Global Competency Model

Transcription

1 Global Competency Model

2 Contents 3 Introduction 4 Competencies reflect the We create chemistry strategy 5 The global competency model comprises eight competencies 6 Drive Innovation 7 Collaborate for Achievement 8 Embrace Diversity 9 Communicate Effectively 10 Drive Sustainable Solutions 11 Develop Self and Others 12 Act with Entrepreneurial Drive 13 Demonstrate Customer Focus 14 Competencies are an important part of many HR processes 15 Competency model is an important pillar of the Best Team Strategy 2 Global Competency Model

3 Introduction Our values guide how we interact with society, with our partners and with each other: creative, open, responsible, entrepreneurial. How we act and treat one another is crucial for an inspiring work environment that connects people. Therefore, it is important that we apply these values in our day-to-day work. A clear defi nition of the expected behaviors helps us in doing so. Supervisors in particular are role models in delivering these behaviors. That is why we have now defi ned the expected behavior of all employees, including the expected leadership behavior, in a common global competency model. It guides us in achieving our goals of the We create chemistry strategy. Margret Suckale Member of the Board of Executive Directors of BASF SE Global Competency Model 3

4 Why we have a new competency model Competencies reflect the We create chemistry strategy Many personnel processes are based on the behaviors expected of and demonstrated by employees and in leadership. Competencies are a pragmatic way of defi ning that behavior. There is a clear need to align the expected behaviors with our We create chemistry strategy and the demands of changing business environments. We have therefore derived eight competencies from our strategic principles and values that help to translate our strategy into day-to-day behaviors. The new competency model thus refl ects our corporate strategy and supports its implementation. 4 Global Competency Model

5 The global competency model comprises eight competencies Drive Sustainable Solutions Develop Self and Others Drive Innovation Collaborate for Achievement Embrace Diversity Communicate Effectively Global Competency Model Act with Entrepreneurial Drive Demonstrate Customer Focus Competencies are applicable to all employees The new competencies define the expected behavior in our day-to-day work life. They are applicable to all employees worldwide. Expected leadership behavior is part of each competency Each competency also includes the expected leadership behavior. This takes into account that supervisors have an additional role to play: As role models, they demonstrate these behaviors and support the employees in developing their competencies. Global Competency Model 5

6 Drive Innovation Definition: Contribute creative solutions and foster the spirit of innovation. Behaviors which demonstrate this competency: Adopts different perspectives, is curious and open to new ideas. Generates fresh ideas and value-adding solutions. Questions the status quo and enjoys facing new challenges. Proactively identifi es the need for change and innovation potential. Learns from successes as well as failures and adopts best practices. Seeks inspiration from within and outside the company. Behaviors which demonstrate leadership in this competency: Radiates enthusiasm for new ideas. Encourages thinking out of the box in order to stimulate innovation. Provides resources and space for new approaches despite uncertain outcomes. Considers future trends and opportunities across different topics as well as the implications. Engages internal and external partners to focus innovations on market trends. Shows good judgment about the marketability of creative ideas. 6 Global Competency Model

7 Collaborate for Achievement Definition: Seek and act upon value-adding opportunities for collaboration within and across units. Behaviors which demonstrate this competency: Contributes to the team s work to jointly reach goals. Supports ideas of team members if they contribute to achieve best results. Acts generously in giving support and help when needed. Constructively addresses confl icts and takes appropriate steps. Thinks and acts in collaboration with other teams or units. Promotes team results as joint achievement. Behaviors which demonstrate leadership in this competency: Provides direction enabling the team to perform at its best. Ensures that objectives and roles of the team members are clear. Builds team spirit and sense of ownership for common goals and decisions. Steps in when needed to refocus group activities. Promotes team successes and shares lessons learned within the team and across units. Creates and supports opportunities for cross-unit collaboration to create value. Global Competency Model 7

8 Embrace Diversity Definition: Create an inclusive environment which welcomes and derives value from diversity. Behaviors which demonstrate this competency: Recognizes the value of the know-how and expertise of others with complementary capabilities. Shows interest and respect for people with different backgrounds and behaviors. Encourages others to share their perspectives and opinions. Refl ects on personal attitudes and preferences and on how these infl uence own judgment. Aligns personal style with the specifi c character and needs of diverse teams. Behaviors which demonstrate leadership in this competency: Promotes an environment of trust, respect and empathy. Speaks up for fair treatment of others. Conveys the benefi ts of diversity. Builds and develops diverse teams. Acts as a change agent towards an inclusive, diverse organization. 8 Global Competency Model

9 Communicate Effectively Definition: Communicate with openness, clarity, organizational awareness and empathy to achieve the desired results. Behaviors which demonstrate this competency: Applies active listening skills demonstrating critical judgment, empathy and openness. Communicates in a trustworthy manner with self-confi dence and authenticity. Adapts communication style to take different perspectives into account. Constantly checks on the understanding of the audience. Asserts own position in confl ict situations with colleagues or leaders. Recognizes emotional impact on others and communicates in a conscious and sensitive way. Behaviors which demonstrate leadership in this competency: Simplifi es complex subjects to reach a wide variety of people. Seeks acceptance of ideas and radiates passion for common goals. Gathers support by using networks and organizational awareness. Delivers diffi cult messages in a sensitive and respectful manner. Integrates diverging points to create common understanding and acceptance. Global Competency Model 9

10 Drive Sustainable Solutions Definition: Decide and act persistently to achieve economic, environmental and societal benefi ts for the long term. Behaviors which demonstrate this competency: Shows interest in and understanding of BASF s commitment towards a sustainable future. Acts responsibly to ensure health and safety. Fosters quality avoiding rework and waste. Thinks ahead and plans with a long-term perspective to achieve organizational goals. Seeks internally and externally for lasting solutions and takes responsibility for implementation. Applies expert knowledge and experience to drive economic, ecological and societal improvements. Behaviors which demonstrate leadership in this competency: Provides a place to work which supports health and safety of the team. Creates conditions that promote the well-being of people, combining performance orientation and work satisfaction. Allocates resources according to long-term needs and strategic goals. Identifi es long-term opportunities and risks for the company and its stakeholders. Makes and supports decisions that require an immediate investment for the sake of long-term benefi ts. Positions the company as the partner of choice with respect to sustainable solutions. 10 Global Competency Model

11 Develop Self and Others Definition: Continually develop oneself and support others to develop for better performance and full potential. Behaviors which demonstrate this competency: Seeks out and acts upon feedback on own behavior and performance. Provides timely, honest and constructive feedback. Shares knowledge and best practices to help others build their skills. Reviews own development on a regular basis and takes ownership of his/her career. Seeks and creates learning opportunities through experience, interaction and instruction. Behaviors which demonstrate leadership in this competency: Builds on individuals interests and strengths by assigning challenging tasks and responsibilities. Proactively balances trust and control according to specifi c needs of the individual, team and task. Coaches others for their skill development and recognizes the progress. Provides suffi cient resources to support learning and development, including opportunities in other units. Creates an inspirational environment in which all employees are committed to develop their potential. Global Competency Model 11

12 Act with Entrepreneurial Drive Definition: Take ownership for results, overcome obstacles and drive change. Behaviors which demonstrate this competency: Takes ownership and shows persistence to achieve results and to exceed expectations. Proactively speeds up decisions. Handles obstacles in a calm and assertive way. Is effective in fi rst time, changing or tough conditions. Considers risks, costs and benefi ts of own and others work. Seeks and acts upon business opportunities. Makes necessary decisions even when information is not fully available. Behaviors which demonstrate leadership in this competency: Empowers team to demonstrate entrepreneurial action. Communicates and expects the achievement of ambitious goals and high standards. Courageously drives change to achieve entrepreneurial goals. Inspires confi dence in team members by backing them up in diffi cult times. Is among the fi rst to tackle and overcome urgent problems. Stands behind tough decisions even though not supported by all. 12 Global Competency Model

13 Demonstrate Customer Focus Definition: Act to deliver customer value while achieving profi table business results. Behaviors which demonstrate this competency: Empathizes with customers by seeing needs from their point of view. Demonstrates understanding by using the appropriate language of the customer. Deals with customer complaints in a fair and timely manner. Incorporates feedback and lessons learned from customer interactions into decision making. Strives to exceed customer expectations within agreed cost structures. Contributes to long-term, mutually benefi cial customer relationships in line with the business model. Recognizes and enhances own contribution to meet customer needs at the end of the value chain. Behaviors which demonstrate leadership in this competency: Empowers people to explore market needs and turn them into customer solutions. Fosters a culture and provides resources to keep customer needs in focus. Coaches and enables team members to manage customer relations successfully. Acts as an advocate for most valued customers within own organization. Acts decisively and takes personal accountability for customers in diffi cult situations. Views the customer partnership from a BASF perspective, not just the individual unit s. Global Competency Model 13

14 Competencies are an important part of many HR processes As an important part of many HR processes, the competencies provide a consistent framework applicable to the entire BASF Group. Recruitment Competencies form the basis for job interviews, assessments and tests. Competencies are incorporated in job descriptions. Learning and development Performance management Competencies are an integral part of learning and development programs. Competencies form the foundation of the life-long learning curriculum. Competencies may be used to help assess how targets are achieved. Development and selection of leadership roles Competencies are an important aspect of talent assessments and selection decisions. Competencies are an integral part of the development of leaders at all levels. 14 Global Competency Model

15 Competency model is an important pillar of the Best Team Strategy Excellent leaders Excellent place to work Excellent people Leadership behavior We form the best team Planning Total offer Recruiting Work environment Leadership excellence Inclusion Cross-unit exchange Learning and Development Global Competency Model 15

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