The DNA of High Performance

Transcription

1 The DNA of High Performance How Competencies Drive Success June 6, 2013

2 2 Logistics Tech Support Pre-approved for HR Certification Credits Asking Questions Recording & Slides Sharing Polls

3 Barbara Bowes, FCHRP, CMC, M.Ed., CCP Executive Coach/HR Consultant Principal, Career Partners International Winnipeg President, Legacy Bowes Group Respected authority on human resources, career management and executive search; Extensive knowledge in assessments, competencies, performance management, training and development Weekly newspaper columnist, weekly radio show host and author of five books 3

4 Talent Management Solutions that Drive Organizational Performance

5 5 Today s Agenda The Value of Competencies in Creating High Performance Competency Research How High-Performing Organizations Utilize Competencies Case Study: The Genesis of Competencies at h.h. gregg Question & Answers

6 Panelists 6 Kevin J. Copestick, SPHR Director, Member Exchange Programs Institute for Corporate Productivity Charles B. Young Chief Human Resources Officer h.h. gregg Mark McNulty Principal, Career Partners International Indianapolis President, HR Dimensions

7 7 Competencies Background 2004 Lance Berger Richard Bovatzis David McClelland Competence appears Link between employee productivity and organizational performance

8 8 Registration Poll To what degree do you currently use competencies to support talent management initiatives/practices? 6.3% 8.3% 21.1% Extensively 22.1% Moderately Minimally 42.2% Not used Not used, but planning to

9 9 Competencies Defined A reliable, measureable, relatively enduring characteristic of a person that causes and statistically predicts a level of performance (Berger, 2004)

10 10 Sample Competency Achievement Orientation: Targets and achieves results, overcomes obstacles, accepts responsibility, establishes standards and responsibilities, creates a results oriented environment and follows through on actions Berger

11 Competency Development Strategies 11 Customized Off-the-Shelf Recycle Combination

12 Competency Models 12 A collection of competencies that all together define successful performance for each job Identify competencies in hierarchical steps that show progressive intensity, complexity, a longer time line or higher level of impact Competency models typically have 4-5 steps accompanied by definitions

13 13 Do Competencies Really Matter? 85 % 59 % Silent Edge, 2012

14 Seven Conditions for Future Success 14 Berger, The Talent Management Handbook

15 15 Competency Integration Competency Structure

16 16 Audience Poll Currently, we use competencies in these talent management practices: Please select all that apply: 1. Selection 2. Development 3. Performance Management 4. Succession Planning 5. We do not currently use competencies

17 17 Kevin J. Copestick, SPHR Director, Member Exchange Programs Institute for Corporate Productivity (i4cp) 30+ years of applied leadership in human capital field Co-Designer of Focused Leadership Development Institute Former advisor on HRI & i4cp Advisory Boards

18 18 First defining "High Performance" High-performance organizations (HPOs) consistently outperform most of their competitors for extended periods of time. HPOs performed better over the past five years, based on these four indicators: 1. Revenue growth 2. Market share 3. Profitability 4. Customer satisfaction

19 19 i4cp Member Network and Research Panel

20 Aligning Competencies to the Business Plan 20 Business Strategy Highly Profitable and Sustainable Organization Competency Create Vision & Strategy Business Acumen Current State Future State Degree of Supply Degree of Demand Gap Key Attributes Low Med High Low Med High (Surplus / Shortage) Strong business, product or function knowledge X X Surplus Effective & Adaptable Communication Skills X X Shortage Expereince with Green Technologies X X Shortage Risk Taker X X Maintain Ability to manage with limited resources X X Maintain Ability to create new products X X Surplus

21 What unique skills make for an exceptional global executive? The ability to influence or motivate people from different cultures Resourcefulness to get things done in an unfamiliar environment Cultural sensitivity Knowledge of local markets and consumer preferences Understanding of government and political issues in key areas Knowledge of global markets and economic conditions Familiarity with local business practices 21

22 22 Audience Poll What competencies are most lacking in your next generation of leaders? Please select all that apply: 1. Critical Thinking 2. Ability to create vision and engage others 3. Collaborates with other business areas 4. Leadership understands the total business

23 Top Five Competencies Most Lacking in next Generation of Leaders Critical Thinking (42%) 1 Ability to Create a Vision and Engage Others (31%) 2 3 Cooperates and Collaborates with other areas of the business 3a Leading Change (24%) 3b 2 Leadership (23%) 4 Understands the total business & how the different areas work together 5 5 Strategic Thinking 1 Ability to Inspire 4

24 Top Five Competencies for Executive Development 24 Critical Thinking (creative thinking strategic thinking problem solving and decision making (35%) Leadership (creating vision enrolling and empowering others (28%) Strategy Execution 3 3 Leading the Next Generation of Talent 4 Leading/Managing Change 5a 4 Talent Management 5b 5 Drive for Results 5c Business Acumen 2 Strategy Formulation

25 Less Frequently Developed Competencies 25 Positively Correlated With Success Percent % 46.7% 43.9% Agility & Adaptability Expand Brand Innovation Management Included in ITM Processes

26 26 Assessment Tools: 25 Total Evaluated 10 5 Correlation with Business Performance Negative 13 Neutral 8 Extremely High 4-15

27 Best tools for Building Leadership Competencies 27

28 28 Audience Poll What strategy would/have you used in creating your competency framework? Please select one: 1. Customized 2. Off-the-Shelf 3. Recycle existing frameworks 4. Some combination of above

29 29 Case Study THE GENESIS OF COMPETENCIES AT

30 30 Charles B. Young Chief Human Resources Officer h.h. gregg Mark McNulty President, HR Dimensions Career Partners International Indianapolis

31 31 Who is h.h. gregg? One of the leading and fastest growing retailers of home appliances and consumer electronics with over 220 locations in the U.S. $2.6 B Annual Sales Publicly held since 2007 Plan to grow nationally

32 The State of Human Resources at h.h. gregg 32 HR core processes were manual No people strategy that linked to business objective to support growth HR was viewed as a transactional function--did not have a seat at the table No assessment capability in the field or at corporate

33 33 Talent Management Process Develop a people strategy focused on supporting growth!

34 34 Where did we begin? Developed field assessment center Better, effective and reliable hiring decisions Highlighted deficiencies of the corporate hiring processes

35 35 What is an Assessment Center? A process used in the evaluation and selection of key talent Based on an analysis of the skills and competencies for the job Employs a variety of techniques Uses multiple observers Reveals information regarding the required qualities and attributes

36 Process to Develop h.h. gregg Assessment Center Defined vision with CHRO and CEO Interviewed top 16 officers Defined culture and key competencies Gained agreement with Senior Leadership 36

37 37 h.h. gregg Key Competencies Leadership Competencies Ethics and Integrity Customer Orientation Industry Knowledge Work Ethic Leadership Versatility Intellectual Capacity and Seasoned Judgment Influencing and Negotiating Driving Execution Attracting and Developing Talent

38 38 Assessment Center Development Developed Behavioral Interview Guides for Director & Officer Level Positions using Key Competencies

39 INFLUENCING AND NEGOTIATING 39 Shapes opinions of key stakeholders, persuasively promotes ideas and proposals, and negotiates skillfully to create win/win results. Builds and leverages mutually beneficial relationships and networks, both internal and external. Leadership Interview Guide Establishes a high degree of credibility by demonstrating trust, integrity, and positive results Builds trusting relationships and gains support on initiatives WHAT TO LOOK FOR: Utilizes active listening to clearly understand all parties positions Identifies, builds, and creates areas of common ground and understanding with others Effectively debates important subjects with all stakeholders WHAT TO ASK: Describe a time when you had to develop a plan to engage others to achieve a stretch goal. Describe your approach to engage others. What were the challenges you had to overcome? What were the results of your efforts? Describe a significant conflict you were recently faced with where you needed to create a win/win result and were successful in doing so. What were the issues? How did you manage through them? RATING: Development Need Effective Towering Strength

40 Summary Sheet Interview Guide Candidate: Position Title: Interviewer: Date: Enter rating scores from each interview questions into the table below. 40 Ethics and Integrity Customer Orientation Industry Knowledge Work Ethic Leadership Versatility Intellectual Capacity and Seasoned Judgment Influencing and Negotiating Score: Score: Score: Score: Score: Score: Score: Driving Results Attracting, Developing & Retaining Talent Score: Score: TOTAL SCORE

41 41 Summary Sheet Interview Guide cont. Not Recommended Recommended Highly Recommended Candidate is a not a good fit based on job requirements Candidate is likely to perform well in the position Candidate is likely to do exceptionally well in the position If there are more than 3 Development Needs, not a good fit Unlikely to perform essential duties effectively In position even with transition performance coaching Candidate has 2 or less Development Needs requiring transition coaching Consider hire or next step in process Candidate has no more than 1 Development Need Recommend for hire

42 42 Assessment Center Development cont. Selected 5 Assessment tools: 2 Cognitive 2 Behavioral/Leadership Styles 1 Conflict Resolution Style Assessments Selected: Hogan Business Reasoning Inventory Watson Glaser II Work Personality Inventory Leadership Report Hogan Personality Inventory Leadership Forecast Thomas-Kilmann Conflict Mode Instrument

43 43 HOGANLEAD POTENTIAL LEADERSHIP POTENTIAL PROFILE Scales Percentiles ADJUSTMENT 94 AMBITION 100 SOCIABILITY 96 INTERPERSONAL SENSITIVITY 100 PRUDENCE 58 INQUISITIVE 46 LEARNING APPROACH 88 LOW AVERAGE HIGH This Report is Valid and Interpretable

44 Watson-Glaser II Critical Thinking Appraisal Profile Report Name: John Doe Date of Testing: 03/21/2012 Organization: HR Dimensions, LLC Job Title: General Manager 44 Overall Critical Thinking Performance Norm Group: Director Overall Score Interpretation Percentile: 12 Raw Score: 25 John Doe obtained a total raw score of 25 out of 40 possible points on the Watson Glaser II, Form D. John Doe's score was better than or equal to 12% of the individuals in the norm group indicated above. In comparison with peers from this group, John Doe is likely to be below average in applying the critical thinking necessary for effective analysis and decision making. Subscale Performance # Items # Correct Low Average High Recognize Assumptions Evaluate Arguments 12 5 Draw Conclusions 16 8

45 WPI Leadership Report for John Doe Working with Others Every occupation involves some interaction with people. Your personal characteristics strongly impact both the amount and quality of interaction you prefer to have with others. This includes how you work with people and the types of relationships you like to establish. The WPI measures four traits that relate directly to how you work with others. Knowing your preferred approach for working with others is important because it influences both the types of work and personal interactions that you will find satisfying. The WPI measures four areas that relate directly to how you work with others.

46 46 Assessment Center Development cont. Business Simulation & Exercise Role Play Behavioral Interviews for Assessment Center Facilitators Assessment Scoring Tool and Assessment Report

47 Business Simulation Competency Scores cont. 47 Not Recommended Recommended Highly Recommended 6-11 Points Not a good match with position specifications; demonstrates significant developmental needs in target competencies Points Likely to do well in position with additional coaching; demonstrates adequate skill in target competencies Points Extremely likely to do well in position; demonstrates exceptional ability in target competencies. OVERALL ROLE PLAY COMPETENCY RATING:

48 48 Results Reduced subjectivity Supported business growth Created multiple data points to facilitate the "best" hiring decisions Drives calibration in the selection process Next Steps: Competency-based Development

49 49 Questions & Answers Barbara Bowes, FCHRP, CMC, M.Ed., CCP Principal Legacy Bowes Group CPI Winnipeg Kevin J. Copestick, SPHR Director of Member Exchange Programs Institute for Corporate Productivity Charles B. Young Chief Human Resources Officer h.h. gregg Mark McNulty President HR Dimensions Career Partners International Indianapolis

50 50 Conclusions DNA of high performance Backbone of talent management Customization is critical Competency Structure

51 51 Thank you! Exit survey Human Resource Recertification Credits Your local Career Partners International firm Recording will be posted at