Developing a Competency

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1 Eagle s Flight Developing a Competency Framework Research shows that strategic and integrated people development practices are linked to increased shareholder value. Changing Behavior to Improve Performance

2 Eagle s Flight Leadership Competency Library 8 10 HARNESSING VALUE AND POTENTIAL CLARITY AND PURPOSE 9 OPTIMIZING COLLABORATION 5 6 MANAGING RELATIONSHIPS TRANSFOR- MATIONAL 7 INSPIRATIONAL 1 Culture of Accountability STRIVE FOR EXCELLENCE STRATEGIC ALLIANCES BIAS FOR ACTION Unlocking the Full Value of a Competency Model Data Driven Decision Making Codifies gaps in talent development Identifies organizational learning strategies High Performance Leadership Sets expectations and communicates the vision for leadership culture Creates an aspirational model to drive commitment Optimizes People Development Provides a measurable standard of high performance Helps to identify, retain and develop talent

3 Eagle s Flight Developing A COMPETENCY Framework A Strategic Approach to Learning and Development OUR PROCESS customize DEFINE SCOPE Organizationwide Specific to job family Focus Groups / Interviews INFORMATION GATHERING Key Stakeholders Universal Functional Leadership Data Analysis Create Culture of Accountability 8 MANAGING RELATIONSHIPS 10 HARNESSING VALUE AND POTENTIAL STRIVE FOR EXCELLENCE CLARITY AND PURPOSE TRANSFOR- MATIONAL OPTIMIZING COLLABORATION STRATEGIC ALLIANCES INSPIRATIONAL BIAS FOR ACTION APPLY Common Applications Multi-Rater Assessment High Potential Identification and Development High Performer Profiles for hiring and succession planning DEVELOP FRAMEWORK DEFINE BEHAVIORS Our Point Of Difference 1. Customized set of behaviors specific to your organization 2. Leverages the Eagle s Flight Leadership Competency Library 3. Behaviors are easily adapted for use in our templates such as a 360 degree feedback assessment Culture Transformation Organizational Learning Plans Personalized Individual Development L&D Strategic Alignment to Business Objectives VALIDATE AND FINALIZE FRAMEWORK and TM, Eagle s Flight, Creative Training Excellence Inc. Not to be copied or reproduced without written permission. MEZ 037_0317

4 Eagle s Flight Competency Library BEST PRACTICES CLARITY AND PURPOSE USE COMPANY LANGUAGE Off the shelf competencies can be a good starting point but are too generic to reflect your language and culture. MAKE IT visually Appealing! Your competency library should reflect the quality and culture of your organization and be clear. HARNESSING VALUE AND POTENTIAL OPTIMIZING COLLABORATION ORGANIZE COMPETENCIES INTO CATEGORIES Keep it simple and add detail at the behavioral level. PROVIDE CONSISTENCY Model should apply to all levels across the organization. (Differences for individual contributors to executive happens at the next level of detail). MANAGING RELATIONSHIPS TRANSFOR- MATIONAL INSPIRATIONAL Culture of Accountability STRIVE FOR EXCELLENCE STRATEGIC ALLIANCES BIAS FOR ACTION PRESENT IT AS A SCORECARD A great way to communicate the need or impact of any initiative is to incorporate data right on the model.

5 the architecture of An effective competency Culture of 1Accountability: Sub competency titles to show progression and scope of responsibility. Define each competency. Use action words. INDIVIDUAL CONTRIBUTOR Maintaining Individual Accountability: Consistently achieving targets and meeting deadlines Views tough assignments or tight deadlines as an opportunity Stays on top of own deadlines and mitigates the impact of stress that arises Strives to find the best work-life balance Clarifies decisions made by others to determine the potential impact on own responsibilities Verifies the meaning of messages sent by others and confirms any next steps required Clearly explains own role and accountabilities to others Distinct levels and behaviors create an aspirational model. Master This Use plain language. No jargon! Develop This MID LEVEL Managing Workplace MID-LEVEL Accountability: Supporting team members to ensure that they are meeting performance expectations Regularly reviews each team member s accountabilities with them to ensure that they are clearly understood Double checks assumptions with team members and ensures that any missing information is provided Outlines the potential consequences for team members meeting or not meeting performance expectations Communicates any changes in team member accountabilities, in a timely manner Listens carefully to clearly understand any issues raised by team members concerning their targets and deadlines Regularly solicits feedback from team members to verify that they are receiving the support needed Behaviors are concise, independent and observable actions. Never double barreled. Aspire to This SENIOR LEVEL Decision Making and Personal Accountability: Stepping up and making decisions and taking personal ownership for the desired results Ensures that key stakeholder input and resources available are considered when making decisions Promotes an environment where both leaders and employees share ownership over achieving desired results Provides timely and relevant communication regarding decisions and other updates Ensures that decisions and other key information is cascaded down consistently to team members Takes personal ownership to ensure follow through on decisions and other commitments (e.g., responsibilities, assignments and expectations) Remains persistent in the face of obstacles to delivering on personal accountabilities Behaviors reflect the scope of accountability and do not overlap levels. and TM, Eagle s Flight, Creative Training Excellence Inc. Not to be copied or reproduced without written permission. MEZ 037_0317

6 EAGLE S EAGLE S FLIGHT: Leadership Competency Framework Library 3 WAYS WE CAN HELP IMPROVE your existing competency model ALIGN Strategically align learning and development BUILD a custom competency library

7 Ways we Can Help: improve m ajor construction company IMPROVE EaglE s Flight Leverage Eagle s Flight s time tested Leadership Competency Library Leadership CompetenCy Culture of 1ACCountAbility: FrameWorK individual Contributor Maintaining Individual Accountability: Consistently achieving targets and meeting deadlines Views tough assignments or tight deadlines as an opportunity Stays on top of own deadlines and mitigates the impact of stress that arises Strives to find the best work-life balance Clarifies decisions made by others to determine the potential impact on own responsibilities Changing Behavior to improve performance Verifies the meaning of messages sent by others and confirms any next steps required Clearly explains own role and accountabilities to others mid-level Leadership Managing Workplace mid-level Accountability: Leadership Supporting team members to ensure that they are meeting performance expectations Regularly reviews each team member s accountabilities with them to ensure that they are clearly understood Double checks assumptions with team members and ensures that any missing information is provided Outlines the potential consequences for team members meeting or not meeting performance expectations Communicates any changes in team member accountabilities, in a timely manner Listens carefully to clearly understand any issues raised by team members concerning their targets and deadlines Regularly solicits feedback from team members to verify that they are receiving the support needed senior-level Leadership Decision Making and Personal Accountability: Stepping up and making decisions and taking personal ownership for the desired results Ensures that key stakeholder input and resources available are considered when making decisions Promotes an environment where both leaders and employees share ownership over achieving desired results Provides timely and relevant communication regarding decisions and other updates Ensures that decisions and other key information is cascaded down consistently to team members Takes personal ownership to ensure follow through on decisions and other commitments (e.g., responsibilities, assignments and expectations) Remains persistent in the face of obstacles to delivering on personal accountabilities Don t reinvent the wheel; start with a strong foundation and build in your organization s context and culture Extend the value of the competency model with Eagle s Flight s templates for assessment, talent development, high potential programs and succession planning Competencies are mapped to our Journey of Leadership program library and TM, Eagle s Flight, Creative Training Excellence Inc. Not to be copied or reproduced without written permission. MEZ 037_0317

8 Ways we Can Help: align 1. CUSTOMER CENTRIC DEVELOPMENT COMPETENCY MODEL AND DEFINITIONS DEVELOPMENT COMPETENCY MODEL AND DEFINITIONS Creating a positive experience at every point of interaction for both internal and external customers MID-LEVEL INDIVIDUAL CONTRIBUTOR Customer Focus (Lominger): Consistently meeting internal and external customer needs Is dedicated to meeting the expectations and requirements of internal and external customers Gets first-hand customer information and uses it for improvements in products and services Acts with customers in mind Establishes and maintains effective relationships with customers and gains their trust and respect Supporting Customer Focus (Eagle s Flight): Ensuring that superior customer value is being delivered by team members Ensures that each team member clearly understands their role in delivering the customer service brand promise (e.g., within the corporate office or restaurant) Regularly checks assumptions with team members regarding service requirements Communicates any changes in customer service requirements to team members, in a timely manner Solicits feedback on the customer experience from a wide range of perspectives (e.g., team members, peers, vendors, operational and corporate office members) and integrates it into the service provided Asks probing questions to clarify customer expectations SENIOR-LEVEL Fostering a Customer-Focused Culture (Eagle s Flight): Cultivating an environment that drives customer growth and retention Acts as a customer service champion, both internally and externally Takes personal responsibility for increasing customer satisfaction (e.g., restaurant or corporate office customer experience scorecards) Communicates inspirational customer service delivery messages (e.g., facts and stories) across the organization Ensures that a consistent message has been delivered internally and externally regarding the company s customer brand Promotes an environment where team members and leaders (e.g., corporate office or restaurants) are held responsible for their role in delivering the customer service brand promise Ensures that team members are given the necessary freedom in their jobs to meet customer expectations RETAIL FOOD SERVICE CHAIN Align Review, expand and validate existing Leadership Competency Library Develop assessments and supporting coaching tools Map existing leadership library to the updated Competency Library Create customized training to address gaps Personal Leadership Modules(s): Communicating and Listening Understanding Stress Managing Conflict at Work Building Effective Relationships Practical Leadership Modules(s): Creating a Culture of Accountability Communicating for Impact Living Leadership Modules(s): Leader s Imperatives Mastering Organizational Communication Leading an Empowered Workforce LIVING GUIDE TO INTERPRETING YOUR DEVELOPMENT ASSESSMENT

9 Ways we Can Help: build HEALTHCARE SOFT WARE ENGINEERING COMPANY BUILD Develop Custom Competency Library, CompetenCy Framework &CompetenCy SuCCeSS profile Framework & SuCCeSS profile COMPETENCY FRAMEWORK COMPETENCY FRAMEWORK including foundational, leadership and & SUCCESS PROFILE & SUCCESS PROFILE technical competencies Engineering Product Driving Results Product Building Clarity Project and Purpose Project Management Management Planning & & PROFICIENT PROFICIENT PROFICIENT ESSENTIAL ESSENTIALPlanning ESSENTIAL Organization Organization Leading Change Sales/Account Sales/Account Management Management Motivating Others Teamwork & Teamwork & Implementation Implementation Collaboration Collaboration FUNCTIONAL FOUNDATIONAL Vendor Vendor Managing Performance Integration Integration Services Critical Thinking Services Critical Thinking Data Services Data Services Communication EducationCommunication Education FUNCTIONAL Leading Change <Leadership> <Functional> <Leadership> Walk the talk communication plan via Senior Executives to drive Motivating Others the competencies throughout the Managing Performance CompetenCy Framework & SuCCeSS profile Business Intelligence Functional competency Framework organization <Foundational> <Functional> COMPETENCY FRAMEWORK & SUCCESS PROFILE Deliver accurate business intelligence reports on time Simplify reports when possible <Functional> FUNCTIONAL Business Intelligence Internal Customer Centric Business Engineering Intelligence Product Driving Results Customer Care Customer Care Project PROFICIENT PROFICIENT PROFICIENT ESSENTIAL ESSENTIAL ESSENTIAL Marketing Marketing Management Planning & Organization Clarify internal customer expectations Ask internal customer for feedback Create action plans Sales/Account to address internal and needs customer issues Management Escalate internal customer issues Stay in touch with internal customers Drive a customer-focused culture & Help internal customers Teamwork prioritize their needs Implementation Data Management, Architect Collaboration Managerhandle internal customer issues Confirm internal customer issues Calmly Understand internal customer s business and and TM, Eagle s Flight, Creative Training Excellence Inc. Not to be copied or reproduced without written permission. and TM, Eagle s CST522_1115 Flight, Creative Training Excellence Inc. Not to be copied or reproduced without written permission. CST522_1115 Vendor Help internal customers identify needs needs at a moderate level Fully understand internal customer needs Integration Help meet internal customer needs Communicate realistic expectations to Establish and maintain internal customer Services Critical Thinking relationships internal customers Developer, Understand internal customer s business Developer Intermediate and needs at a basic level Explore options to meet internal customer Anticipate and proactively internal Dataaddress Services needs customer needs Treat internal groups as valued customers Communication Education Verify changes to department needs Align reports with internal customers FOUNDATIONAL <Foundational> <Foundational> Building Clarity and Purpose FOUNDATIONAL objectives Identify high priority succession planning and high potential development to retain top talent Building Clarity and Purpose Leading Change Developer, Senior LEVEL1 LEVEL1 LEVEL 2 LEVEL1 FUNCTIONS LEVEL LEVEL 2 QA Analyst QA, Intermediate QA, Senior Customer Care Load & Performance, Analyst Load & Performance, Team Lead Marketing Quality Framework & Automation Developer Engineering CAREER MAP Motivating Others Architect Senior Business LEADING THE LEADING LEADING LEADING LEADING THE LEADING THE LEADING OTHERS LEADING OTHERS LEADING OTHERS LEADINGLEADING OTHERS OTHERS LEADING OTHERS Accurately make report changes as requested ORGANIZATION ORGANIZATION Intelligence ORGANIZATION FUNCTIONS 2FUNCTIONS <Leadership> Driving Results Create behavioral assessments, career path roadmaps and success profiles for each job family Engineering Architect Principle Managing Performance Development, Team Lead QA, Team Lead Development, Manager QA, Manager Development, Director Development, Application Design QA, Director Load & Performance, Manager Quality Framework & Automation Developer, Intermediate Quality Framework & Automation, Team Lead Quality Framework & Automation, Manager and TM, Eagle s Flight, Creative Training Excellence Inc. Not to be copied or reproduced without written permission. CST522_1115 and TM, Eagle s Flight, Creative Training Excellence Inc. Not to be copied or reproduced without written permission. CST522_1115 Project Coordinator Build & Integration, Analyst Build & Integration, Senior Build & Integration, Team Lead Build & Integration, Manager CST522_0414 and TM, Eagle s Flight, Creative Training Excellence Inc. Not to be copied or reproduced without written permission. MEZ 037_0317

10 Changing Behavior to Improve Performance