Managing Talent: Demands, Challenges and Uncertainty from Staff
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Transcript of Managing Talent: Demands, Challenges and Uncertainty from Staff
Managing Talent:Demands, Challenges and Uncertainty from StaffMAY 23, 2012
2© 2012 Hay Group. All rights reserved
Presenters
Connie Schroyer, Vice President & General Manager, Hay Group
- [email protected] | 703.841.3147
Myriam Michaels, Principal, Hay Group
- [email protected] | 703.841.3132
Juliet N. Kintu, Projects Officer, Internal Controls & Special Projects
CFA
3© 2012 Hay Group. All rights reserved
Agenda
1
2
3
4
5
CFA‟s Objective
What is a “Competency Framework”
Project Overview
Hay Group Approach
Success for CFA
Questions/Discussion6
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Agenda
As a reward practitioner, we are sure you have heard employees ask:
How do I progress in my career?
Most organizations do a very good job of identifying reward strategies and pay
philosophies, but linking those strategies to career progression has always
been a challenge.
Our discussion today will focus on “Talent Management” and a really
interesting case study with a client who was struggling with managing how
employees acquired and developed the necessary skills and competencies
and aligning those with career progression.
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Agenda
01CFA‟s Objective
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Who is CFA?
The International Finance Corporation (IFC), the private-sector arm of
the World Bank Group, fosters sustainable economic growth in
developing countries by financing private sector investment, mobilizing
capital in the international financial markets, and providing advisory
services to businesses and governments.
The Financial Operations and Accounting Department (CFA) within
the International Finance Corporation is reward strategic client for the
Hay Group.
The focus was to work closely with a recently restructured area of the
organization, the finance and accounting group, given the recent re-
alignment of functions and their strategy to be well positioned for
success.
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CFA’s Business Needs
CFA was looking for a talent management system that was:
1. Forward-looking and linked to the strategic direction of the department;
and
2. Articulated the behaviors that support growth and the global
decentralization of their operations.
It is important for an organization to consistently and proactively use
competencies (both technical and behavioral) to support career
management processes impacting employees.
We created a “competency framework” to ensure the competencies
captured, in a clear and understandable way, information that can be
utilized for hiring, development, performance management, and
promotions.
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CFA’s objective and needs
Our partnership in developing a competency framework focused on:
1. Creating simple, practical approach to designing competency profiles
2. Reviewing and assessing roles and creating job families
3. Introducing competencies in the various units in coordination with HR
4. Supporting and training staff and management in the framework through a
detailed communication and implementation process
It is important for there to be a common thread in organizations.
A thread that links all of the people processes to the direction of the organization. A single thread that creates clarity for employees.
That thread is competencies.
CFA wanted to create a “culture of competencies.”
02What is a Competency Framework?
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What is a Competency Framework?
A Competency Framework is established by working with staff, conducting interviews
and discussions regarding required skills and abilities that drive outstanding
performance now and in the future.
A competency: Defined as any characteristic of an individual that predicts outstanding
performance in a given job, role, organization or culture. We focus on both technical
competencies and behavioral competencies.
What does a competency framework do?
Focuses performance discussions on the key behaviors for training and staff
development, career aspirations and goals
Provides staff with specified competencies to support and plan for their career
advancement
Provides a tool to assess staff skills and competency gaps in order to direct
resources to meet staff needs
Allows Management to better align training with staff development needs
Provides a clear, consistent, comprehensive framework on which to base
talent management decisions
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Why a Competency Framework?
The Competency Framework has been developed as a response to:
1.Staff request for clarification on career path opportunities within CFA and the
criteria & skills needed to support high level performance, promotions & overall
career development.
2.Management‟s need to clarify expectations, define future development needs, and do
more focused recruitment and development planning.
The Competency Framework:
Supports an organization‟s mission, vision and values
Is an essential component of career planning, talent management and positionmanagement
Can be customized to unique roles within an organization and in line with “rolemodel” behaviors that are necessary to succeed
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Why a Competency Framework?
Key Tool for:
Recruitment: What minimum experience, qualifications and skills do we need to
fill positions that are necessary to fulfill our mandate?
Staff Development & the Learning Curriculum: What gaps do we have in the skills
set of our staff that are vital in execution of our mandate? What learning should
we consider in order to address the gaps? How will the framework integrate with
the Learning Curriculum?
Staff Management & Career-Pathing: How do we manage the talent we have?
What staff opportunities are available across the organization? How can we
effectively rotate staff to develop needed skills while ensuring seamless
operations? How do we manage career-pathing?
Position Management: How many positions and at what levels do we need to
fulfill our mandate?
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Create & manage the interdependencies
Talent development
Position
Management
Learning
curriculum
Performance
evaluation
Challenge/Opportunity: Integrate the Competency Framework and
Learning Curriculum and link to the Performance Evaluation and Talent
Development
As CFA Management described:
„we need staff to become consistently strong at active participation, asking the right questions, talking to the right people, challenging assumptions and providing alternatives’
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Competency Framework Model
Competencies don’t drive change; they are a tool that can be used to drive
change, as part of an integrated change management program which aligns
the above seven levers.
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Competency Framework Model
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Competency Framework Model
The framework describes the Technical and Behavioral Competencies needed for
superior performance within CFA.
It covers key areas of work using the following job families:
- Operations
- Policy, Compliance & Governance
- Business Partnership
- Investment Portfolio Management
The framework has been developed based on interviews & working sessions with
senior management and staff during which qualities and skills needed to perform
well in these roles have been described.
The framework describes technical competencies and behavioral competencies,
each is important for success within CFA.
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Competency Framework Model
Opportunity to undertake a
broader variety of assignments
facilitating career management,
career development & talent
management
Clarity about what is expected
of staff them in their roles so that
they can have effective
discussions with their managers.
Equity in how they are
evaluated for their contribution to
success in their role.
Consistency: Job families
designed consistently for all staff
to capture technical, and
behavioral competencies.
Flexibility: Recruiting and
staffing flexibility and can more
easily allocate resources based
on operational need and talent
availability.
Institutional Effectiveness:
Less time and effort expended by
staff, managers, Human
Resources on performance
evaluation.
Staff Gains:Management
Achieves:To make changes
that benefit
both….
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Competency Framework Model
03Project overview
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Hay Group Goals for working with CFA
To meet their competency development objectives.
To put into place trustworthy processes for assessing and developing
talent.
To think „out of silos‟ when planning.
To work in partnership with them.
To incorporate valid competencies and clarity of roles that:
Account for future success factors;
Separate-out subjective political considerations;
Become a reliable platform for all learning and human resource
systems; and
Allow for attaining business results
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Approach Overview
Behavioral
Capability
Framework
Technical
Capability
Framework
Job Family
Architecture
Allocation of roles to
families and levels
Assessment of current
capabilities against the
model
1. Strategic
Interviews
2. Employee
Focus Groups
4. Manager
Validation
Job Family Model
(Levels, Purpose, Accountabilities,
Technical and Behavioral Capabilities)
Definition of
Career Paths
3. Discussions
with Business
Leads and HR
IMPLEMENTATION & COMMUNICATION5.
Implementation
Development of
learning &
development
resources
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CFA Senior Management Interviews
One-on-one interviews with senior leaders with the following
objectives:
Gain clarity on the vision, mission and strategy
Understand the organizational culture and values
Identify key business metrics
Identify what senior management consider as critical characteristics
for moving the organization forward
Gain buy-in
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CFA Focus Groups
Meetings with job/role incumbents and/or their managers to identify
current and future critical success factors. The following areas are
covered:
Job responsibilities
Job challenges
Performance measures
Characteristics of superior performance
Examples of competencies and importance
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Documentation Review
A review of existing documents to gain insight into the
current and future requirements of jobs/roles included in
the competency study the organizational overall (to ensure
consistency with current HR systems and grades
structures)
Included utilizing existing organizational data on staff such
as employee surveys
04Hay Group approach
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Hay Group Approach
The Competency Framework should essentially have three core elements that
will benefit both the organization and the individual:
Understanding Work: For talent to be managed effectively there is a need
to understand what it takes to be effective in a role (job evaluation was
utilized)
Understanding People: Understanding of the position is as important as
an understanding of the people (behavioral competency model utilized)
Managing People and Positions: A sound understanding of the positions
and of the people provides the building blocks of a Competency
Framework.
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Hay Group’s Methodology spansvital focus areas
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Understanding Work – Hay Job Evaluation
INPUTS PROCESS OUTPUTS
(KNOW HOW)
• Technical Know How
• Management Breadth
• Human Relations Skills
(PROBLEM SOLVING)
• Thinking environment
• Thinking Challenge
(ACCOUNTABILITY)
• Freedom to Act
• Magnitude
• Impact
We measure….
System formulated by Edward Hay and has been researched, tested and validated across the
world for the last 60 years.
Using a strict and controlled process
Job Information
Methodology
JudgmentJob Size
(Haypoints)
• Position Description Questionnaire
• Knowledge and understanding of the
organization
•Hay Guide Chart-Profile Method
• Evaluate jobs, not people or titles
• Evaluate jobs as they are today, not yesterday or
tomorrow
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Understanding Work – Technical Competencies
Understand the current and future organizational needs in terms of specific
roles. Considering context in detail:
future strategy
operating model
organization structure
different types of roles and their requirements
Define the roles and number of positions
Create levels for the technical competencies that are priority to measure
(skills, etc)
Set target levels for each of these factors
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Hay Group Behavioral Competency approach
What are competencies?
“They are underlying characteristics which enable someone to perform a job
better in more situations, more often, with better results”
Competencies are those factors that distinguish the best from the rest in a
given role
Competencies can be deep seated or easily observed qualities of people
(motivation, traits, etc.)
All competencies can be measured
Competencies are forward-looking. They describe the behaviors and attributes staff and managers will need in order to meet future challenges.
They help organizations clarify expectations, define future development needs, and do more focused recruitment and development planning.
Competencies provide a sound basis for consistent and objective performance standards by creating shared language about what is needed and expected in an organization.
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Competencies
Skills and knowledge form the tip of the
iceberg. The underlying competencies are
less visible but extensively direct and control
behaviour
Social Role, Values, and Self-image exist at
conscious or partly conscious levels
Traits and Motives exist further below the
surfaceKnowledge
Skills
Social Role
Self-Image,
Values
Traits
Motives
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Why is it not obvious?
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Competencies and the Complexity of Roles
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Integrated Talent Management Framework
Research based solutions
Expertise in behavior change
We know what distinguishes outstanding from typical
We know how to help people change
We know how to produce tangible results
Expertise in leadership
We know how to build superior management capability.
We partner with Harvard University on leadership and
management behaviors and high-performing teams.
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Integrated Talent Management Framework
1. Decode the strategy and define the predictors for success
2. Evaluate talent to strategy
3. Enhance talent to deliver strategy
4. Develop a talent management culture
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Integrated Talent Management Framework
Understanding roles and
accountabilities needed in the future
Determining the corresponding
leadership styles and behaviors that
are future-focused
Creating a winning ethos in terms of
climate and culture
Best Practice organizations translate strategy into critical talent
management factors such as:
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Integrated Talent Management Framework
Incorporate internal and external benchmarks to keep
the bar high
– Benchmark against external world-class
standards
– Ensure no “slippage” in thinking that average is
good enough
Review talent with rigor against the predictors of
success
Follow through on the implications and results of
talent reviews
Best Practice organizations use the measurement of potential and
performance as a starting point to evaluating talent. Then they:
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Integrated Talent Management Framework
Mapping realistic career paths
Recognizing that lateral moves
often present bigger challenges
than moves up the hierarchy
On-boarding for internal movement
into key roles
Leadership development that is
anchored to strategic intent
Best Practice organizations work hard at growing their talent
and coaching leaders through role transitions. They focus on:
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Integrated Talent Management Framework
Talent management is viewed as a life cycle from
entry to departure
Talent is mapped against role demands to
determine gaps and potential successors
Talent is re-aligned to its best fit with organization
needs and role demands
Businesses use the talent management process to
continually improve decision making and realign to
the organization‟s overall business strategy
In Best Practice organizations, HR supports the process, while
the businesses own it. In addition:
05Success for CFA
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Success for Both CFA and Staff
Managers Will Use Competencies…
As a clear, consistent, and comprehensive framework on which to base reward,
promotion and career advancement decisions
To discuss career goals with staff and identify performance strengths/gaps and future
learning opportunities
To focus performance management and coaching discussions with staff on tangible
behaviors
To help select the best leaders to drive success and build the desired organizational
culture
Staff Will Use Competencies…
To plan ahead and develop appropriate behaviors for career advancement
To discuss career aspirations and goals with managers/directors
To gain a clearer sense of what it takes to advance
As a tool to identify learning opportunities
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Using the Competency Framework to Support Career Management
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Success Means Focus on Implementation & Communication!
Below is our view on the key criteria that competencies must meet in order to be
effectively implemented.
• Use internal best practice and role models to shape the competencies – this ensures they reflect the reality of how work gets done in the organization.
Accurate
• Focus on the fewest competencies that make the biggest difference – don‟t try to describe every single skill required to execute the role.
• Use examples and provide employees with guidance on how to develop the competencies, so they become real.
Understandable
• Use a blend of internal best practice and role models, and external benchmarks, to shape the competencies, to avoid common pushback such as „We‟re unique and different, so these competencies don‟t apply to us.‟
Credible
How to ensure success
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Implementation
In order for a culture of competencies to be embedded and for this model to be
useful, the following implementation processes were used:
Messaging About New Competencies
Clear messaging to staff about why we need the competency framework and
why it is important to have a new competency model (What is in it for me?)
Training for both managers and staff on the competency model and practice
sessions using the model
HR Systems
Consistency in messaging and application of the competency model.
Obtained Managers buy-in so they use the model as a tool for performance
feedback and staff development.
Defined promotion standards and career paths. Created supporting tools
and resources for staff.
Resolved grading issues and ensure consistent application of grades and
levels within and across the organization.
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Communication:Competency Framework Booklet
Competency
Framework
Booklet
The Competency Framework Booklet provides a “one-stop shop” on the
Competency Framework components, how it will be utilized to support recruitment,
staff development and management, talent management and position management
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Organizational Impact
Growing job demands and lack of clarity around job expectations can
contribute to a feeling of being taken advantage of.
This project stressed the importance of analyzing employee feelings related
to professional ambiguity and the need to support career advancement in a
fair and consistent manner.
Turning employee concerns and doubts into a desire to succeed and share
the passion and mission can have a significant impact on organizational
results.
Engagement, collaboration and curiosity in work and partnerships with
others will benefit both the employee and employer in creating successes.
Creating a platform where everyone has an opportunity to be coached,
challenged and grow, be recognized and rewarded will provide both short
and long term success.
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Thank You and Remember…
Your best bets are people who will be able to grow and develop.
They have these characteristics:
Thinking beyond the boundaries
Curiosity and eagerness to learn
Social understanding and empathy
Emotional balance
So, Know, Grow and Flow:
So what… What will we need for the future?
Know the talent available to you
Grow the capability you need
Flow talent through the organization
Q&A
53© 2012 Hay Group. All rights reserved
Presenters
Connie Schroyer, Vice President & General Manager, Hay Group
- [email protected] | 703.841.3147
Myriam Michaels, Principal, Hay Group
- [email protected] | 703.841.3132
Juliet N. Kintu, Projects Officer, Internal Controls & Special Projects
CFA