the critical link between contemporary competencies and ... · strategic talent management 19...
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© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.Strategic Talent Management 1
The critical link between contemporary competencies and
business successSponsored by
© 2014 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.Strategic Talent Management 2
Today’s Presenters
Mac TefftSenior Consultant, Talent Diagnostic GroupDevelopment Dimensions International (DDI)
Catherine CormierProduct ManagerHalogen Software
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Agenda
1. Competencies in context2. Value for stakeholders3. 4 challenge areas and best‐practice solutions4. A framework for achieving the promise of competencies
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Optimize Competency Management
But, what is competency management?• A set of practices that identify and optimize the skills and
competencies required to deliver on the business strategy. • Competency management provides the foundational data
to support strategic HR processes including:− Workforce Planning− Sourcing, Recruitment and Selection− Career Planning and Development− Performance Management
Source: Competency Management; Gateway to an Integrated Talent Strategy, Bersin & Associates, 2008
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Competencies in Context
SuccessProfile
Business Context
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Competencies
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Competencies Defined
What people CAN DO
Competency: A cluster of related behaviors that is related to success or failure in a job, role or group of positions.
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The Value of Competencies by Stakeholder
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The Value of Competencies by Stakeholder
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• Senior Leaders
• Managers
• Employee
• Talent Management Team
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Greatest Challenges
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Common Challenges and Issues
• Strategy & Planning• Design• Launch & Engage• Sustainability
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Challenge: Strategy & Planning
• Competencies not aligned to business priorities
• Lack strategy for implementation and roll‐out
• Failure to understand stakeholders’/users’ perspectives
• Not defining or tracking measures of success
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EntrepreneurshipEntrepreneurship
Related Business Driver Supporting Competencies
Drive Product InnovationDrive Product Innovation
Driving InnovationDriving Innovation
Energizing the OrganizationEnergizing the Organization
Business Priority: Enhance competitiveness via breakthrough product and service lines
Senior Leader
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Create Strategic Competency Alignment via Business Drivers
Driving Execution
Leading Change
Customer Focus
Business Savvy
Operational Decision Making
DriveEfficiency
Increase Revenue Production
Driving Innovation
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Sustaining Alignment via Business Drivers
Drive ProductInnovation
Driving Execution
Leading Change
Entrepreneurship
Customer Focus
Business Savvy
Operational Decis ion Making
Enhance the Brand
DriveEfficiency
Increase Revenue Production
Establishing Strategic Direction
Driving Innovation
Energizing the Organization
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Challenge: Design
Avoiding Confusion:Defining competencies at the right level of detail
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Too Broad
• Innovate: Generates ideas that delight customers, solves problems, and enhances the lives of people and communities.
• Lead Courageously: Drives inclusivity through involvement and seeking the input of others while proactively addressing the needs of associates, customers, and the organization.
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Too ComplexStrategic Decision Making: Gathers appropriate information in order to generate compelling vision which aligns with market needs.
Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
• Learns about the organization’s strategy and goals
• Understands how own role contributes to the organization’s strategic vision
• Initiates actions that support the organization’s core business
• Demonstrates an understanding of team or department’s role in accomplishing the vision
• Stays up to date on changes impacting the business
• Translates strategies into priorities and actions
• Seeks information regarding alternative options on outcomes on strategic objectives
• Leverages competitive and market insights in decision making process
• Generates measurable objectives
• Measures performance against priorities
• Influences the strategic priorities of direct and matrix teams
• Balances resource requirements of multiple strategic priorities
• Proactively scans business and competitive landscape to discover opportunities to meet new business needs
• Generates decision criteria linked to bottom‐line business value
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Just Right!Driving Innovation
Creating an environment (culture) that inspires people to generate novel solutions with measurable value for existing and potential customers (internal or external); encouraging experimentation with new ways to solve work problems and seize opportunities that result in unique and differentiated solutions.
Key Actions
Inspires curiosity—Encourages others to ask provocative questions to understand the assumptions and rationale underlying current practices and consider stakeholders’ needs before moving to problem solving; guides others to discover the full array of stakeholders’ (e.g., internal partners, suppliers, and customers) needs, concerns, and desires to unlock new opportunities for innovation.
Challenges current thinking—Drives others to explore alternative ways to view and solve problems and achieve results; provides tools and opportunities for brainstorming to encourage idea generation; leverages diverse cross‐functional sources for inspiration.
Supports experimentation—Encourages others to test promising ideas and take risks with new approaches; empowers those who want to implement new solutions with decision‐making authority; rewards attempts at innovation, whether successful or unsuccessful.
Advances ideas to the next stage—Assertively advocates the merits of others’ ideas to higher levels of management to secure the time and resources needed (e.g., money, training, tools, access to colleagues) to further develop and operationalize their ideas.
Definition
Label
Key Actions
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Innovation Cascade ExampleExecutive Manager
Supervisor/1st Level Leader Prof./Knowledge Worker
Driving Innovation Driving Innovation Driving Innovation Innovation
Innovation Creating novel solutions with measurable value for existing and potential customers (internal or external); experimenting with new ways to solve work problems and seize opportunities that result in unique and differentiated solutions.
Key Actions • Seeks to understand existing perspectives—Asks provocative questions to understand current practices
and the customer’s experience before moving to problem solving; seeks to understand and experience the full array of stakeholders’ (e.g., internal partners, suppliers, customers) behavior, needs, concerns, and desires to unlock new opportunities for innovation.
• Challenges current thinking—Explores alternative ways to view and solve problems and achieve results; leverages innovation tools, creative processes, and diverse cross-functional experts to generate ideas; combines ideas in unique ways; makes times to incubate ideas; thoughtfully evaluates alternatives, and then selects the best ideas for experimentation.
• Experiments to learn—Tries unique ways of doing things and tests promising ideas; takes advantage of opportunities to try out new solutions without close supervision; takes risks in the interest of finding a better way; learns from mistakes to refine ideas.
• Takes action on ideas—Communicates potential benefits of new ideas to stakeholders; identifies resources and support needed; commits to an action plan to implement new ideas.
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Just Right!
Process Innovator
Continuous Improvement
Decision Making
Influence
Professional
Facilitate Product
Innovation
Driving Innovation
Inspiring Others
Customer Focus
Frontline Leader
Drive Product Innovation
Driving InnovationExecutive
Entrepreneurship
Energizing the Organization
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Challenge: Launch & Engage
• Haphazard Integration• Stakeholder Apathy
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Complete Talent Management: Selection
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DDICompetencies
Using the Growth Engine in
Strategic Talent Management 24© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 25© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Determine & Define Key Competencies
Strategic Talent Management 26© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 27© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 28© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 29© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 30© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 31© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 32© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 33© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 34© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 35© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 36© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 37© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Competencies
Strategic Talent Management 38© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
DDICompetencies
Strategic Talent Management 39© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Challenge: Launch & Engage
• Haphazard Integration• Stakeholder Apathy
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Strategic Talent Management 40© 2015 Halogen Software Inc. Confidential – Not to be used, copied or redistributed without Halogen’s prior written permission.
Example: Engagement Strategy Considerations• Communication Plan• Internal Marketing• Educate TM/HR partners and key leaders• Executive advocacy• Create value‐added tools and resources
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Example: Engagement Strategy
First-level Leader Guide
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Challenge: Sustainability
• Lack of accountability
• No measurement or analytics
• Inability to respond to changes in business direction
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• Assign accountability
• Measure & share
• Be agile
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Steps for Effective Achieving the Competency Promise
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4 Steps for Successful Implementation
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• Start with a robust plan and ensure alignment with strategic priorities
• Clearly define competencies and ensure usability
• Launch models in integrated talent processes and engage leaders and employees to apply the models
• Assess impact and adjust/update to ensure relevance
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Questions?
© Development Dimensions Int’l Inc., 2015. All rights reserved.
Mac TefftSenior Consultant, Talent Diagnostic GroupDevelopment Dimensions International (DDI)
Catherine CormierProduct ManagerHalogen Software
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Learn More
White Paper:Delivering on the Competency Promise
eBooks, Reports, Forms & templateswww.halogensoftware.com/learn
Halogen TalentSpace Blogwww.halogensoftware.com/blog
Questions? Contact Tali [email protected]
@halogensoftware
Thank You
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