Part One: How To Develop Valid And Actionable Competency

ModelsLuciano Gregoretti

Consultant

908.897.0924

lgregoretti@talentfirst.com

1 - How to Develop Valid and Actionable

Competency ModelsJune 10th – 12th

2 - Competency-Based Talent Development

June 24th – 26th

3 - Using Competency Models to Hire Top

TalentJuly 8th – 10th

4 - Competency Models and Performance

ManagementJuly 22nd – 25th

7 Steps to Developing Competency Models: Progression

5 - Competency-Based Coaching

Aug 5th – 7th

6 - Competency Models and Leadership Development

Aug 19th – 21st

7 - Integrated Talent Management and Cloud

TechnologySep 2nd – 4th

3

About TalentFirstA Talent Management consulting and technology firm that offers actionable

tools and systems to optimize organizations’ human capital investment

Consulting Technology Assessment

Competencies 101

Business Case For Competencies

Dollar: Financial Capital =

Competency: Human Capital

Other Advantages…For the people

Clearly defines expectations for the role(s) Increases clarity and ownership around development (roadmap) Drives greater employee engagement and organizational commitment

For the organization Increase performance (hard and soft) Lower turnover rate Higher talent retention

For the HR department From “reactive administrative” to “strategic business” function

What are Competencies?

Includes behavioral-anchored descriptors of the capabilities needed for success in a role(s)

Includes how these capabilities are applied or demonstrated at various proficiency levels

Skills, Knowledge & Abilities

Applied for

SpecificOutcomes

Competency Models Need To Be:

Simple

Targeted

Actionable

Today or Tomorrow?

75% Critical Today

25% Future Focused

Form Follows Function

Learning

Applying

Leading

Expert

Applies to those individuals who have become

function leaders and who are strategic and proactive in the achievement of their business responsibilities

Applies to those individuals who are able to work independently and who are fully functional in the position

Applies to those individuals who are new in the

position and/or who have altered responsibilities

Applies to those individuals who command an extensive base of knowledge and organizational influence and who actively coach and mentor others

Example of Competency

Learning Applying Leading ExpertInfluencing & Consultative SellingUses a persuasive, consultative selling model and product knowledge to influence customers to choose Company’s products. Completes pre-call plan to identify objectives for each customer interaction. Evaluates results to refine approach.

Engages customers to understand their specific needs and opportunities. Tailors selling strategies and approaches based on individual customer requirements and style. Applies power of persuasion to drive others’ decision making and actions to increase sales.

Anticipates customer needs and proactively addresses opportunities/issues to drive increased short and long-term business results in the Territory. Delivers strategic, value-added solutions for customers that produce mutually-beneficial results. Demonstrates a track record of driving positive action in others.

Advances capabilities of peers and serves as a resource for consultative selling techniques and influencing best practices. Creates champions throughout the customer base for a broad impact beyond product and Territory. Sought out by cross-functional partners to develop and implement sales strategies.

Customer EngagementDefinition: Cultivates relationships with key decision makers and applies persuasive, consultative selling skills to increase access and gain product support to achieve Company and customer objectives. Builds purposeful internal and external networks to develop and drive collaborative, value-added solutions.

Competency Development & Launch

It Starts With an Objective Analysis

Leadership

Interviews

Behavioral

Insight©

Job Analysis

Job FunctionSurvey

Objective data linked to performance• Limits subjective biases• Reduces risk to the organization

Efficient, multi-pronged study

Greater staff engagement and ownership

TalentFirst Foundation Study

Leadership InterviewsLeadership Interviews

BehavioralInsight©

Job Analysis

Job Function Survey

Capture strategic and systemic perspective

Allow to incorporate vision and strategy in model

Ensure optimal buy-in

45’ minutes/ 1 hour interview

Job Analysis (real-life observations)Leadership Interviews

BehavioralInsight©

Job Analysis

Job Function Survey

Observe key behaviors in real life situations

Understand context and environment

Include top, average and low performers

Provide qualitative data to be leveraged in survey phase

Job Function SurveyLeadership Interviews

BehavioralInsight©

Job Analysis

Job Function Survey

To gather large number of information around KSAs

Everyone is involved in the process!

Buy-in and adoption

Behavioral Insight©

Leadership Interviews

BehavioralInsight©

Job Analysis

Job Function Survey

Identify core personality traits that differentiate top performers

A valid and reliable online behavioral assessment tool

High-Performance Footprint

Launching Competency Systems Competency systems need to be launched for maximum impact and

sustainability Communication linking competencies to business strategy Interactive launch session 1-2 competency-based tools and systems Post-launch – phased deployment of additional tools and systems

“Change the expectations, change the outcomes”

The Next Webinar…

REGISTER FOR THE NEXT WEBINAR!

Competency-Based Talent DevelopmentJune 24, 2014 at 1:00 - 1:30 PM ET June 26, 2014 at 3:00 - 3:30 PM ET

21

Audience Questions & Answers

TalentFirst Headquarters1011 US Hwy. 22 WestBridgewater, NJ 08807

TalentFirst IndiaB 45 DSIDC Industrial EstateDelhi 1100 95, INDIA

Luciano GregorettiConsultant

908.897.0924 lgregoretti@talentfirst.com