Strategic Competency Profiling/Integration

Strategic Competency Profiling/IntegrationSimple Truths, Strategies and Tools

Presented by Andrew Zak, Managing Partner

TalentMinders, LLC.

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Before We Begin…

• Ask questions during or following the presentation

• Raise “Hand” if you experience issues• Handouts available at end of session

3/28/2012 Visit TalentMinders, LLC. at talentminders.com and/or send mail to [email protected]

Thank you for joining us today

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Andrew ZakFounder/Managing PartnerTalentMinders, LLC.

• Medical and consumer electronics experience –KPMG, Apple, FedEx, Cordis J&J, Boston Scientific

• Head of regional/global Centers of Excellence• Track record for driving change and growth• Dedicated to helping others leverage Talent

Management as key enabler of growth.


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2012 Talent Management Webinar Calendar


Date Webinar Workshop March 28 “Building a Talent Management Strategy”

April 20 “Strategic Competency Profiling/Integration”

May 18 “Succession Planning/Talent Reviews”

June 22 “Succession Planning Meeting Facilitation”

July 20 “Leadership Development Strategies”

August 24 “The HRToolbench®: Talent Management Software Solution for Small and Medium-sized Companies”

September 21 “Talent Management Budgeting/ROI”

October 19 “Talent Management Metrics & Scorecard”

November 23 “Performance Coaching/Appraisal”

December 14 “Front-Line Manager Talent Pool”

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Agenda

• Select an approach that achieves revenue growth

• Build a strategic competency profile• Integrate across key HR processes• Key success factors• Questions and answers


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Select an Approach that Achieves Revenue Growth


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Select an Approach that Achieves Revenue Growth


70%

60%

50%

40%

30%

20%

21-25 26-30 31-35 36-40 41-45 46-50 51-55 OVER 55AGE

Average percentile ranking

Research performed by Global Novations

ContributionTo Organization

Age

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Select an Approach that Achieves Revenue Growth (cont’d)


Stage I Stage II Stage III Stage IVRole

Change

ActivityChange

RelationshipChange

Learner IndividualContributor Coach/Mentor

Sponsor /Innovator

Tasks withSupervision

Dependent Independent

Competent on Own

Guiding Others

Shaping theOrganization

Responsibilityfor Others

Responsibility for the

Organization

Competencies required for success evolve and change enabling greater contribution

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Stage I – Depending on OthersCharacteristics of Stage I include:

Willingly accepts supervisionDemonstrates success on portion of larger project/taskShows “directed” creativity and initiativePerforms well under time and budget pressureMasters basic and routine tasksLearns how “we” do things

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Stage II – Contributing IndependentlyCharacteristics of Stage II include:

Assumes responsibility for definable projectsRelies less on supervision; works independently

and produces significant resultsIncreases in technical expertise and abilityDevelops credibility and a reputationBuilds a strong internal network of relationships.

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Select an approach that achieves revenue growth (cont’d)


Stage III – Contributing Through Others Characteristics of Stage III include:

Builds a strong internal and external networkDevelops broader business perspectiveStimulates others through ideas and knowledgeServes as a manager, mentor, coach or idea

leader in developing othersRepresents the organization effectively to

stakeholders and external groups.

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Stage IV – Leading Through Vision Characteristics of Stage IV include:

Provides direction to the organizationDefines and drives critical business

opportunities and needsRepresents the organization on critical

strategic issuesSponsors promising individuals to prepare

them for leadership roles• Obtains essential resources.

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Stage IV – Leading Through Vision Characteristics of Stage IV include:

Provides direction to the organizationDefines and drives critical business

opportunities and needsRepresents the organization on critical

strategic issuesSponsors promising individuals to prepare

them for leadership roles• Obtains essential resources.

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Characteristics Knowledge and Skills

JobPerformance

Technical/ Business

Competencies

Leadership

CompetenciesKey

Responsibilities

Separate “hard” from “soft” to reinforce focus

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“Strategic Agility”-”Motivates and Inspires Others”-”Optimizes Communication”- “Manages Execution”…

KCI Leadership Characteristics / Competency: 2. Results Matter - Executes Key Behaviors by Dimension of Value Contribution

Competency Definition Stage I Contributes by following

direction

Stage II Contributes by demonstrating

individual competence

Stage III Contributes through others

Stage IV Contributes by shaping the

organization Executes: Allocates resources and delegates work effectively, monitors the work effort to ensure requirements are met, and finds approaches that lead to ongoing improvement / strategic advantage in the business.

Assumes personal accountability.

Identifies and gathers the information necessary to make timely decisions.

Seeks additional help when needed.

Learns from experience and applies knowledge in decision- making.

Maintains high standards of excellence in work.

Follows through on commitments.

Assumes personal accountability.

Applies a balance of facts, logic and intuition to solving problems.

Makes effective decisions with limited time and information.

Builds consensus when making team decisions.

Effective at fact finding. Makes decisions and

implements plans that reflect overall Company values, goals and objectives.

Follows through on commitments.

Assumes personal accountability; reinforces need across teams.

Helps others make effective decisions with limited time and information.

Makes decisions and implements plans that reflect overall Company values, goals and objectives.

Prioritizes & allocates resources and creates plans in a manner that best contributes to business needs with highest value and strategic alignment.

Ensures plans exist to guide staff/team activities and achieve appropriate results.

Continually looks for ways to improve work processes, products & services.

Delegates work and distributes decision making to appropriate levels.

Assumes personal accountability; reinforces need across organization.

Creates structures and policies that enable effective execution.

Makes decisions and implements plans that reflect overall Company values, goals and objectives.

Promotes a workplace that ensures regulatory compliance and adherence to ethical standards.

Fosters a culture that encourages a balance between work and personal life.

Creates, refines and drives the corporate metrics used to shape and manage the business.

Considers key business drivers when making decisions and planning and executing work.

Achieves balance between short and long term priorities when making decisions.

Maximizes stakeholder value.

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Sales Competency: 5. Customer Focus •Key Behaviors by Dimension of Value Contribution

“Market Knowledge”-”Strategic Selling”- “Customer Focus” –”Business Management”…

Competency Definition

Stage I Contributes by following

direction

Stage II Contributes by demonstrating

individual competence

Stage III

Contributes through others

Stage IV Contributes by shaping the

organization

Customer Focus: Networks to build targeted, influential customer contacts and information sources. Builds close, long-lasting relationships with customers based on mutual respect, trust and credibility.

• Begins to identify all key influencers and decision-makers within the account.

• Learns to develop high-trust customer relationships; ensures commitments to customers are met.

• Demonstrates the ability to target high-yield relationships within own territory (e.g. high volume users, key thought leaders, etc.).

• Maintains clear communications with customers regarding expectations; monitors satisfaction; reports and follows-up customer complaints.

• Begins to adapt persuasive style to suit the audience; recognizes the background/perspective of the audience and uses an approach that the audience understands.

• Able to gain access to all influencers and decision-makers.

• Determines the key buying influences within an account, especially as personnel and customer dynamics change.

• Develops selling strategies that reflect the power dynamics that influence buying decisions within the account.

• Targets and develops long-term relationships with key customer decision-makers and influencers in the territory/region accounts.

• Aligns key clinical and economic buying influences within the customer account.

• Builds strong networks within KCI, with customers and the medical community in general to retain customers for long-term profitability.

• Demonstrates ability to quickly repair relationships with customers that have a negative bias towards KCI.

• Develops relationships with customers that are currently using competitors’ products.

• Builds and maintains strong relationships with mainstream physician community, senior-level hospital staff (where appropriate), managed care representatives, government health officials, senior administrators, directors of clinical services, senior management, etc.

• Coaches sales team on identifying, developing and retaining relationships with customers.

• Develops strategic

relationships with key managed care and related government health officials/decision makers; serves on selected advisory boards and committees.

• Builds and maintains strong relationships with CEO’s of National Purchasing Groups, IDN’s, Government/Payor Sources and Key Opinion Leaders.

• Drives a collaborative and cross-functional effort toward customer retention, satisfaction and development.

• Leads in the reevaluation of identifying the current and future needs of our customers.

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Staged Core Competencies

SALE

S

MAR

KETI

NG

OPE

RATI

ON

S

BUS.

DEV

ELO

PMEN

T

FIN

ANCE

HUM

AN R

ESO

URC

ES

ORD

ER-T

O-C

ASH

R&D/

QLT

Y

KCIKCI VALUESVALUES

LEADERSHIPLEADERSHIP

KCIKCI VALUESVALUES

LEADERSHIPLEADERSHIP

Common to allFunctional Teams

FunctionSpecific

3. Behavioral Descriptions Linking 1 & 2

Stage 1 Stage 2 Stage 3 Stage 4

a. Innovation

b. Customer Service

1. Strategic Organization Competencies

2. Developmental Individual Capabilities (Stages)

The competency matrix has three components:

3. Behavioral Descriptions Linking 1 & 2

Stage 1 Stage 2 Stage 3 Stage 4

a. Innovation

b. Customer Service

1. Strategic Organization Competencies

2. Developmental Individual Capabilities (Stages)

The competency matrix has three components:

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Build a Strategic Competency Profile


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Build a Strategic Competency Profile

Identify Executive SponsorLeadership (CEO) Functional (Functional Head)

Interview key stakeholders to identify needsAppoint C-Suite-approved HIPO team (12)Keep commitments/costs to minimumExecute within short timeframe (3 months).


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Build a Strategic Competency Profile (cont’d)

• Competency Development Meeting Structure:Allow 3-4 (4-5 hrs each) meetings maximum; onsiteExecutive Sponsor opens 1st meeting with strategyIdentify Organization Competencies to achieve strategySplit into teams to identify Stage II competencies (future-oriented) that support Organization CompetenciesAssign Organization Competencies to complete StagesSeek Executive Sponsor endorsement and approval.


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Integrate Across Key HR Processes


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Integrate Across Key HR Processes


StrategicNeeds

Strategic Staffing

Rewards & Recognition

On-boardingTraining Curriculum

PerformanceManagement

Talent ManagementEmployeeDevelopment

Competencies

Integrated HR Systems

Image courtesy of Global Novations, Inc.

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Integrate Across Key HR Processes (cont’d)

3/28/2012 Visit TalentMinders, LLC. at talentminders.com and/or send mail to [email protected] 23

Management 1

Management 2

Orientation

Basic

Intermediate

Manager Toolkit

Advanced

Basic 1

Basic 2

Stage I

Stage II

Stage III

Stage IV

Time Core Technical/Solutions

Key

Function specific

Cross functional

Sales Training & Development Roadmap

Example: Workforce Development

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Example: Leadership Development

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Stage 1

Stage 4

Stage 3

Stage 2

Individual Contributors

Middle ManagersBusiness Functional Leaders

Technical Leaders

Business LeadersGroup Leaders

Enterprise LeadersTechnical Fellows

Idea LeadersProject Team LeadersFirst Line Managers

Example: Career Development (based on Horizontal growth and not traditional Vertical growth)

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Review Competencies at start of year Measure Performance at start of year 1. Strategic Agility (Stage Level 4) Performance (Check One) Helps others anticipate trends and execute strategies that drive competitive advantage. Understands what drives the Company’s competitive advantages. Adapts strategy and tactics to changing business environments.

Self Rating

Supervisor Rating

Critical Incidence(s):

1 2 3 4 5

1 2 3 4 5

2. Executes (Stage Level 4) Performance (Check One) Assumes personal accountability. Goes the “extra mile” to satisfy business requirements, both externally and internally. Looks for opportunities to improve individual performance.

Self Rating

Supervisor Rating


1 2 3 4 5

1 2 3 4 5

3. Motivates and Inspires Others (Stage Level 4) Performance (Check One) Demonstrates enthusiasm for the organization's directions and plans. Fosters mutual respect. Encourages others to succeed.

Self Rating

Supervisor Rating


1 2 3 4 5

1 2 3 4 5

4. Identifies and Develops Talent (Stage Level 4) Performance (Check One) Actively pursues self-development and feedback. Plans and assesses contributions and development needs. Sets and achieves standards of personal excellence.

Self Rating

Supervisor Rating


1 2 3 4 5

1 2 3 4 5

5. Drives Creativity and Innovation (Stage Level 4) Performance (Check One) Individually, or with the group, produces new ideas and concepts that go beyond the status quo, that achieve results and that eliminate unnecessary bureaucracy.

Self Rating

Supervisor Rating


1 2 3 4 5

1 2 3 4 5

6. Optimizes Communication (Stage Level 4) Performance (Check One)

Effectively represents the Company in formal and informal presentations. Personally expresses oral and written ideas in a clear and concise manner.

Self Rating

Supervisor Rating


1 2 3 4 5

1 2 3 4 5

7. Promotes Teamwork (Stage Level 4) Performance (Check One) Supports and builds collaborative relationships at all levels and across the organization as well as with external constituents (suppliers, customers, communities, etc.)

Self Rating

Supervisor Rating


1 2 3 4 5

1 2 3 4 5

Example:PerformanceAppraisal

Key Success Factors

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Key Success Factors

• Success Factors:Select “staged” approachKeep process very simpleEngage C-Suite and business stakeholdersEngage Executive SponsorsLeverage representative HIPO teamsFocus on the business/future orientation Keep commitment/cost to minimumFocus on integration not communicationAmend competencies to meet business needs.


Good Luck…but don’t say goodbye…

Let me know when you get stuck and need to move forward quickly.talentminders.com

[email protected]

Complimentary tools can be accessed by following link http://bit.ly/JDjVy8

Visit TalentMinders, LLC. at talentminders.com and/or send mail to [email protected]

http://bit.ly/JDjVy8

Strategic Competency Profiling/Integration

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