Competence Referential Working Group Second Meeting Pre Reading

8/3/2019 Competence Referential Working Group Second Meeting Pre Reading

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Competency Referential Working

group

Pre reading for the 12.12.2011meeting


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Competence Requirements

Topic Yes, vital formyunit/region

No way, thisis notneeded

My unit/regioncan live with orwithout this

In addition to global, transversal competencies and functionspecific ones, a third category, regional competencies is needed

Even if we had global transversal competencies, local adaptationshould be allowed

The competencies need to be scalable (same competence butdifferent definition per target group e.g. business acumen for

first time leaders-middle managers-senior managers) and/orinclude levels (e.g 1=beginner, 3=competent practitioner 5=worldclass expert)

The competence referential needs to have a clear guidance howto evaluate the competence in question

The transversal competence definitions should cover all Essiloremployees

The transversal competence definitions should cover all expertsand managers, but not factory/lab workers

Already decided in the first meetingOnly transversal competencies will be defined. Additional, function specific technical and professional competencieswill be defined by functional working groups (as ongoing e.g. for marketing)Referential should be easy to understand and use

The following requirements needs to be decided:


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Competence Requirements

Topic Yes, vital for

myunit/region

No way, this

is notneeded

My unit/region

can live with orwithout this

The competence referential should be easy to translate to otherlanguages

The competence referential should be compatible with all HRsystems (Annual Appraisal, People Review, Job Grading,Leadership model, employee selection, job descriptions)

The referential should be a list of competencies, the guidancehow to develop them is a separate thing

The referential should be a list of competencies with aguidebook how to develop them

We should be able to draw a clear link between the transversalcompetencies and Essilor values and principles

The following requirements needs to be decided (cont):


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Scaling and leveling the competenciesexamples andalternatives

Unconscious Incompetence = you don't know that you can't do it well.Conscious Incompetence = you know you can't do it well.

Conscious Competence = you do it well, and you think about the work as you do it.Unconscious competence = you're so successful it's "automatic" -- you do it well, without thinking about it.

(The "Kirkpatrick Model" by Donald L. Kirkpatrick)

1 Beginnera person doesnt know anything about the task.

2 Learner a person can do the task when there is somebody tohelp/guide/lead.3 Practitioner a person can do this task on his own.4 Expert a person can guide/lead other people in this task.5 World-class expert a person is an internally & externallyrecognized expert in this task.

(Adapted from several 5 level models)

UnskilledSkilledOverused skill

(LomingerFYI)

1) Interns;2) Trainees;3) Managers (directors, managers and supervisors);4) Others (administrative positions)

(LatAm target group levels)
http://c2.com/cgi/wiki?UnconsciousIncompetencehttp://c2.com/cgi/wiki?UnconsciousCompetencehttp://c2.com/cgi/wiki?UnconsciousCompetencehttp://c2.com/cgi/wiki?UnconsciousIncompetence


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Scaling and leveling the competenciesexamples andalternatives cont.

Professional grade 4Skilled Professional grade 5Experienced Professional grade 6

Leader grade 7Skilled Leader grade 8Experienced Leader grade 9Executive grade 10Skilled Executive grade 11Experienced Executive grade 12+

(Example from Essilor US)

Deficient (D) has not had theopportunity to demonstrate the task or isnot meeting the expectations of the taskFundamental (F) has a general

understanding of the task; not yetperforming at expected level or too newto rateIntermediate (I) has a more focusedunderstanding of the task; of can applyskills in a defined situation, but not yetconsistentSkilled (S) has a solid understanding ofthe task; can demonstrate and perform

skill/knowledge at expected level forcurrent roleAdvanced (A) Invents newmethodologies, processes, and toolsrelated to task; demonstrates aboveexpected level for current role

How to rate employees:Levels are additive, i.e. if you exhibitbehaviors at the Advanced level, you

will also possess competency at theFundamental and Intermediate levelsPlace your rating (D, F, I, S, or A ) in theworksheet, using appropriate level, in thespace by the competencyD = 0, F = 1 point, I = 2 points, S = 3points, and A = 4 points for averaging

purposes and for a category total score.

(Example from Essilor US marketing)(Example from US Interview Quide)


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Essilor Competence Referential -options(or should we call it Competency Framework?)

Category 1 commercial off-the-shelf competence referentials

Lominger

+ widely used in Essilor (Operations world-wide, LatAm, partial adaptation in other regions and units)

+ includes guidebooks for development of each competence and separate guidebooks for leadershipteam development etc

+includes a leadership competency model which could be adapted to Essilor (see next 2 pages)

+owned by Korn/Ferrycan be linked to staffing projects and leadership assessments (if a frameagreement with KF will be made)

+ needed language versions available

-Including 67 competencies, perceived as heavy and complicated by many

- Can be seen as mechanistic if used orthodoxically with the guidebook (=instead of properdiscussion between the employee and manager, a sentence or two from the FYI development guide isapplied)


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Lominger Leadership Factors


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Lominger Leadership Factors cont.


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Essilor Competence Referential -options


SHLBased on behavioral factor-analysis, 8behavioral clusters, each with 2- 3 competences,all together 20 competencies

+simple, maybe the most research based model

+includes assessment tools, e.g. 360


+descriptions can be slightly modified to betterfit Essilor language

-may not cover all our needs

-we dont have a budget for adapting the system


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DDICompetency library with 45 competencies. (Similar to Lominger)

+possibility to have ready made 360 solutions

+separate leadership competency set available (extract from the 45 competencies library)


-doesnt offer any additional benefits compared to what we are already having in Essilor

-we dont have a budget to buy DDI services

PDI Ninthouse

2 competency libraries: a general competency library with 78 competencies and professional/technicalcompetency library

+includes scales and proficiency levels

+suitable for both managers and individual contributors


+separate leadership competency set available (extract from the 78 competencies library)

-even if the whole library with 78 competencies is not meant to be given to the end users, samechallenge than with Lominger: the system looks complicated and unnecessary complex.

-we dont have a budget to buy PDI Ninthouse services


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Category 2modified or completely home made competency referentials

Modified

Starting from the various existing commercial models, to extract and modify a competency framework forEssilor. One example of these already exist, done in the CPEG project for Essilor France (see the nextpage)

+End result would have a strong Essilor flavour reflecting company values and principles

-Time consuming to modify competence descriptions and find a global consensus-No connection (thus no possibility to use) to assessment and development tools which exist in most ofthe commercial solutions

-risk to end up to something very similar to the commercial ones (lots of work with little added value)-would previous work around competencies partly obsoletelots of additional work to update/rewrite

job descriptions, annual appraisals etc.

From scratchStarting from scratch to build a complete new Essilor Competence Referential

+End result would have a strong Essilor flavour reflecting company values and principles+If done in workshops with managers, would ensure authenticity and buy in in the organization

-Time consuming to write competence descriptions and find a global consensus on the content-No connection (thus no possibility to use) to assessment and development tools which exist for most ofthe commercial solutions

-risk to end up to something very similar to the commercial ones (lots of work with little added value)-would previous work around competencies partly obsoletelots of additional work to update/rewrite

job descriptions, annual appraisals etc.


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16 comptences Lominger transverses

49. Matriser la communication orale Communication42. Entretenir de bonnes relations avec ses collgues Coopration38. Faire preuve dagilit organisationnelle Sens du rseau15. tre orient vers le client Esprit de service5. Avoir le sens des affaires Sens du business54. tre capable dauto-dveloppement Amlioration continue2. Faire face lambigut Adaptabilit

57. Faire preuve dautonomie Autonomie / Initiative51. Matriser la rsolution des problmes Analyse / Synthse47. Savoir planifier Pilotage53. tre orient vers les rsultats Agir20. Savoir diriger Management de son quipe

19. Dvelopper les comptences de ses collaborateursDveloppement de sescollaborateurs

36. Savoir motiver Leadership : savoir motiver

37. Savoir ngocier Leadership : savoir ngocier28. Grer linnovation Innovation / Crativit

Example of a modified competency referential (GPEC France)

Competence Referential Working Group Second Meeting Pre Reading

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