Is The Current Competency Model Stale? Martine Sanscartier & Neha Kotak

Transcription

1 Is The Current Competency Model Stale? Martine Sanscartier & Neha Kotak January 2014 MarchFifteen Consulting Inc. 322 King Street West, Toronto, ON M5V 1J2, Canada

2 What are competencies? Competencies are not fundamentally different from traditionally defined KSAOs (i.e., knowledge, skills, abilities, and other characteristics). It is a construct that helps define level of skill and knowledge. Observable, behavioural capabilities that are important for performing key responsibilities of a role or job. The knowledge, skills, and attributes that differentiate high performers from average performers. 2

3 Why were Competency Models put in place? 3

4 Really why were they put in place? To sustain and grow organizational ability to be successful Have the capability to do the job today Be ready to face future needs To create an engaged work force Put people in the right roles KSAO Talents Motivations Interests Values Put proper recognition systems in place 4

5 Do Competency Models work? How many of you are satisfied with your competency framework? What makes it work? How many of you are dissatisfied with your competency framework? 5

6 Examples of effective and non-effective Competency Models Example One: Clearly defined and well-used Competency Model throughout an entire organization for performance appraisal and development A Global Manufacturing Company Example Two: Redefining competency model to ensure its relevance to the company s strategic priorities and culture - A Global Energy Company 6

7 What makes current Competency Models less effective? Greater focus on behaviours and not linked to business outcomes Not always customized to the needs of the business Often too generic and less clear about progression Too complicated and too many 21 Competencies for Executives Competency development does not always consider future needs Competency Models are owned by HR and not Operations Lack of integration with other HR practices/processes 7

8 New trends in Competency Modeling Values-based Leadership behaviours Feedforward instead of Feedback (less focus on rating) Competency Menu Automation of Competency Modeling Customer Focus and Leadership Brand 8

9 Making Competency Models effective. MAKE IT A PART OF THE ORGANIZATIONAL DNA! Link to organization s key results Align with current strategy and values Differentiate to fit with varying roles Executive buy in and active participation is a must Link to rewards and recognition keep them relevant to the individuals Ensure it s a platform for meaningful conversations Formal and informal Train managers 9

10 Making Competency Models relevant and meaningful Keep it simple The purpose should be to Motivate, Inspire and Develop Talent Make evaluation less important than the conversation Encourage employees to participate fully: self assess and keep track of own performance and learning Design process to encourage frequent interaction Link Competency Model to learning and development Communicate the Model clearly

11 Best practices in Competency Modeling Ensure organizational context business priorities and culture Consider future job requirements Start at the top include them in design and implementation Define levels of proficiency on competencies Use organizational language to describe and communicate the competencies to employees Integrate it with all HR processes from selection-developmentengagement - rewards retention Maintain the relevance of competencies over time Keep it alive at all times 11

12 An integrated Competency Model Select & Integrate Talent Competency Model Engage & Retain Talent Business Priorities Core Values Customer Focus Competitive Advantage Skills & Competencies Current and Future Grow & Develop Talent Recognize & Reward Talent 12

13 Thank you! 13