COMPETENCIES. What does the word mean to you? Come to. the definition. when I see it.

Transcription

1 COMPETENCIES Using Competencies To Drive Organizational Culture FAMILIAR? What does the word mean to you? FAMILIAR? more of a team player CHALLENGE Come to consensus I know on it the definition. when I see it. DEFINITION A competency is a cluster of related knowledge, skills, abilities, and other characteristics that determine how employees do their jobs. IN OTHER WORDS WHAT Key Job Responsibilities the regular tasks you do HOW Competencies how you do the tasks 1

2 Key Job Responsibilities RECEPTIONIST answer the telephone monitor the lobby greet visitors confirm appointments inform staff of arrivals make appointments answer questions give directions stamp parking ticket RECEPTIONIST computer says nooo They are what differentiate your peak performers from everyone else. RECEPTIONIST WHAT is easy but service is all about the HOW! Competencies help you clarify the HOW. expand simple definition with sample behaviors FLEXIBILITY Adjusts approach and activities to meet changing needs and situations Considers different points of view and ways of doing things. something you can see, hear or count Recognizes when change is needed. Remains positive and productive during organizational change. Takes on new or different responsibilities as needed. Adjust style or approach when it s not working PRACTICE Translate your original word into a competency. Identify behaviors that demonstrate that competency. A behavior is something you can see, hear or count. Defining your Core Values as competencies is a great way to get them off the wall and into daily actions. 2

3 CUSTOMER CARE Works with customers and shows sincere caring and interest in their success. CUSTOMER CARE Gets to know customers and adapts approach to fit their style. Works to understand and shows respect for customers experience, perspective and org culture. Helps customers identify needs and define success. Great topic for Consistently team follows discussions through and delivers what and is individual promised. Anticipates needs coaching and takes action to prevent problems. Suggests or designs strategies to improve service and/or product. PRACTICE Choose one of the Core Values of an org in your group. Write the simple definition. Expand the competency with sample behaviors. CORE VALUES Insider tips and experiences in developing a Core Values Competency framework. Start with your CORE VALUES Heritage Service Stewardship I want to top expectations. I want to blow you away. Quentin Tarantino Integrity Dignity 3

4 CORE VALUES create a general statement that defines the expectations Service - We commit ourselves to the total well-being of those who place their trust in us. Core Values Behaviors - How do you know it when you see it? Service Provides tender, loving care in meeting others emotional, physical and spiritual needs Looks for ways to help others and anticipate their needs Places emphasis on the person and relationships rather than on tasks alone Build job descriptions around competencies HIRING Core Value Competencies Every team member is expected to consistently demonstrate our Core Values Team and Position Competencies Qualifications Key Job Responsibilities HIRING COMPETENCIES Core Value Team Position Once you have defined competencies needed to be successful on the job, use them to make sure you hire the right people. HIRING specific relevant spontaneous natural believable Design questions to assess competencies Tell me about a time when your patience was tested by a critical or demanding client. What did you do to keep your cool? Decide ideal responses PRACTICE Write two behaviorbased questions for your competency. Tell me about a time when Decide what answers would suggest competence. 4

5 HIRING Insider tips and experiences using competencies and emphasizing core values in the hiring process. David McClelland Competency based assessments are more effective in predicting effective job performance than traditional intelligence or aptitude tests.... is, and always has been, the key! Assess for: MOTIVATION and ENERGY Identify competencies of your top performers and hire people just like them! An effective performance management system assesses employees on what they are doing and HOW they are doing it. 5

6 Focus conversations on competencies Discuss expectations Let s look at the competency flexibility what kinds of things might you do on an average day to show your flexibility? Provide ongoing support, assistance and coaching Design performance review forms to assess competencies Insider tips and experiences using competencies in performance coaching You must unlearn 6

7 Focus conversations on competencies Discuss expectations Let s look at the competency flexibility what kinds of things might you do on an average day to show your flexibility? Provide ongoing support, assistance and coaching Design performance review forms to assess competencies Hold individuals accountable Focus conversations on competencies How do you Discuss expectations handle situations Let s look at the competency flexibility where what kinds a leader of things might you doesn t on an demonstrate average day to show your flexibility? the values? Provide ongoing support, assistance and coaching Hold individuals accountable Design performance review forms to assess competencies Hold individuals accountable Use competencies to develop team members Don t forget your front-line supervisors LEARNING and DEVELOPMENT Agree on specific behaviors Identify gaps between what individuals are doing now and what you want them to be doing Plan and design a variety of ways to reduce those gaps Offer onoing opportunities to learn, develop and enhance competence LEARNING and DEVELOPMENT If they re going to succeed as performance coaches, they need training and support. If supervisors don t get coaching from their managers, they won t know how to coach their team members... 7

8 Don t forget your front-line supervisors Insider tips and experiences using competencies in leader and staff development MAKE A COMMITMENT Choose two Action Steps you will take to use what we ve discussed. - Abigail Adams We have too many high sounding words, and too few actions that correspond with them. 8