A Contemporary Competency Model Process. Ed Rankin SPHR PCC CompuCom Systems, Inc.

Transcription

1 A Contemporary Competency Model Process Ed Rankin SPHR PCC CompuCom Systems, Inc.

2 A Contemporary Competency Model Process Goals Explore how to structure, conduct and measure the effectiveness of a competency model process Discover how to deploy a blended learning process throughout the program Discuss the lessons learned by creating participant awareness throughout the program

3 What is a leadership competency? Common definitions from academic and applied literature A set of knowledge, skills and abilities necessary for effective leadership performance Sets of behaviors that are instrumental in the delivery of desired results or outcomes A list of behavioral characteristics related to job tasks Internal characteristics of an individual that produce effective and superior performance Competency is conceptually defined as a meaningful evaluation used to forecast future job performance.

4 Research is Lacking Cause for concern Research does address the importance of individual skills or abilities in predicting leadership effectiveness, but the results are varied, broad and oftentimes inconclusive No one set of skills emerging in the literature that underlies leadership effectiveness across companies and situations Models built on the great man approach that generalize across situations are not supported by research Well controlled peer-reviewed studies showing the effectiveness of the typical leadership competency model as used today are lacking

5 Competency Models Failing Where s the Impact? By some accounts, leadership failure rates have not changed over the past several decades They have failed as a tool used to identify high potential leaders. Despite high potential programs, many organizations still go to the outside in search of high potential talent.

6 Problems with Competency Models Too Restrictive Effective leadership skills more varied than a one-size-fits-all competency model implies No matter how well written, no leadership competency model can possibly capture the diverse requirements of leadership today. Layering competencies into compensation, succession management and career planning systems communicates what behaviors are important, while ignoring those needed for effective performance in the unpredictable business situations common today.

7 Competency Model Deficiencies The Consequences Emerging leaders (and seasoned ones as well) lag in their developmental experience Senior leaders ignore the model and go with those characteristics they subjectively believe are important The organization has not developed the talent capability needed to execute strategic initiatives

8 A Response to Competency Models An Alternative Define behavioral expectations Allow people to lead creatively, but within expectations and a performance mindset Develop leaders based on individual needs broadly defined, not an arbitrary list of incomplete competencies Build HR systems to accommodate expectations, and an individual s subsequent performance against them

9 Leadership Competency Model Leadership Imperatives Thinking Working Relating

10 Leadership Competency Development Our Program-Hybrid Approach Develop a program constructed to develop leadership imperatives Measured by competency

11 Leadership Competency Model Key Dimensions-A Continuum Thinking Reflective Structured Serious-Minded, Restrained Fact-Based Realistic

12 Leadership Competency Model Key Dimensions-A Continuum Working Work Pace Self-Reliance Work Organization Multi-tasking Need for Task Closure Acceptance of Control Frustration Tolerance Need for Freedom Need for Recognition Detail Orientation

13 Leadership Competency Model Key Dimensions-A Continuum Relating Assertiveness Sociability Need to be Liked Positive about People Insight Optimism Criticism Tolerance Self-Control Cultural Conformity

14 The Approach Individual Planning Awareness Goal Setting Action Planning

15 Valid Assessment Is Critical The Approach Individual Personality Assessment 360 Assessment

16 Individual Planning Awareness, Goal Setting, Action Planning Individual assessment feedback sessions Personalized, individualized development plans Three to four goals SMART Goals Specific Measureable Attainable Relevant Time and resource-bound

17 SkillSoft Resource Map Individual Resource Maps Mapped to needs based upon assessments

18 The Approach Group Curriculum-Thinking, Working and Relating Seminars 1) Leadership 2) Business Acumen 3) Strategy Group Assignments Coaching Online Book Study Executive Sponsors Mentors

19 The Execution Measuring Success Focus 360s Sponsors and Mentors Promotion Rates Self Report

20 Follow On Word Has Spread 100 Applicants for 2012 Expanded to 24 Participants Enhancements Upfront use of assessments Use 2011 grads as mentors Expanded to broader base of applicants

21 Ed Rankin CompuCom Systems