Leadership Architect Competency Framework

Transcription

1 Leadership Architect Competency Framework

2 The Cheshire Cat Would you tell me, please, which way I ought to go from here? That depends a great deal on where you want to get to said the cat. I don t much care where said Alice. Then it doesn t matter which way you go said the cat. -Lewis Carroll Alice in Wonderland 10/30/2018 Closer to Home Community Services 2

3 Objectives 1. Define competency 2. Rationales 3. Explore 38 Leadership Architect competencies 4. Discuss Primary uses 5. Review Selection process 6. Implementation examples and resources 10/30/2018 Closer to Home Community Services 3

4 Competency Framework Definition of a Competency: Observable and measurable skills and behaviors that contribute to workplace effectiveness and career success they determine how we do our jobs and how we accomplish goals. 10/30/2018 Closer to Home Community Services 4

5 Why a Framework? Competencies provide a foundation for all aspects of talent management selection, onboarding, assessment, leadership development, succession management, and deployment. It is crucial that everyone has an up-to-date glossary. When they do, the result is a holistic, self-reinforcing system, one that unambiguously communicates to employees the strategic importance of certain competencies and contributes to a high-performance culture and work systems (Bowen and Ostroff 2004). 10/30/2018 Closer to Home Community Services 5

6 Agency Rationales Describe specifically what success looks like within the Organization and within jobs Common language to use when discussing professional development and human resource issues New hires selected based on current and future challenges The vital many have tangible development plans based on the things that matter most Ability to discuss meaningful developmental undiscussables in a helpful, supportive way to ensure individuals stay on track Really know who is ready for a new role Target development for next level career aspirations 10/30/2018 Closer to Home Community Services 6

7 Leadership Architect Competencies 38 research-based competencies that identify the most critical skills needed for performance (See Handout) Primary uses: Articulating which skills are mission critical for a particular role, department, level or organization Selection identifying which competencies are price of admission and which competencies are differentiating for a given role Development Assessing skill level for the purpose of development Performance Assessing performance formally and informally 10/30/2018 Closer to Home Community Services 7

8 Leadership Architect Competencies Typical Uses: Assess an organization s current skill Assess an individual s current skill Determine future skill needs Profile critical competencies: For leadership development By level By job or job family By unit/division Identify skill gaps 10/30/2018 Closer to Home Community Services 8

9 Leadership Architect Competencies Method: Card Sorts Deck of 38 cards, each with one competency Sorting Process: Select variety of individuals (5-10) in different roles Individuals in the role Individuals supervising the role Individuals reporting to the role Individuals interacting with the role Sort High, Medium, Low Importance (Bell curve, ) Track results Analyze results and develop recommendation 10/30/2018 Closer to Home Community Services 9

10 Leadership Architect Competencies Representation across all factors Representation across all or most clusters Importance of the competency (based on performance correlation, developmental difficulty, supply, promotability correlation, risk of derailment correlation, EQ etc.) Assess for substitutions 10/30/2018 Closer to Home Community Services 10

11 What Makes a Competency Any Combination of: Powerful? Skills that matter the most for performance (assessed by level or region) Skills that are most relevant in the 21 st century context Supply of the skill in the marketplace Skill rating by level (position) Developmental difficulty Promotability correlation Risk of derailment correlation Emotional quotient correlation 10/30/2018 Closer to Home Community Services 11

12 Performance Correlations Performance Correlations: Among the top third competencies that are correlated with performance for most or all position levels are: Ensures Accountability Manages Complexity Plans and Aligns Drives Results Decision Quality Situational Adaptability Resourcefulness Being Resilient 10/30/2018 Closer to Home Community Services 12

13 Supply What competency is #1 thing employees are good at today? Drives Results Business Insight Instills Trust Customer Focus 1. Instills Trust 2. Action Oriented 3. Customer Focus 4. Drives Results 5. Organizational Savvy 6. Technical Savvy 7. Business Insight 8. Manages Complexity 9. Being Resilient 10.Nimble Learning 10/30/2018 Closer to Home Community Services 13

14 Supply/Developmental Difficulty What competency is #1 thing workers are not good at today? Demonstrates Self Awareness Manages Conflict Develops Talent Situational Adaptability 1. Situational Adaptability 2. Develops Talent 3. Manages Conflict 4. Drives Vision and Purpose 5. Demonstrates Self- Awareness 6. Cultivates Innovation 7. Drives Engagement 8. Attracts Top Talent 10/30/2018 Closer to Home Community Services 14

15 Implementation at CTH Card Sorts for all Positions/Levels Price of Admission Practitioners Administrative Staff Coordinators (Consultants) Managers (Program and Administration) Executive Team 10/30/2018 Closer to Home Community Services 15

16 Implementation at CTH Recruitment: Job Postings Selection: Interview Tools Professional Development: Ongoing Supervision Performance Evaluation: Annual Performance Reviews Performance Improvement: Paths to Improvement Plans Succession Planning: Professional Development Plans 10/30/2018 Closer to Home Community Services 16

17 The growth and development of people is the highest calling of leadership - Harvey S. Firestone For more information: 10/30/2018 Closer to Home Community Services 17