandpreparescontingencyplans. Appraisestheassociatedcostsandbenefitsofvariousdataanalysistools. Minimizespotentialrisksinvolvedintheprocessofusingdataanalysistools. Coachesothersontheproperselectionanduseofvariousdataanalysistools. Excellent/SME Designsnewdataanalysistoolstoincreasedataprocessingeffectiveness. Developsstrategiestominimizepotentialriskswhenusingdataanalysistools. Designsbestpracticestoensuretheefficiencyofdataanalysis,receipt,retrieval,etc. Expoundsonfuturedevelopmentsindataanalysistoolsandtheirapplications. Establishesbestpracticesinusingdataanalysistoolstosatisfydataanalysisneeds. Developsatheoreticalunderstandingofdataanalysistools.Copyright Kenexa, , 2012 Copyright Kenexa 20113131 33. HR COMPETENCY FRAMEWORK Results orientation Visioning and Alignment Continuous learning Strategic Thinking Commitment PersonalLeadership & Networking Honesty and IntegrityAttributesManagement Resource Management Teamwork Required forCompetencies Process Excellenceexcellent Success factors that Performance Development performance across differentiate Goal Setting all levels & performance acrossfunctionscareer levels or bands Stewardship HR Strategist Compliance Business Acumen Customer Focus HR Strategic Influence Coaching and HR Core Role-Specific Change Management CompetenciesConsulting Competencies HR Strategy Development Talent ManagementHR Generalist Success factors that Success factors that Technology Expertise Organization Design, are shared across alldistinguish sub Vendor ManagementDevelopment and Knowledge HR rolesfunctional/role specific Effectiveness Managementcompetencies Project and Product Virtual Teamwork Management Assessment and Measurement Skills Relationship Management Employee AdvocacyHR Specialist Strategy Development Situation Analysis Program Design Product and Service DeliveryCopyright Kenexa, 2011 2012 32 34. PRESENTATION OUTLINE HR trends and demands Where HR roles and a competency framework could go How should HR competencies be implemented? Questions and discussionCopyright Kenexa, 2011 201233 35. WHAT SHOULD I ASK TO TESTORGANIZATIONAL READINESS?Readiness FactorHigh=3 Medium=2Low=1 What is the current level of commitment to competencies in your organization? How sophisticated are your managers and employees in using competencies? What is the current level of use for competencies in Talent Management and/or Operational Effectiveness? What is the level of perceived buy-in, ownership or validity required? What is the level of capability of your managers for coaching and performance development? How sophisticated is your organization in implementing significant changes?High Level of Readiness = 11-15Medium Level of Readiness = 6-10Copyright Kenexa, 2011 2012 Low Level of Readiness = Less than 6 34 36. COMPETENCY IMPLEMENTATION:FOCUS ON IMPACT RecommendedApproach80%oftheeffort20%oftheeffortApplicationIntegrationLaunch&LongTermDevelopment IterationCommunicationImplementation Get the big thingsPosition as prototypesDevelop and use quickly and update over time. right; dont dwell onfor learning how to Focus on buy-in and change management the small stuff.change behaviors (vs. a processes. Apply existing materials perfect output).Make sure you get to the applications; dont get and best practices instuck in model development. developing a rapid draft Focus on the overall architecture Key success criteria and themes. Typical Approach20%oftheeffort(ifabletomoveoutof 80%oftheeffortdevelopmentstage)Copyright Kenexa, 2011 201235 37. HR TRANSFORMATION: COMPETENCY IMPLEMENTATION BEST PRACTICES Model Building Ensure linkage between competencies and organization strategies Keep models simple at launch, and leverage tools and databases to quick start model building Review models frequently to ensure relevancy, add dimensional criteria and keep the momentum Applications Focus on assessment and development applications first, then evaluation and pay applications Focus on integration of the competencies with all HR processes Improve consistency of applications rather than allowing too many variations Automate the processes and tools to minimize paperwork and enable end-users to have ongoing access Change Management Clarify and communicate specific objectives of your applications up front Ensure top management and line management buy-in and ongoing support Involve managers and employees more deeply in competency development early in the process 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 timeCopyright Kenexa, 2011 201236 38. ACTIONS Stablize ABCs Alignment, Behaviours, Communication Do No Harm: Not: Ready, Fire, Aim Identify what critical measures are used before pulling levers. Save yourself before you save others: Place your own mask on first. Lead from the front demonstrates success and results Professionalise the profession to your business = scalability andsustainabilityCopyright Kenexa, 2011 2012 37 39. SUMMARY The climate, practices and competitive environment for currentorganizations are changing radically The core HR mission of the future will be to maximize the impact ofthe organizations human assets HR professionals must respond with significant changes in bothbehavior and the focus of their roles and relationship with bothemployees and business partnersCopyright Kenexa, 2011 2012 38 40. QUESTIONS Gordon Ritchie phone: +1 781-851-8319 email: gordon.ritchie@kenexa.comCopyright Kenexa, 2011 2012 39 41. 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