tag:blogger.com,1999:blog-59973631870357790332024-03-08T14:20:02.657-05:00The Competency-Based Management BlogA blog about competency-based talent managementHRSGhttp://www.blogger.com/profile/10632852986037527956noreply@blogger.comBlogger139125tag:blogger.com,1999:blog-5997363187035779033.post-4605353546234999162014-01-21T09:17:00.000-05:002014-01-21T09:21:27.198-05:00New retail partnership for HRSG - Competency Content Available as Digital Downloads<br />
HRSG’s competency content is poised to reach new markets through an innovative alliance with new ecommerce partner <a href="http://www.talentilo.com/">Talentilo</a>.<br />
<br />
Using HRSG competencies and job profiles, Talentilo has developed a line of competency-based job descriptions and interview kits that can be purchased individually as digital downloads.<br />
<br />
Talentilo products are designed to make HRSG’s competency content available to the many small- and midsized businesses operating in North America and around the world.<br />
<br />
According to recent research, more than 50 percent of the working population in the US is employed by businesses of 500 employees or less<sup>1</sup>, and nearly 70 percent of working Canadians are employed by businesses of 100 employees or less<sup>2</sup>. <br />
<br />
While these smaller organizations make up more than half of all employers, they often lack the resources to incorporate competencies into their talent-management processes.<br />
<br />
By simplifying the concepts and providing step-by-step instructions on how to use the products, Talentilo has created accessible, affordable competency-based talent tools that even smaller organizations can feel confident using.<br />
<br />
Each interview kit and job description in the product range includes HRSG’s detailed, multi-level competency content.<br />
<br />
The current product lineup includes talent tools for jobs in accounting, administration, information technology, procurement and supply chain, project management, and sales and marketing. The company plans to release new products for more industry sectors later this year.<br />
<br />
More information about Talentilo can be found on the company website at <a href="http://www.talentilo.com/">talentilo.com</a>.<br />
<br />
<br />
<br />
<b>Sources</b><br />
<i style="font-size: small;">1. <a href="http://www.forbes.com/sites/jasonnazar/2013/09/09/16-surprising-statistics-about-small-businesses/">SBA data, 2013</a></i><br />
<i style="font-size: small;">2. <a href="http://www.ic.gc.ca/eic/site/061.nsf/eng/02805.html">Industry Canada data, 2012</a></i><br />
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<br />Anonymoushttp://www.blogger.com/profile/17372870287146642175noreply@blogger.com1tag:blogger.com,1999:blog-5997363187035779033.post-81389878125181965162013-11-19T10:50:00.000-05:002013-11-19T10:50:09.472-05:00Competency-based 360 Multi-source Feedback: Selecting a Multi-source Feedback Software Solution<div style="background-color: white; border-radius: 3px; border: 1px solid currentColor; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 250px;"><b style="font-size: 14px;"><i>Part 4 of 4 in the CompetencyCore™ Guide to 360 Multi-source Feedback series:</i></b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/07/competency-based-360-multi-source_31.html">Feedback Goals</a></li>
<li><a href="http://blog.competencycore.com/2013/08/competency-based-360-multi-source_3342.html">Process and Resources</a></li>
<li><a href="http://blog.competencycore.com/2013/09/competency-based-360-multi-source_24.html">Delivering the Project</a></li>
<li><b>Selecting a multi-source feedback software solution</b></li>
</ol>Download the complete <a href="http://cta-redirect.hubspot.com/cta/redirect/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856">guide to 360 Feedback</a><br />
</div><b>By Ian Wayne, M.Sc and Suzanne Simpson, PhD, C. Psych.</b><br />
<br />
The first three blogs in this series examined “best practices” in establishing the goals for, designing and implementing a 360 Multi-source Feedback process. However, it is almost impossible to implement an effective Multi-source Feedback process without having a software system in place to support delivery and analysis of the Feedback results.<br />
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This post examines what to look for in selecting a software system that will work for your organization.<br />
<br />
<b>Why a competency management software system is important</b><br />
<br />
Designing, developing, implementing and maintaining a competency framework is difficult to do in a paper-based format. It can quickly become unwieldy and out of control if not managed through a competency management software system.<br />
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Without such a system it is difficult to build and maintain processes like 360 Multi-source Feedback based on the most current competency information.<br />
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<b>What to look for in a system</b><br />
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<ul><li><b>A system with existing well-researched competency content</b><br />
This includes a library of the general competencies as well as technical / professional competencies that are suited to your organization. These days, it is not necessary or even advisable to develop your competencies from scratch. It can take years to develop high-quality competencies.<br />
<br />
Vendors often also have standard job competency profiles available that reflect the job duties / tasks typically required in jobs within specific functional areas as well as industry sectors. These can then become the starting point for use within your organization, editing and adjusting them to fit the unique requirements of your organization.</li>
</br>
<li><b>A system that supports standardized implementation</b><br />
Organizations are increasingly experiencing distributed workplaces, with employees operating out of multiple locations. As a result, it is becoming more difficult to ensure that the human resource processes are implemented in a uniform and standardized way. If you have a system that supports the standardized adoption of competency content and competency-based HR processes, it becomes easier to ensure that HR professionals, managers and employees are accessing and implementing the correct competency content in an online 360 Multi-source Feedback process.</li>
</br>
<li><b>A flexible system configurable to your needs</b><br />
In many 360 Multi-source systems, the software delivery and content are inextricably linked. Organizations therefore have to “buy-in” to the content and underlying model being delivered in the software. So, for example, if you wish to implement a 360 process to assess Leadership Competencies, you effectively have to adopt the leadership competency model that is part of the feedback tool. But the model being delivered in the software may not meet your organizational needs, reflect the values and culture of your organization, or incorporate the competencies you are attempting to reinforce and develop within your various employee groups.<br />
<br />
A more appropriate and valid approach is to have a system that <b>links to the competency content and models</b> you have designed and developed <b>for your organization</b>. As such, the system should allow you to pick from a list job competency profiles or models, and then implement this competency information within the 360 Multi-source Feedback tool that is part of the same system.<br />
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In addition, the tool should allow you to select the <b>individuals and groups</b> who will be part of the feedback process. In some cases, for example, you may wish to collect feedback from work colleagues; in other cases you may wish to collect feedback from work colleagues and clients of the target participants. In each case, the groups providing feedback should be based on the job being performed and the purpose of the assessment.<br />
<br />
The system should also be flexible with regard to the <b>rating scale</b> being implemented, both in terms of the number of levels (rating scales can run anywhere from 3 to 7 levels) as well as the scale type (e.g., effectiveness scale; observed frequency of the behaviour; etc.). Research on the number of levels and type of rating scale is extensive and subject to a great deal of debate as to what is best practice. You should have the flexibility to be able to choose or design a rating scale that works best for the feedback process and type of work being performed.<br />
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Finally, you should have the flexibility to identify what <b>type of competency information is being assessed</b>. Most systems take the assessment process down to the level of the behaviour / performance indicators for each competency (e.g., for Client Focus – proficiency level 3 – “Looks for ways to add value beyond the client’s immediate request”), but in some cases the assessment may be performed at the level of the competency. You should be able to choose what is being assessed according to the goal of the assessment. In CompetencyCore, for example, you have the choice of assessing the competencies at the individual behavioural indicator and / or at the Competency level.</li>
</br>
<li><b>Reporting of Feedback Results</b><br />
The 360 Multi-source Feedback tool should also provide good graphical information that allows the comparison of results across the different types of people providing the feedback. The breakdown of information should not only be provided at the competency level, but also at the level of the individual behavioral indicators for each competency. This allows the target participant to gain different perspectives on his / her performance. It also provides a more diagnostic perspective on how each competency should be developed. For example, although the average performance on a particular competency might meet performance expectations, individual behaviours may require improvement within the competency.<br />
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Finally, organizations can engage in a 360 Multi-source Feedback process to review performance at an organizational, regional, and / or functional level (e.g., all financial jobs). The reporting tools should therefore allow for the aggregation of data to determine key themes across selected groups. Plans and programs can then be identified to address high-priority development or training needs.</li>
</br>
<li><b>Security, Confidentiality and Anonymity</b><br />
As noted in a previous post, it is important to protect the anonymity of certain types of raters – in particular, when using direct reports to the target participant in the Feedback process. As well, with a small number of raters, one person’s feedback can have a disproportionate impact on the overall ratings. It is therefore important to be able to define the rules in the software for combining certain types of raters’ scores to ensure feedback confidentiality and anonymity.<br />
<br />
Finally, when raters are asked to provide comments to substantiate their ratings, it is important that they are instructed to do this in a positive and helpful way, and that when doing so, they abide by whatever confidentiality and anonymity rules your organization establishes. Make sure that your software allows you to incorporate these kinds of instructions.</li>
</br>
<li><b>Integration and Alignment within the Talent Management Process</b><br />
360 Multi-source Feedback is not a stand-alone process. It is done to accomplish a particular goal, for example to address gaps in competency through learning and development. Therefore, the software should allow the user to link to other HR processes in the system. For example, in CompetencyCore, any competency gaps identified through the assessment process can feed directly into a Learning Plan tool that provides targeted learning resources (e.g., on-job activities, books, courses, etc.), organized by competency, to help address those gaps. This is only one example of how the 360 Feedback process can be integrated with, and feed into, other Talent Management processes within the organization.</li>
</ul><br />
<br />
<b>Sources:</b><br />
<span style="font-size: x-small;"><i>DTI. (2001). 360 Degree Feedback: Best Practice Guidelines. Downloaded from: www.dti.gov.uk/mbp/360feedback/360bestprgdlns.pdf <br />
Maylett, T. (2009). 360-Degree Feedback Revisited: The Transition From Development to Appraisal. Compensation & Benefits Review, 41(5), 52–59. <br />
Morgeson, F. P., Mumford, T. V., & Campion, M. A. (2005). Coming Full Circle: Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs. Consulting Psychology Journal: Practice and Research, 57(3), 196–209. </i></span><br />
<br />
<hr /><div class="separator" style="clear: both; text-align: center;"><a href="http://cta-redirect.hubspot.com/cta/redirect/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="http://www.competencycore.com/sites/default/files/Competency-Based-360-Best-Practice-Guide.jpg" height="200" width="155" /></a></div><i><b>Want to learn more? Get the Guide!</b><br />
<br />
This guide reviews the best practices for 360 degree feedback, beginning with establishing 360 feedback goals, to process design, project delivery and software platform selection. It also includes a 360 degree feedback checklist for a successful implementation.<br />
<!--HubSpot Call-to-Action Code --><br />
<span class="hs-cta-wrapper" id="hs-cta-wrapper-fcd0ce6c-5c05-43f3-b0c2-04ae1429a856"><span class="hs-cta-node hs-cta-fcd0ce6c-5c05-43f3-b0c2-04ae1429a856" id="hs-cta-fcd0ce6c-5c05-43f3-b0c2-04ae1429a856"><!--[if lte IE 8]><div id="hs-cta-ie-element"></div><![endif]--><a href="http://cta-redirect.hubspot.com/cta/redirect/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856"><img class="hs-cta-img" id="hs-cta-img-fcd0ce6c-5c05-43f3-b0c2-04ae1429a856" src="https://no-cache.hubspot.com/cta/default/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856.png" style="border-width: 0px;" /></a></span><script charset="utf-8" src="https://js.hubspot.com/cta/current.js"></script><script type="text/javascript">
hbspt.cta.load(188537, 'fcd0ce6c-5c05-43f3-b0c2-04ae1429a856'); </script></span><!-- end HubSpot Call-to-Action Code --></i>Anonymoushttp://www.blogger.com/profile/17372870287146642175noreply@blogger.com1tag:blogger.com,1999:blog-5997363187035779033.post-35441044020885995712013-09-24T12:58:00.000-04:002013-11-19T10:54:11.802-05:00Competency-based 360 Multi-Source Feedback: Delivering the Project<div style="background-color: white; border-radius: 3px; border: 1px solid currentColor; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 250px;"><b style="font-size: 14px;"><i>Part 3 of 4 in the CompetencyCore™ Guide to 360 Multi-source Feedback series:</i></b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/07/competency-based-360-multi-source_31.html">Feedback Goals</a></li>
<li><a href="http://blog.competencycore.com/2013/08/competency-based-360-multi-source_3342.html">Process and Resources</a></li>
<li><b>Delivering the Project</b></li>
<li><a href="http://blog.competencycore.com/2013/11/competency-based-360-multi-source.html">Selecting a multi-source feedback software solution</a></li>
</ol>Get the complete <a href="http://cta-redirect.hubspot.com/cta/redirect/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856">Guide to 360 Feedback</a><br />
</div><b>By Ian Wayne, M.Sc and Suzanne Simpson, PhD, C. Psych.</b><br />
<br />
In the first two blogs in this series we discussed the importance of following best practices in Multi-source Feedback to ensure a positive and enriching experience for all participating in the process, starting with defining the Feedback Goals for your organization and then determining the process and resources needed to achieve these goals.<br />
<br />
Having defined the process and resources needed for your Competency-based Multi-source Feedback in your organization, the next steps are to pilot, implement and finally evaluate your program to ensure that it is meeting your intended goals. <br />
<br />
<b>Essential Criteria to Consider in Designing Your Process</b><br />
<br />
How participants view the process is critical. If participants do not think that the system is fair, the feedback accurate, or the sources credible, then they are more likely to ignore the feedback they receive.<br />
<br />
<b>Piloting</b><br />
<br />
A pilot can generate a realistic picture of the resources required to manage the process throughout the rest of the organization. Valuable insights can be gained into the time required to provide ratings and feedback, as well as how soon the feedback can be given to participants. <br />
<br />
Piloting also helps reduce uncertainties by allowing a test group to experience the process. It provides useful information for further planning and communication and allows for a review of the Multi-source Feedback instrument. An initial review allows consideration of such questions as whether the questionnaire is user-friendly, and whether appropriate development actions have been identified.<br />
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Lessons learned through the pilot should be considered. Any alterations and adaptations that will make implementation smoother should be made.<br />
<br />
<b>Implementation</b><br />
<br />
The most critical part of the implementation process is ensuring that all participants are clear about what is involved. To ensure this occurs:<br />
<br />
<ul><li>Establish an individual or team to take responsibility for administering the system—this helps ensure that the procedure is running smoothly and any issues are resolved swiftly.</li>
</ul><ul><li>Provide a point of contact for participants with questions and concerns.</li>
</ul><ul><li>Establish deadlines for providing ratings and timeframes for providing feedback.</li>
</ul><ul><li>Send automated email invitations and reminders to individuals who are late completing their feedback. This reduces the administrator’s workload and maintains momentum.</li>
</br>
<li>Brief raters on the objectives of the scheme and provide instructions for completing questionnaires.</li>
</br>
<li>Provide clear and positive communication throughout the process.</li>
</br> </ul><br />
<b>Providing Feedback</b><br />
<br />
Effective feedback is the springboard for subsequent development and is integral to the success of the process.<br />
<br />
<u>How will the feedback be communicated?</u><br />
<br />
Given that an individual is receiving sensitive information about how their colleagues, direct reports and manager view their performance, sensitivity is required. Best practice would be to make someone available to help interpret the results with that person. <br />
<br />
The people giving feedback will need to have the skills to support this process. The facilitators need a good understanding of the organization’s policies on the process, the instrument and report, an awareness of the range of reactions individuals have to feedback, and interpersonal skills in conducting a feedback session. Facilitators must also be seen as trustworthy and credible. <br />
<br />
When being done for development, discussion of the results with the facilitator can help focus the discussion on future development planning rather than on the feedback itself. Skilled facilitators will help the individual to draw out evidence and make connections across different people and situations. It is this process that stimulates self-awareness and makes Multi-source Feedback such a powerful process. <br />
<br />
<u>When will the feedback be communicated?</u><br />
<br />
Ideally, individuals should receive feedback as soon as possible after the feedback was given. This maintains the momentum of the process and the motivation of the individual. Given the pace of change in many organizations, shorter turn-around times ensure that the feedback is still relevant for the role. <br />
<br />
It is important to ensure that people receive feedback when there is support available to interpret the results. Providing a report without support, particularly prior to a weekend or going on holidays, is far from ideal, and can have negative consequences. <br />
<br />
<b>Review</b><br />
<br />
Reviewing and evaluating the success of the process is a widely overlooked. The key question to consider is whether the program met its original purpose. If the original purpose was to improve performance, have relevant development needs been identified? If it was to support the performance review process, has the process supplied the required information in a fair and credible way?<br />
<br />
<u>Qualitative Review</u><br />
<br />
A qualitative review with the key people involved can provide invaluable information on whether the process has achieved its goals. This review should include individuals receiving feedback, doing the rating, facilitating the feedback and the line managers of those involved. The timing of the review will depend on the original purpose, with more time needed when the purpose was development. <br />
<br />
<b>The Questionnaire</b><br />
<br />
How effective is the questionnaire?<br />
<ul><li>Was it consistent with and link to other relevant indicators of performance in the organization? </br></li>
<li>Did individuals gather development information? </br></li>
<li>Did raters use the rating system effectively? </br></li>
<li>Was it reliable? </br></li>
<li>Did it ‘look’ right? </br></li>
</ul><br />
Use a system that aggregates data from the questionnaires in order to identify patterns of strengths and development needs across the participating group. This information can be used to feed into development planning at a strategic level, to ensure that the organization has people with the relevant skills to meet its objectives. <br />
<br />
The next and last post in this series examines what to look for in a software system to support the effective implementation of 360 Multi-source Feedback in your organization.<br />
<br />
<br />
<b>Sources:</b><br />
<span style="font-size: x-small;"><i>DTI. (2001). 360 Degree Feedback: Best Practice Guidelines. Downloaded from: www.dti.gov.uk/mbp/360feedback/360bestprgdlns.pdf <br />
Maylett, T. (2009). 360-Degree Feedback Revisited: The Transition From Development to Appraisal. Compensation & Benefits Review, 41(5), 52–59. <br />
Morgeson, F. P., Mumford, T. V., & Campion, M. A. (2005). Coming Full Circle: Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs. Consulting Psychology Journal: Practice and Research, 57(3), 196–209. </i></span><br />
<br />
<hr /><div class="separator" style="clear: both; text-align: center;"><a href="http://cta-redirect.hubspot.com/cta/redirect/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="http://www.competencycore.com/sites/default/files/Competency-Based-360-Best-Practice-Guide.jpg" width="155" /></a></div><i><b>Want to learn more? Get the Guide!</b><br />
<br />
This guide reviews the best practices for 360 degree feedback, beginning with establishing 360 feedback goals, to process design, project delivery and software platform selection. It also includes a 360 degree feedback checklist for a successful implementation.</i><br />
<!--HubSpot Call-to-Action Code --><br />
<span class="hs-cta-wrapper" id="hs-cta-wrapper-fcd0ce6c-5c05-43f3-b0c2-04ae1429a856"><span class="hs-cta-node hs-cta-fcd0ce6c-5c05-43f3-b0c2-04ae1429a856" id="hs-cta-fcd0ce6c-5c05-43f3-b0c2-04ae1429a856"><!--[if lte IE 8]><div id="hs-cta-ie-element"></div><![endif]--><a href="http://cta-redirect.hubspot.com/cta/redirect/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856"><img class="hs-cta-img" id="hs-cta-img-fcd0ce6c-5c05-43f3-b0c2-04ae1429a856" style="border-width:0px;" src="https://no-cache.hubspot.com/cta/default/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856.png" /></a></span><script charset="utf-8" src="https://js.hubspot.com/cta/current.js"></script><script type="text/javascript">
hbspt.cta.load(188537, 'fcd0ce6c-5c05-43f3-b0c2-04ae1429a856'); </script></span><!-- end HubSpot Call-to-Action Code -->Anonymoushttp://www.blogger.com/profile/17372870287146642175noreply@blogger.com0tag:blogger.com,1999:blog-5997363187035779033.post-65991145570318499232013-08-07T10:49:00.002-04:002013-11-19T10:57:05.465-05:00Competency-based 360 Multi-source Feedback: Process and Resources<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 250px;"><b style="font-size: 14px;"><i>Part 2 of 4 in the CompetencyCore™ Guide to 360 Multi-source Feedback series:</I></b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/07/competency-based-360-multi-source_31.html">Feedback Goals</a></li>
<li><b>Process and Resources</b></li>
<li><a href="http://blog.competencycore.com/2013/09/competency-based-360-multi-source_24.html">Delivering the Project</a></li>
<li><a href="http://blog.competencycore.com/2013/11/competency-based-360-multi-source.html">Selecting a multi-source feedback software solution</a></li>
</ol>Download the complete <a href="http://cta-redirect.hubspot.com/cta/redirect/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856">guide to 360 Feedback</a><br />
</div><b>By Ian Wayne, M.Sc and Suzanne Simpson, PhD, C. Psych.</b><br />
<br />
In the first post of this blog series, we discussed the importance of following best practices in Multi-source Feedback to ensure a positive and enriching experience for all participants in the process, starting with defining the Feedback Goals for your organization. The next step is identifying a process and the resources needed to achieve these goals.<br />
<br />
<b>Essential Criteria to Consider in Designing Your Process</b><br />
<br />
How participants view the process is critical. If participants do not think that the system is fair, the feedback accurate, or the sources credible, then they are more likely to ignore the feedback they receive.<br />
<br />
<b>Commitment</b><br />
<br />
Commitment from senior management plays a key role in establishing the credibility of a Multi-source Feedback process. Senior management commitment can be gained through witnessing the success of the system in one part of the organization, if their direct involvement is not possible at the outset.<br />
<br />
It is important to seek employee input in the development of the process to clarify employee expectations and perceptions of fairness. <br />
<br />
<b>The raters </b><br />
<br />
A number of factors need to be considered when choosing raters:<br />
<br />
<ul><li>Identify the most appropriate people to rate each individual’s performance. The recipient must consider the raters to be credible in order to act on the resulting feedback. </li>
</ul><ul><li>Identify an appropriate number of raters. If too few raters are used, one person’s feedback can have a disproportionate impact on the overall results. With a small number of raters it is also difficult to ensure the anonymity of feedback sources. We recommend a minimum of 3 to 5 people per feedback group. If fewer are available, then combine groups—for example, combining direct reports and peers into a single group.</li>
</ul><ul><li>Concern that the person being rated may respond negatively to raters who provide negative feedback. To minimize this concern, feedback should be delivered anonymously for those groups for which there is concern or retaliation could be an issue. </li>
</ul><br />
<b>The questionnaire</b><br />
<br />
Best practice suggests that the method of assessment used in a Multi-source Feedback process should:<br />
<br />
<ul><li>Describe behaviors related to actual job performance. Competencies define the behaviors employees need to display for the organization to be successful; therefore, measuring the competencies at the target proficiency levels required in the job is an essential part of the feedback process.</li>
</ul>An example of how competencies are measured in a 360 Feedback process is shown in the diagram below.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEheofaAqfe5crGmpO2BoOzTdu6MqOJYpMwR2Shwt274GOHVUihUFE1u0uFgBHUnf7gcCTvWrI940Qun1OqhuojEVuihlNfp4yBf5Ls6DQHX2V5uv6vXSzVl7UcEjGa08ZNSfC2jVSXjDME/s1600/image+for+blog1.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="134" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEheofaAqfe5crGmpO2BoOzTdu6MqOJYpMwR2Shwt274GOHVUihUFE1u0uFgBHUnf7gcCTvWrI940Qun1OqhuojEVuihlNfp4yBf5Ls6DQHX2V5uv6vXSzVl7UcEjGa08ZNSfC2jVSXjDME/s320/image+for+blog1.jpg" width="320" /></a></div><br />
In this case, the competency being assessed is “Teamwork”. The competency is defined as “Working collaboratively with others to achieve organizational goals” and the specific behaviour that is being assessed is “Seeks input from other team members on matters that affect them”. Those individuals providing feedback rate how effective the employee is based on the employee’s observed behaviour on the job.<br />
<br />
<ul><li>Align with other HR processes within the organization. The competencies that are incorporated within the feedback process will depend on the goal of the process. If it is aimed at supporting employee development within their current jobs or roles, then the competency profile for the target employee’s job would be used as the standard for providing feedback.</li>
</ul><br />
If, however, the 360 Feedback process is being used to support development for advancement within the organization (e.g., Career Development; Succession Management), then the competency profile for the next level, or another more advanced job, would be the standard used to measure and provide feedback.<br />
<br />
It is, therefore, important to define the goal of the 360 Feedback process and then to pick the competency profile most suited to support this goal. These competencies and their associated behavioral indicators will serve as the measurement standards in the assessment process. <br />
Reflect the organization’s culture and values. Job profiles often incorporate core competencies that describe in behavioral terms the key values of your organization.<br />
<br />
Allow respondents to indicate when they have not had the opportunity to observe a behavior (so as to avoid feedback based on guesses).<br />
<br />
<b>The structure of feedback </b><br />
<br />
Consistent with best practice, feedback should be broken out for each question by presenting the average ratings from each feedback group so that differences in perspectives are easy to identify. If there are enough raters involved, this should not compromise anonymity. If there are only a few raters, group averages can be combined to protect anonymity. <br />
<br />
The option to add observations or comments should be provided. This can help to throw more light on the ratings, but the person giving the feedback needs to be sensitive in providing this information.<br />
<br />
It is important, therefore, to provide an orientation to those giving feedback on best ways to do this, both in terms of the providing accurate rating as well as providing comments and examples that validate the rating in both a respectful and honest manner. <br />
<br />
Once a decision is made on who has access to the ratings, this needs to be followed consistently. A change in who has access to the information is one of the most commonly cited reasons for a lack of trust in the process. If there are good reasons to change, it is critical to seek the permission of the individuals involved before making that change. <br />
<br />
<b>Time & Resources Required</b><br />
<br />
When planning a Multi-source Feedback process, it is important to have an accurate view of the time and resources needed to roll it out effectively. This includes the time needed to set up and manage the program, provide the feedback from the different groups, gather the feedback and compile reports, and finally give that feedback to the individual and support subsequent actions to develop and improve performance.<br />
<br />
When Multi-source Feedback is being used to encourage and enhance development, it is important to consider in advance the resources needed to support such development. Gathering feedback information is just the starting point in the development cycle. The next step is to create individual learning plans that target specific developmental needs. <br />
<br />
Having defined the process and resources needed for Competency-based Multi-source Feedback in your organization, the next steps are to pilot, implement and finally evaluate your program to ensure that it is meeting your intended goals. The third blog in this series addresses this topic.<br />
<br />
<b>Sources:</b><br />
<span style="font-size: x-small;"><i>DTI. (2001). 360 Degree Feedback: Best Practice Guidelines. Downloaded from: www.dti.gov.uk/mbp/360feedback/360bestprgdlns.pdf <br />
Maylett, T. (2009). 360-Degree Feedback Revisited: The Transition From Development to Appraisal. Compensation & Benefits Review, 41(5), 52–59. <br />
Morgeson, F. P., Mumford, T. V., & Campion, M. A. (2005). Coming Full Circle: Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs. Consulting Psychology Journal: Practice and Research, 57(3), 196–209. </i></span><br />
<br />
<hr /><div class="separator" style="clear: both; text-align: center;"><a href="http://cta-redirect.hubspot.com/cta/redirect/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="http://www.competencycore.com/sites/default/files/Competency-Based-360-Best-Practice-Guide.jpg" width="155" /></a></div><i><b>Want to learn more? Get the Guide!</b><br />
<br />
This guide reviews the best practices for 360 degree feedback, beginning with establishing 360 feedback goals, to process design, project delivery and software platform selection. It also includes a 360 degree feedback checklist for a successful implementation.<br />
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<ol style="line-height: 16px;"><li><b>Feedback Goals</b></li>
<li><a href="http://blog.competencycore.com/2013/08/competency-based-360-multi-source_3342.html">Process and Resources</a></li>
<li><a href="http://blog.competencycore.com/2013/09/competency-based-360-multi-source_24.html">Delivering the Project</a></li>
<li><a href="http://blog.competencycore.com/2013/11/competency-based-360-multi-source.html">Selecting a multi-source feedback software solution</a></li>
</ol>Download the complete <a href="http://cta-redirect.hubspot.com/cta/redirect/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856">guide to 360 Feedback</a><br />
</div></b></i> <i><b>By Ian Wayne, M.Sc and </br>Suzanne Simpson, PhD, C. Psych.</b></i><br />
<i><b></b></i><br />
360 Multi-source Feedback is increasingly being used in employment settings to monitor and measure performance and provide meaningful feedback to employees on their strengths and areas for development. When used properly, this experience can be enriching for employees and managers alike; however, when improperly developed or implemented, 360 Multi-source processes can be highly damaging for both the employee and the organization.<br />
<br />
This series takes a look at the best practices organizations need to implement to ensure a positive experience for all involved.<br />
<br />
<b>360 Multi-source Feedback Defined </b><br />
<br />
360 or Multi-source feedback is a process for collecting information about an individual’s performance from a range of sources. In addition to the individual being reviewed, these sources include supervisors, peers, subordinates, and in some cases customers.<br />
<br />
Multi-source systems are primarily used for developmental purposes, promoting individual self-awareness and highlighting key strengths and areas for development. Multiple sources provide a variety of perspectives about an individual's skills and competencies, helping to build a richer and more accurate picture than could be obtained from any one source.<br />
<br />
An effective 360 degree feedback process leads to more reliable performance ratings, better performance information, and greater performance improvements than feedback processes relying on a single source of information. Properly constructed, they promote an increased understanding of the behaviors required to improve both individual and organizational effectiveness and focus development on those competencies required for successful performance. <br />
<br />
<b><br />
</b> <b>Goals of Multi-source Feedback</b><br />
<br />
Clearly defined goals and objectives will help guide the adoption of a Multi-source Feedback process and enable you to determine whether it is successful. Organizations typically use 360 degree feedback for one of two reasons:<br />
<br />
<ul><li>To support learning and development activities</li>
<li>To enhance the performance appraisal process</li>
</ul>Before deciding on the objectives for Multi-source Feedback in your organization, it is vital to consider your organization’s culture. 360 / Multi-source Feedback is more likely to be successful when openness, mutual trust and honesty are an integral part of the organizational culture and there is a genuine desire for performance improvement. This is especially true if the results are used to support the performance appraisal process.<br />
<br />
The purpose of feedback, whether it is for development or as part of a performance appraisal process, will influence the way the process is implemented. For example, if used for performance appraisal purposes: <br />
<ul><li>Participation in the process is likely to be mandatory</li>
<li>It is likely to be carried out annually </li>
<li>The individual’s manager is likely to be involved in follow-up action </li>
<li>Decisions on how the feedback links to reward (e.g., bonuses; salary increases; etc.) need to be clear</li>
</ul>Having defined the goals of your 360 Multi-source Feedback process, it then becomes possible to define and develop a system and process for achieving these goals. The next in this blog series reviews best practices in defining your process and the resources needed to ensure effective implementation.<br />
<br />
<b>Sources</b><br />
<br />
<span style="font-size: x-small;"><i>DTI. (2001). 360 Degree Feedback: Best Practice Guidelines. Downloaded from: www.dti.gov.uk/mbp/360feedback/360bestprgdlns.pdf </i></span><br />
<span style="font-size: x-small;"><i>Maylett, T. (2009). 360-Degree Feedback Revisited: The Transition From Development to Appraisal. Compensation & Benefits Review, 41(5), 52–59. </i></span><br />
<span style="font-size: x-small;"><i>Morgeson, F. P., Mumford, T. V., & Campion, M. A. (2005). Coming Full Circle: Using Research and Practice to Address 27 Questions About 360-Degree Feedback Programs. Consulting Psychology Journal: Practice and Research, 57(3), 196–209. </i></span> <br />
<hr /><div class="separator" style="clear: both; text-align: center;"><a href="http://cta-redirect.hubspot.com/cta/redirect/188537/fcd0ce6c-5c05-43f3-b0c2-04ae1429a856" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="http://www.competencycore.com/sites/default/files/Competency-Based-360-Best-Practice-Guide.jpg" width="155" /></a></div><i><b>Want to learn more? Get the Guide!</b><br />
<br />
This guide reviews the best practices for 360 degree feedback, beginning with establishing 360 feedback goals, to process design, project delivery and software platform selection. It also includes a 360 degree feedback checklist for a successful implementation.<br />
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Business leaders around the world have expressed concerns about the growing scarcity of qualified talent to fill vital roles within their organizations. <br />
<br />
In a 2012 survey of global leaders (Lloyd’s Risk Index) conducted by The Economist and Lloyd’s of London, “talent and skills shortages” ranked as the second most pressing concern for CEO’s and corporate leaders trailing “loss of customers” by a small margin. In a survey of 1,605 HR Professionals around the world, Towers Watson found that 72 percent of the respondents reported difficulty in attracting and retaining the high-potential and critical-skill employees necessary to increase their global competitiveness. <br />
<br />
So why are companies so worried about the scarcity of talent and how do competencies impact the most pressing needs of a talent management program?<br />
<br />
<b>Challenges to be addressed</b><br />
<br />
A survey conducted by the Human Resource Executive magazine in 2012 reported that the biggest challenges faced by their readers were:<br />
<br />
<ul><li>Ensuring employees remain engaged and productive (34%)</li>
<li>Retaining key talent as the economy recovers (33%), with 91% reporting that they are moderately to extremely worried about losing their top talent when the recovery takes hold</li>
<li>Developing leaders (32%, up from 28% in the previous year)</li>
<li>Aligning people strategies with business strategies (30%)</li>
</ul><br />
HR leaders understand that they need to protect their knowledge base – in other words, the valuable talent with the competencies required to maintain their company’s competitive edge in the marketplace. Key to this are the use of strategies to boost employee retention that focus on communication, as well as training and career development that directly address the competencies needed to achieve both individual and organizational success. <br />
<br />
<b>Measuring & Managing the Impact</b><br />
<br />
The impact on the bottom-line of not having good talent management strategies in place is underscored in a recent study conducted by the American Institute of CPAs (AICPA) and Charted Institute of Management Accountants entitled Talent Pipeline Draining Growth: Connecting Human Capital to the Growth Agenda. A noteworthy 43% of the CEOs, CFOs and HR directors surveyed said their companies have missed financial goals in the past 18 months because of inadequacies in human capital management. Almost the same number (40%) indicated that shortcomings such as insufficient systems, processes or management information have hindered their ability to innovate. In a commentary on the study (See Human Resource Executive, November 2012), Arleen Thomas, AICPA senior vice-president for management accounting, noted that, “Ideas are the currency of the knowledge economy, so human capital must be managed as rigorously as financial capital.” “It is clear from our research that many companies are falling short of their potential because they lack thorough, relevant information about their people to support effective strategy, hiring and training decisions.”<br />
<br />
The key to addressing these challenges is to have a solid framework for managing people based on the <a href="http://www.competencycore.com/why-competency-based-talent-management" target="_blank">competencies needed to drive organizational success</a>. By understanding and clearly articulating the competency standards, organizations can build talent management strategies focused on hiring, training, developing, managing and retaining the human capital needed to achieve the organization’s vision and strategic goals.<br />
<br />
HR leaders must understand what is important in their business and translate this into the <a href="http://www.competencycore.com/why-competency-based-talent-management" target="_blank">competency and talent management </a>metrics that are aligned with the business requirements, including such things as ability to fill key positions, ability for the organization to resource growth initiatives, ability to address critical skills gaps and the strength of succession management within the organization. While historical data are helpful, to be of true value the analytics gathered should be anticipatory and predictive nature, so that key decisions can be made to address talent requirements before they become a problem. Beyond this, HR Analytics should demonstrate the return on investment for the talent management programs, processes, systems and tools that have been, or will be implemented.<br />
<br />
All of this underscores the need for <a href="http://www.competencycore.com/why-competency-based-talent-management" target="_blank">competency-based managemen</a>t programs supported by technology and tools that enable organizations to more effectively manage their human capital, as well as make evidence-based decisions that enhance and protect the organization’s most important asset – their valued talent. Based on my experience, companies can develop highly quality “paper-based” tools and processes for managing their talent; but, these are unwieldy for employees, managers and HR staff to use effectively. Data cannot be easily consolidated and analyzed for strategic decision-making, and information on the talent of the organization becomes quickly out-dated because of the difficulty in maintaining “paper-based” information and processes. Early adopters of competency-based management quickly became frustrated, not because the processes were flawed, but because they lacked the systems for managing and updating the competencies and competency profiles, as well as for using the competencies in a systematic way to manage their human capital. Having an effective competency management system is essential for success.<br />
<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><br />
<i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
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Anonymoushttp://www.blogger.com/profile/17372870287146642175noreply@blogger.com1tag:blogger.com,1999:blog-5997363187035779033.post-2318951617697825942013-07-15T09:54:00.001-04:002013-10-22T11:56:14.350-04:00Designing A Competency-Based Talent Management Framework: Selecting A Software System<i><b>Part 7 of 7 of the CompetencyCore<span style="font-size: x-small;"><sup>TM</sup></span> Guide to </b><b>Designing a Competency-based Talent Management Framework</b></i><br />
<br />
<b>By Ian Wayne, M.Sc and Suzanne Simpson, PhD, C. Psych.</b><br />
<br />
<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the sixth in a seven part series that looks at key decisions in designing and implementing a competency-based talent management (CbTM) framework:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/04/competencyframework.html">Some Basic Definitions</a></li>
<li><a href="http://blog.competencycore.com/2013/04/BenefitsCompetency-basedTalentManagement.html">Defining the Goals and Evaluating the Impact of your Initiative</a></li>
<li><a href="http://blog.competencycore.com/2013/05/designing-competency-based-talent.html">Competency Structure and Types</a></li>
<li><a href="http://blog.competencycore.com/2013/05/definecompetencyarchitecture.html">Importance of Defining your Competency Architecture</a></li>
<li><a href="http://blog.competencycore.com/2013/05/developcompetencyprofile.html" target="_blank">Developing Job Competency Profiles</a></li>
<li><a href="http://blog.competencycore.com/" target="_blank"><b>Project and Change Management</b></a></li>
<li><b>Key Decisions in Selecting a Software System</b></li>
</ol></div><br />
Throughout this series, we have been discussing key decisions in designing and implementing a competency-based talent management framework. In particular, we have addressed the importance of defining the goals of the system and establishing a competency architecture that fits with the critical success criteria for your framework.<br />
<br />
We then discussed some of the typical approaches and methods for defining the Job Family Competency Profiles, as well as governance, project and change management considerations that need to be taken into account when designing and developing your framework.<br />
<br />
But for all of this to be successful, it is important to have a software system that supports the design, development, delivery and ongoing maintenance of your Competency Framework.<br />
<br />
<b>Why a competency management software system is important</b><br />
<br />
Designing, developing, implementing and maintaining a competency framework is difficult to do in a paper-based format. It can quickly become unwieldy and out of control if not managed through a competency management software system.<br />
<br />
As a case in point, in one national organization in Canada it was decided that they would maintain and publish their competency library and job competency profiles through MS Word documents. The organization was large and complex and their employees were located in almost every village, town, and city across the country. The job family competency profiles consisted of the general competencies needed for success as well as highly technical and detailed competencies. In addition, while the organization had a base library of competencies, it needed to develop and publish technical competencies unique to their organization.<br />
<br />
All competencies were defined on a five-level proficiency scale with multiple behavioral indicators for each level of each competency scale. Naturally, as the competencies and job competency profiles were developed, changes were identified. Eventually, it became almost impossible for the organization to reflect later changes in the competencies in all the job competency profiles that had already been developed. The organization eventually gave up trying to make changes to the competencies. If this organization had had a competency management software system like CompetencyCore, this situation could have easily been avoided.<br />
<br />
<div class="MsoNormal"><b style="mso-bidi-font-weight: normal;"> <span lang="EN-CA" style="font-size: 14.0pt;">What to look for in a system</span></b></div><br />
<ul><li> <b>A system with existing well-researched competency content</b></li>
</ul>This includes a library of the general competencies as well as technical / professional competencies that are suited to your organization. These days, it is not necessary or even advisable to develop your competencies from scratch. It can take years to develop high-quality competencies.<br />
<br />
Reputable vendors will have lists of competencies that are generally found in many different types of jobs as well as technical / professional competencies that are typical to functions or areas within the organization (e.g., IT; HR; Finance; etc.). And, it is also possible to acquire libraries that are specific to industry sectors (e.g., Oil & Gas, Police and Security, Banking, etc.). <br />
<br />
Vendors often also have standard job competency profiles available that reflect the job duties / tasks typically required in jobs within specific functional areas as well as industry sectors. These can then become the starting point for use within your organization, editing and adjusting them to fit the unique requirements of your organization.<br />
<ul><li><b>Software that supports the standardized implementation of competencies</b></li>
</ul>If you have a software system that supports the adoption, editing and publishing of the competencies and job competency profiles, it becomes easier to ensure that HR professionals, managers and employees are accessing a uniform and approved set of competencies and job competency profiles across the organization. This becomes increasingly important as organizations go national or global.<br />
<ul><li><b>A system configurable to your competency structure / architecture</b></li>
</ul>The software housing your competencies and job competency profiles should be configurable to your architecture. The structure of the competencies can vary – for example, they can be defined in scales that reflect the level of proficiency needed across jobs within the organization, or include both positive and negative behavioural indicators. In our library, the competencies are typically formatted on a four to five level proficiency scale.<br />
<br />
The system should also support the grouping of the competencies according to your architecture (e.g., Core, Job Family General and Technical / Professional, etc.) as well as the Job Families within your organization.<br />
<br />
The bottom line is that the software should be easily adjusted to meet your unique organizational needs and competency structures.<br />
<ul><li><b>A system that supports integration and ongoing changes and updates</b></li>
</ul>As noted in the case example above, it is very important, especially in large complex nationally or globally distributed organizations, to have system that can be accessed by users in all locations and can be updated and published simultaneously throughout the organization.<br />
<br />
These are only a few of the elements that you should look for in a competency management software system. <a href="http://www.competencycore.com/competencycore-5" target="_blank">Follow this link</a> for more information on the CompetencyCore solution.<br />
<hr /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
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Anonymoushttp://www.blogger.com/profile/17372870287146642175noreply@blogger.com0tag:blogger.com,1999:blog-5997363187035779033.post-76325786682746706352013-07-09T08:21:00.000-04:002013-10-22T11:56:33.427-04:00<i><b>Part 6 of 7 of the CompetencyCore<span style="font-size: x-small;"><sup>TM</sup></span> Guide to </b><b>Designing a Competency-based Talent Management Framework</b></i><br />
<br />
<b>By Ian Wayne, M.Sc and Suzanne Simpson, PhD, C. Psych.</b><br />
<br />
<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the sixth in a seven part series that looks at key decisions in designing and implementing a competency-based talent management (CbTM) framework:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/04/competencyframework.html">Some Basic Definitions</a></li>
<li><a href="http://blog.competencycore.com/2013/04/BenefitsCompetency-basedTalentManagement.html">Defining the Goals and Evaluating the Impact of your Initiative</a></li>
<li><a href="http://blog.competencycore.com/2013/05/designing-competency-based-talent.html">Competency Structure and Types</a></li>
<li><a href="http://blog.competencycore.com/2013/05/definecompetencyarchitecture.html">Importance of Defining your Competency Architecture</a></li>
<li><a href="http://blog.competencycore.com/2013/05/developcompetencyprofile.html" target="_blank">Developing Job Competency Profiles</a></li>
<li><b>Project and Change Management</b></li>
<li>Key Decisions in Selecting a Software System</li>
</ol></div><br />
<div class="MsoNormal" style="line-height: 115%;"><span lang="EN-CA" style="mso-bidi-font-family: Arial;">In the previous blog in this series we walked through the process of identifying the competencies that contribute to success in jobs and the whole organization.<span style="mso-spacerun: yes;"> </span>However, to have a successful program, all stakeholders must see the value for competency-based talent management for them.<span style="mso-spacerun: yes;"> </span> </span></div><div class="MsoNormal" style="line-height: 115%;"><br />
</div><div class="MsoNormal" style="line-height: 115%;"><span lang="EN-CA" style="mso-bidi-font-family: Arial;">The bottom line is that you must craft a communications plan, change and project a management approach that shows the various stakeholders – employees, supervisors, senior leaders, as well as human resources – what’s in it for them.</span></div><br />
<br />
<div class="MsoNormal" style="line-height: 115%;"><b style="mso-bidi-font-weight: normal;"><span style="color: grey; font-size: 14.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt; mso-themecolor: background1; mso-themeshade: 128;">Communication and Change Management </span></b></div><br />
<br />
Throughout every stage of your competency initiative it is important to communicate the goals, benefits and expected outcomes for all stakeholders. This can be achieved through processes specifically designed for this purpose (e.g., employee orientation sessions, newsletters, e-mails, etc.) as well as through the ongoing processes that are part of the overall project plan (e.g., competency profiling focus groups).<br />
<br />
If employees, managers and other stakeholders understand the benefits of the tools and feel they have contributed to the development process, there will be a higher chance for project success.<br />
Starting with HR processes that are less ‘threatening’ (e.g., training/learning programs, career development) are most likely to minimize potential resistance and maximize the likelihood of successful implementation. Subsequent steps can gradually move to areas that more directly impact employee performance reviews, compensation, promotion and advancement.<br />
<b><br />
KEY DECISIONS:</b><br />
<br />
<ul><li>How will the competency initiative be communicated? At what point? Through which vehicles? By whom?</li>
<li>What are the key messages? What is the focus of the business case?</li>
<li>Will you seek out high need areas to address first, demonstration projects or “quick wins”?</li>
</ul><br />
<div class="MsoNormal" style="line-height: 115%;"><b style="mso-bidi-font-weight: normal;"><span style="color: grey; font-size: 14.0pt; line-height: 115%; mso-ansi-language: EN-US; mso-bidi-font-size: 11.0pt; mso-themecolor: background1; mso-themeshade: 128;">Project Management and Governance </span></b></div><div class="MsoNormal" style="line-height: 115%;"><br />
</div>Competency initiatives can fail to have the desired results for a number of reasons. Some of the major obstacles to success include: lack of effective sponsorship; resistance to change; failure to involve key stakeholders; loss of momentum; lack of required training; and inadequate project management.<br />
<br />
The biggest challenge we see in organizations is not managing the initiative as a “project” with a beginning, middle and end. Too frequently, organizations assume that the HR Department can undertake an initiative like this “off the side of their desk”, without due consideration for the extra effort and time that it will take. This is a recipe for failure. There must be clearly defined governance and project management structures in place, with appropriate resources assigned and clear time lines, division of responsibilities as well as identified outcomes and deliverables. Organizations also have to have a clear plan to transition to a normal ongoing process for managing and updating the competency profiles. <br />
<br />
<b>KEY DECISIONS:</b><br />
<br />
<ul><li>What are the barriers to success and how will you address them? What are the areas of strength and how will you leverage them?</li>
<li>Will a steering committee be used to guide the competency initiative? If so, who will participate in the committee?</li>
<li>Will resources be assigned to manage the initiative?</li>
<li>Do you need to use external consulting resources to support stages of the project?</li>
<li>Do you intend to use expert panels? If so, what are the criteria for identifying suitable experts? What will their role be in the profiling process?</li>
<li>Do you intend to use champions? At what level will they operate and what is their relationship to the steering committee and expert panels?</li>
<li>Who will approve the competency profiles? </li>
<li>How will business leaders be involved in implementing competency profiles?</li>
<li>What are the timelines for various stages of the initiative?</li>
</ul><hr /><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
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Anonymoushttp://www.blogger.com/profile/17372870287146642175noreply@blogger.com0tag:blogger.com,1999:blog-5997363187035779033.post-29083204063235892612013-06-27T15:06:00.002-04:002013-10-22T11:56:54.006-04:00Webinar Wrap Up -- Everything you wanted to know about Competencies, (but were afraid to ask)<br />
A few days ago, Lorraine McKay, HRSG’s Senior VP of Business Development, led a webinar that highlighted some real life examples of the role that competencies play in talent management. To download the recording of the webinar, <a href="http://www.competencycore.com/competency-webinar-1" target="_blank">you can follow this link.</a><br />
<br />
This lively webinar focused on real-life examples of what competencies are and how they are used as part of a talent management program. When competencies are used as part of an overall talent management strategy, they can translate the organizations strategic vision into specific employee behaviors which will have a direct impact on the overall business results. <br />
<br />
And that is not even the best part. When you use competencies, you are giving your employees a roadmap that shows them how their behaviors or actions can contribute to the strategic vision and goals of the organization. When you involve your workforce in the vision of the organization, they become more than just employees – they become partners.<br />
<br />
In case you missed it, <a href="http://www.competencycore.com/competency-webinar-1" target="_blank">here is that link again to the webinar.</a> Have a listen, review the slides.<br />
<br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
<!--HubSpot Call-to-Action Code --> <span class="hs-cta-wrapper" id="hs-cta-wrapper-01d74bd6-6baa-4008-a4b2-e335b773d723"> <span class="hs-cta-node hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723" id="hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723"> <!--[if lte IE 8]><div id="hs-cta-ie-element"></div><![endif]--> <a href="http://cta-redirect.hubspot.com/cta/redirect/188537/01d74bd6-6baa-4008-a4b2-e335b773d723"><img class="hs-cta-img" id="hs-cta-img-01d74bd6-6baa-4008-a4b2-e335b773d723" src="http://no-cache.hubspot.com/cta/default/188537/01d74bd6-6baa-4008-a4b2-e335b773d723.png" style="border-width: 0px;" /></a> </span> <script type="text/javascript">
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<ol><li><b>Develop job-related interview questions. </b>The extent to which an interview focuses on the knowledge, skills, abilities, and other characteristics (KSAOs) required in the job is probably the single most important factor in determining the success of that interview. Competency profiling—a form of job analysis—provides a clear definition of the KSAOs required for successful job performance. Basing your interview questions on competency profiles (or tasks identified in an alternative form of job analysis), ensures that those questions are job related. Research on interviews dating back to the 1980s demonstrates very clearly that interviews based on job analysis have higher levels of validity than interviews lacking such a basis (e.g., McDaniel et al., 1988). </li>
<li><b>Use the same interviewers.</b> When the same interviewers interview all of the job applicants for a particular job, research has shown that the validity of the interviews improves significantly (Huffcutt & Woehr, 1999).</li>
<li><b>Train interviewers</b>. We’re not born effective interviewers, any more than we’re born with an innate knowledge of Microsoft Office. When interviewers are trained, subsequent interviews are more reliable and valid (Conway et al., 1995; Huffcutt & Woehr, 1999).</li>
<li><b>Establish a standard process of evaluation.</b> Scoring guides are a key method for adding structure to the interview process. Research has found that scoring guides with behavioral benchmarks improve interview reliability and validity (Macan, 2009). </li>
<li><b>Use panel interviews. </b>Interestingly, the research on the validity of panel interviews is more mixed than might be expected. Although panel interviews are often expected to increase rater reliability and validity, some research has shown the opposite (e.g., McDaniel et al., 1994). This area of research is still evolving, and it’s possible that these mixed findings can be traced back to the failure of previous research to distinguish between various key factors, such as the methods used in a reaching decision (e.g., simple averaging versus consensus decision making; Macan, 2009). But if the jury is still out on the relative validity of panel versus individual interviews, panel interviews are the clear winner when it comes to perceived fairness and for this reason they are often favored.</li>
<li><b>Take notes during the interviews.</b> Research has shown that note taking by interviewers significantly improves interview validity (Huffcutt & Woehr, 1999). This evidence dovetails nicely with company policies that require interviewers to take notes in case of subsequent dispute.</li>
<li><b>Limit access to supplementary data.</b> Research has repeatedly shown that giving interviewers access to supplementary material about an applicant—anything from test scores to references—reduces interview validity (Barrick et al., 2008). It seems that despite our best intentions, it’s all too easy to form an impression about a candidate before the interview has even begun. Restricting the amount of supplementary data available to the interviewer is one way to prevent this from happening. </li>
<li><b>Make consistent use of a decision model.</b> Once applicants have been assessed on the KSAOs required in the job, a decision has to be made as to who to hire. Applying an explicit, pre-defined rule when deciding among interviewed applicants improves the validity of the decision-making process (Heneman et al., 2000).</li>
</ol><br />
<hr /><span style="font-size: 12px;"> <i>HRSG is a leader in <a href="http://www.competencycore.com/behavioral-interviews-candidate-selection">competency-based recruitment and selection</a> solutions and training. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhzCLIESvJscLWEr0VrzfRpm4QgTKfVBjdpIOBGMdVow43Q0ooIg3VzuAH_iNhlsIFdbO0jpI45CSe7bl9W_WvnI8rOScdl-KVlJwjWNyLCgNpNVIDULnkfbJJJBlkHsgAgolq_hgcysfw/s1600/InterviewGuideCover.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="behavioural interview guide" border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhzCLIESvJscLWEr0VrzfRpm4QgTKfVBjdpIOBGMdVow43Q0ooIg3VzuAH_iNhlsIFdbO0jpI45CSe7bl9W_WvnI8rOScdl-KVlJwjWNyLCgNpNVIDULnkfbJJJBlkHsgAgolq_hgcysfw/s200/InterviewGuideCover.PNG" title="behavioural interview guide" width="155" /></a><i><u><b>Want to learn more? <a href="http://www.competencycore.com/download-best-practice-guide-effective-behavioral-interviewing">Download a Best Practice Guide to Improve the Effectiveness of your Interviewing Processes</a> </b></u></i><br />
Compared to unstructured interview approaches, the behavioral interview approach greatly increases your chances of making the best selection decisions. <a href="http://www.competencycore.com/download-best-practice-guide-effective-behavioral-interviewing">Download this guide</a> to learn how to interview candidates to gather critical information about candidates’ past performance and accomplishments that you can use to predict their performance and accomplishments in the job that you are filling. Ian Waynehttp://www.blogger.com/profile/15663479354947233499noreply@blogger.com0tag:blogger.com,1999:blog-5997363187035779033.post-49580133030329806462013-05-10T09:57:00.000-04:002013-10-22T11:58:05.718-04:00Designing a Competency-based Talent Management Framework: Developing Job Competency Profiles<i><b>Part 5 of 7 of the CompetencyCore<span style="font-size: x-small;"><sup>TM</sup></span> Guide to </b><b>Designing a Competency-based Talent Management Framework</b></i><br />
<br />
<b>By Ian Wayne, M.Sc and Suzanne Simpson, PhD, C. Psych.</b><br />
<br />
<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the fifth in a seven part series that looks at key decisions in designing and implementing a competency-based talent management (CbTM) framework:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/04/competencyframework.html">Some Basic Definitions</a></li>
<li><a href="http://blog.competencycore.com/2013/04/BenefitsCompetency-basedTalentManagement.html">Defining the Goals and Evaluating the Impact of your Initiative</a></li>
<li><a href="http://blog.competencycore.com/2013/05/designing-competency-based-talent.html">Competency Structure and Types</a></li>
<li><a href="http://blog.competencycore.com/2013/05/definecompetencyarchitecture.html">Importance of Defining your Competency Architecture</a></li>
<li><b>Developing Job Competency Profiles</b></li>
<li>Project and Change Management</li>
<li>Key Decisions in Selecting a Software System</li>
</ol></div>In the previous blogs we provided some basic <a href="http://blog.competencycore.com/2013/04/competencyframework.html">definitions for competencies and competency-based talent management</a>. We also discussed the importance of defining an architecture or blueprint for defining your competency framework that will ensure the success of your competency framework in both the short and long term.<br />
<br />
In this blog we will examine the whole process of defining Job Competency Profiles according to the Competency Architecture that you have defined, and the key decisions that you will need to make. <br />
<br />
<i><b>Job Competency Profiles</b></i><br />
<br />
A <a href="http://www.competencycore.com/competency-based-job-profiles"><b>competency profile</b></a> specifies the competencies and levels of proficiency that are required for successful job performance for each job in your organization. The different layers and types of competencies incorporated within the Job Competency Profile will be dictated by your competency architecture. Using the competency architecture shown in the previous blog, the competency layers could include: Core Competencies; Job Family Competencies; as well as Job Specific Competencies. Depending on the job, Leadership competencies could also be incorporated.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgTEnCYqOT0uLZlmORVt2YmSdZxPYhrZ2Q4eFbuduJFqtk0z-f0JI1wrCKFmynpdTKs0q4rMWzHKR1LNfC1b5b6Z9Gj0lRVdMQjr6rhsylCKnMo91wahTjDeYDg-0LC8AMT76laHStNpcQ/s1600/architecture-umbrella.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="competency profiles" border="0" height="256" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgTEnCYqOT0uLZlmORVt2YmSdZxPYhrZ2Q4eFbuduJFqtk0z-f0JI1wrCKFmynpdTKs0q4rMWzHKR1LNfC1b5b6Z9Gj0lRVdMQjr6rhsylCKnMo91wahTjDeYDg-0LC8AMT76laHStNpcQ/s400/architecture-umbrella.png" title="competency profiles" width="400" /></a></div><br />
To help ensure that competency profiles are easy to use, best practice organizations limit the number of competencies included in each profile to around 12 competencies. For example, an organization might choose to have 12 competencies per profile: <b>3</b> core competencies, <b>5 to 6</b> job family competencies, and <b>3 to 4</b> technical competencies. Here's a <a href="http://www.competencycore.com/sites/default/files/publications/Sample%20HRSG%20Job%20Description%20LONG.pdf">sample profile</a> to illustrate this concept.<br />
<br />
The more uniform the work of a particular job group, the greater the chances that a limited number of competency profiles can be applied within that group. The less uniform the work, the greater the potential need for a variety of job competency profiles.<br />
<blockquote><b>KEY DECISIONS</b><br />
<ul><li>What are the distinct job families and job groups?</li>
<li>Are there any job families that are not associated with one specific functional organizational area (e.g., Administrative Support) as opposed to ones that are (e.g., Finance)?</li>
<li>What types of competencies will be included in a profile? </li>
<li>How many competencies will each profile contain?</li>
<li>How many competencies of each type will be included in the profile?</li>
<li>Can general or technical competencies differ across roles in the same job group?</li>
<li>Do individuals in leadership positions require leadership competencies in addition to, or instead of Job Family competencies?"</li>
</ul></blockquote><i><b>Competency Profiling </b></i><br />
<br />
The main steps involved in <a href="http://www.competencycore.com/competencycore-engage">competency profiling</a> are:<br />
<ol><li>Conducting background research and preparation</li>
<li>Identifying critical competencies</li>
<li>Validating critical competencies</li>
<li>Documenting and reporting the process and results </li>
</ol><br />
There are various ways you can identify critical competencies required for successful job performance. These methods can be used individually or in combination within the 4 step process:<br />
<ul><li><i><b>Holding expert panels—using a card sort exercise or critical incident brainstorm: </b></i>Expert panels are groups of individuals who know and understand the job or jobs within a job family, and represent the interests of the whole job group. They are trusted by the organization, representative of the whole job family (e.g., geography; organizational area; etc.) and good job performers. The group is led through a structured competency profiling / job analysis process by an expert in job competency profiling with the focus on the identification of the key competencies at the proficiency levels required. There various structured techniques that can be used (e.g., voting; card sorts; critical incident; etc.), but the focus is always to get the group to come to a consensus on the key competencies required for success in the job or job group.</li>
</ul><ul><li><i><b>Conducting surveys—asking job incumbents and supervisors to identify key competencies: </b></i>Surveys are often employed in situations where there are a large number of employees within a job group or job family, and the organization wishes to ensure that a cross-representative sample of employees or supervisors is polled. The results are compiled and often reviewed by Expert Panels to establish the Job Competency Profiles. This approach is also used in situations where the employees may be widely dispersed geographically, such as in a global company.</li>
</ul><ul><li><i><b>Conducting behavioral event interviews—using responses to interview questions to elicit competencies: </b></i>This is an in-depth approach to exploring the competency requirements of jobs by conducting interviews with job holders and / or their supervisors, asking them to provide specific examples of events that either resulted in either highly successful or unsuccessful performance. The questions are typically structured to gather information about the anticipated competencies needed in the job. The results of the interviews are coded according to the competencies and proficiency levels needed for effective performance. This approach is more labour intensive and typically used when there are not many employees performing in the job – e.g., executive level positions.</li>
</ul><ul><li><i><b>Reviewing worker materials and outputs—usually in combination with another method: </b></i>This approach provides information about the complexity of the tasks involved in the job and the types of skills / abilities that may be needed (e.g., Attention to Detail; particular Technical / Professional Competencies). As noted, this technique is most often used in combination with other methods.</li>
</ul><blockquote><b>KEY DECISIONS</b><br />
<ul><li>Will you need to customize the profiles provided in the CompetencyCore framework to address the range of jobs and culture of your organization?</li>
<li>Will core competencies need to be identified; if so, how, with whose input and at what point in the process?</li>
<li>What methodology will be used for developing and validating profiles? </li>
<li>Is broader consultation required beyond an expert panel? If so, how much consultation, with whom, and through what vehicle? </li>
<li>How will senior management be involved in providing input or approving results? Interviews, focus groups, e-mail questionnaire? </li>
<li>Is union involvement required?</li>
</ul></blockquote>One of the key requirements for a successful competency initiative is ensuring that effective project management, communications and change management strategies and techniques are used throughout the development and implementation process. The next blog addresses this topic.<br />
<br />
<hr /><span style="font-size: 12px;"><i><span style="font-size: 12px;"><i></i></span>Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-libraries">Competency-based Talent Management </a>solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
<!--HubSpot Call-to-Action Code --> <span class="hs-cta-wrapper" id="hs-cta-wrapper-01d74bd6-6baa-4008-a4b2-e335b773d723"> <span class="hs-cta-node hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723" id="hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723"> <!--[if lte IE 8]><div id="hs-cta-ie-element"></div><![endif]--> <a href="http://cta-redirect.hubspot.com/cta/redirect/188537/01d74bd6-6baa-4008-a4b2-e335b773d723"><img class="hs-cta-img" id="hs-cta-img-01d74bd6-6baa-4008-a4b2-e335b773d723" src="http://no-cache.hubspot.com/cta/default/188537/01d74bd6-6baa-4008-a4b2-e335b773d723.png" style="border-width: 0px;" /></a> </span> <script type="text/javascript">
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<br />
<b>By Ian Wayne, M.Sc and Suzanne Simpson, PhD, C. Psych.</b><br />
<br />
<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the fourth in a seven part series that looks at key decisions in designing and implementing a competency-based talent management (CbTM) framework:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/04/competencyframework.html">Some Basic Definitions</a></li>
<li><a href="http://blog.competencycore.com/2013/04/BenefitsCompetency-basedTalentManagement.html">Defining the Goals and Evaluating the Impact of your Initiative</a></li>
<li><a href="http://blog.competencycore.com/2013/05/designing-competency-based-talent.html">Competency Structure and Types</a></li>
<li><b>Importance of Defining your Competency Architecture</b></li>
<li><a href="http://blog.competencycore.com/2013/05/developcompetencyprofile.html">Developing Job Competency Profiles</a></li>
<li>Project and Change Management</li>
<li>Key Decisions in Selecting a Software System</li>
</ol></div>Competency-based talent management is an approach for managing talent that defines the competencies required for organizational success, and provides a framework for ensuring employees are hired, developed, promoted and generally managed according to these competencies.<br />
<br />
Prior to launching your competency initiative, it is important to establish a competency architecture that will work for your organization. <br />
<br />
<i><b>Competency Architecture</b></i><br />
A competency architecture provides the structure for designing and using competency profiles to support competency-based talent management. It is possible to define different structures and each organization needs to identify the architecture that best meets its needs. There are three basic criteria for defining a competency architecture:<br />
<ol><li>It should include all the competencies that employees need, now and in the near future, to ensure your organization can achieve its vision and support its values.</li>
<li>It should support all of the intended uses of the competencies (e.g., recruitment and selection; learning and development; performance management; and career development).</li>
<li>It should be easy to use.</li>
</ol>A typical competency architecture is made up of:<br />
<ul><li><a href="http://www.competencycore.com/competencycore-libraries"><b>Core Competencies</b></a>: These are general competencies that all employees must possess to enable your organization to achieve its mandate and vision. They describe in behavioral terms the key values of your organization and represent organizational strengths that help your organization differentiate itself from its competitors.</li>
</ul><ul><li><a href="http://www.competencycore.com/competencycore-libraries"><b>Job Family Competencies</b></a>: These are competencies shared by a “family” of functionally related jobs. A Job Family is a group of jobs that have common functions / duties and form a logical group for acquiring resources and managing careers. They can include jobs within a specific functional area of the organization (e.g., Finance Department) or they can incorporate groups of jobs across functional areas (e.g., Administrative jobs distributed throughout the organization).</li>
</ul><blockquote>Job Family Competencies describe those competencies that are common for jobs within a particular job family, and can include both General as well as Technical Competencies. For example, specific Technical Competencies for Accounting could be incorporated for all jobs in a Financial Administration job family, as well as some of the General Competencies (e.g., Analytical Thinking; Attention to Detail).</blockquote><ul><li><a href="http://www.competencycore.com/technical-competencies"><b>Job Specific Competencies</b></a>: These are competencies needed to perform effectively in a specific role or subset of roles beyond those included in the set Job Family Competencies. Once again, these can include both Technical and General Competencies, but most often include specific Technical Competencies needed for effective performance in a job or role. For example, Auditing may be needed only in a subset of jobs in a Financial Administration Job Family.</li>
</ul><ul><li><a href="http://www.competencycore.com/technical-competencies"><b>Leadership Competencies</b></a>: These are competencies required of the leadership levels of the organization. They define the leadership requirements to achieve the vision, values and strategic direction of the organization. They can be defined as a job family or form a separate layer in the architecture.</li>
</ul>The image below illustrates how a competency architecture can be built on the vision, values and strategic priorities of your organization.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjgFuN5Cnms6wtBK-yuwIBiK9_CVr13rZN3Ge9JqV2CqvbDCmesu_KGXFo0Jql6X4LmtZL-VYXcenG8gvT1Ss27-MyjwSd3VYgNGZikYsTG1Vs0S7V_M9lunWIbHfWYVNR58NhXyLQcoeI/s1600/architecture.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="competency architecture" border="0" height="409" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjgFuN5Cnms6wtBK-yuwIBiK9_CVr13rZN3Ge9JqV2CqvbDCmesu_KGXFo0Jql6X4LmtZL-VYXcenG8gvT1Ss27-MyjwSd3VYgNGZikYsTG1Vs0S7V_M9lunWIbHfWYVNR58NhXyLQcoeI/s640/architecture.png" title="competency architecture" width="640" /></a></div><br />
<blockquote><i><b>KEY DECISIONS</b></i><br />
<ul><li>What is the basic structure of your competency architecture?</li>
<li>What end uses will your competency architecture support – e.g., learning and development; recruitment & selection; etc.?</li>
<li>Will there be a set of core competencies? If so, how will they be identified?</li>
<li>What are the distinct job families and job groups?</li>
<li>How will you treat leadership competencies – will they be embedded in each Job Competency Profile, or will they be treated as a separate set of competencies needed by leaders within the organization?</li>
</ul></blockquote><i><b>Competency Applications</b></i><br />
Competencies have many potential applications, including: recruitment and selection; learning and assessment; performance management; career development and succession management; and human resource planning.<br />
<br />
As noted in the previous section, the way in which the competencies will be used will influence your competency architecture – for example, career development and succession management are more easily supported by competencies that incorporate proficiency levels or scales, such as those in the <a href="http://www.competencycore.com/competencycore-libraries">Competency<i>Core</i> libraries of General and Technical Competencies</a>. In this way, jobs can be mapped in terms of the levels of proficiency needed for each competency.<br />
<br />
As an example, a Help Desk Agent may need to display the behaviors shown at Level 3 proficiency on the Client Focus competency scale whereas an executive responsible for setting service standards and ensuring quality service delivery would need Level 5 behaviors on the same competency.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgEHvhMSHjp1kPhnOCoq-BJs17WV74ruJ9UHfgymOpfnR9W5qJ2RYeNeqcxo-qf_nRZqVn6XE0S6Fkl2lB37cLywZm4Ino5GXhV3xqotVf4TfomOqHZYSbz1azdor0-dXny38MR8ZCWHts/s1600/client-focus-competency.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="competency" border="0" height="273" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgEHvhMSHjp1kPhnOCoq-BJs17WV74ruJ9UHfgymOpfnR9W5qJ2RYeNeqcxo-qf_nRZqVn6XE0S6Fkl2lB37cLywZm4Ino5GXhV3xqotVf4TfomOqHZYSbz1azdor0-dXny38MR8ZCWHts/s640/client-focus-competency.png" title="competency" width="640" /></a></div><br />
<br />
Proficiency scales help you compare requirements across jobs, which is especially useful when determining potential career paths within the organization. <br />
<blockquote><i><b>KEY DECISIONS</b></i><br />
<ul><li>How will competencies be used in the short and long term - e.g., recruitment and selection; learning and assessment; performance management, etc.?</li>
<li>Which will be the first application?</li>
<li>Will there be a staged approach to implementation? If so, which job group or job level will go first?</li>
<li>Will you need to develop specific tools and processes to support intended applications (e.g., competency assessment; interview question banks)</li>
<li>To what extent will managers and employees need training?</li>
</ul></blockquote>Building from the Competency Architecture, the next blog in this series describes the steps and process for developing job competency profiles / models.<br />
<br />
<hr /><span style="font-size: 12px;"><i><span style="font-size: 12px;"><i>The next blog in this series </i></span></i></span><span style="font-size: 12px;"><i><span style="font-size: 12px;"><i>will describe </i></span></i></span><span style="font-size: 12px;"><i><span style="font-size: 12px;"><i>steps and process for developing job competency profiles / models. </i></span>Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-libraries">Competency-based Talent Management </a>solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
<!--HubSpot Call-to-Action Code --> <span class="hs-cta-wrapper" id="hs-cta-wrapper-01d74bd6-6baa-4008-a4b2-e335b773d723"> <span class="hs-cta-node hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723" id="hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723"> <!--[if lte IE 8]><div id="hs-cta-ie-element"></div><![endif]--> <a href="http://cta-redirect.hubspot.com/cta/redirect/188537/01d74bd6-6baa-4008-a4b2-e335b773d723"><img class="hs-cta-img" id="hs-cta-img-01d74bd6-6baa-4008-a4b2-e335b773d723" src="http://no-cache.hubspot.com/cta/default/188537/01d74bd6-6baa-4008-a4b2-e335b773d723.png" style="border-width: 0px;" /></a> </span> <script type="text/javascript">
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<b><br />
</b> <b>By Ian Wayne, M.Sc and Suzanne Simpson, PhD, C. Psych.</b><br />
<br />
<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the third in a seven part series that looks at key decisions in designing and implementing a competency-based talent management (CbTM) framework:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/04/competencyframework.html">Some Basic Definitions</a></li>
<li><a href="http://blog.competencycore.com/2013/04/BenefitsCompetency-basedTalentManagement.html">Defining the Goals and Evaluating the Impact of your Initiative</a></li>
<li><b>Competency Structure and Types</b></li>
<li><a href="http://blog.competencycore.com/2013/05/definecompetencyarchitecture.html">Importance of Defining your Competency Architecture</a></li>
<li><a href="http://blog.competencycore.com/2013/05/developcompetencyprofile.html">Developing Job Competency Profiles</a></li>
<li>Project and Change Management</li>
<li>Key Decisions in Selecting a Software System</li>
</ol></div>In the first post of this blog series, the concepts of a Competency and <a href="http://www.competencycore.com/why-competency-based-talent-management">Competency-based Talent Management</a> were reviewed. As a refresher, “competency” is a term that describes a pattern or cluster of actions taken to achieve a result. Competencies demonstrate the following key features:<br />
<ul><li>They describe the abilities, skills, knowledge, motivations or other traits required in the job</li>
<li>They are required for effective or successful performance of the job or task</li>
<li>They are defined in terms of observable behaviors, and therefore can be assessed or measured.</li>
</ul>Competency-based talent management is an approach for managing talent that defines the competencies required for organizational success, and provides a framework for ensuring employees are hired, developed, promoted and generally managed according to these competencies.<br />
<br />
This blog examines the structure of a competency more closely using the Competency<i>Core</i> framework as the basis for discussion.<br />
<br />
<u><b>Competency Structures</b></u><br />
<br />
<i><b>Competencies in their Simplest Form</b></i><br />
There are a variety of approaches for describing and displaying competencies. In their simplest form, a competency description includes the <b>competency name</b> (e.g. Client Focus) and <b>definition</b> (e.g., Providing service excellence to internal and/or external clients). But the real value of the competency is displayed in a set of <b>Behavioral Indicators</b> associated with the name and definition that demonstrates how the competency is to be displayed. Because these indicators are written as observable behaviors (e.g., Strives to consistently meet service standards), they can be used as the standards for measuring and assessing whether they are being displayed effectively by the employee.<br />
<i><br />
</i> <i><b>Competencies Incorporating Proficiency Levels</b></i><br />
The competencies in the Competency<i>Core</i> framework are made up of several elements. The sample competency at the bottom of the page illustrates how these different elements fit together.<br />
<br />
The <b>competency name</b> and <b>definition</b> describe the competency and the essence of the behaviors it contains.<br />
<br />
The <b>proficiency scale</b> defines incremental degrees of proficiency for each competency. Problem Solving may be required for entry- and executive-level jobs within an organization, but the degree of proficiency needed at these two levels is likely to be quite different. As you move up the proficiency scale from level 1 to level 5, therefore, the required behaviors become more complex and strategic. The value of having a proficiency scale is that it allows the organization to map the different levels of proficiency required for different jobs and make comparisons across jobs. While proficiency levels often map to increasing pay grades or managerial / supervisory responsibility, this is not always the case. For example, jobs with high technical or professional demands may require higher levels of proficiency for those aspects of the jobs that the supervisory levels to which they report. So, when using this type of competency scale one should be cautious about automatically assigning a higher proficiency level with increased pay grade or managerial responsibility. <br />
<br />
The <b>notion</b> summarizes the overall theme of the behaviors identified within a given level of proficiency.<br />
<br />
A <b>Behavioral Indicator</b> demonstrates the use of a competency at a specific level of proficiency. <br />
<br />
<i>Sample Competency: Client Focus</i><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiSDTH-GIpYx2aovwNY0Nvj3bX_-p6VTsysKubmSco_7ityOSa02CzaoNv1daPXNqjnhBhPUTToTUC9v1uA1i50RVTghleN_YGmsDgFqtiPiXu1oJMSYiGrmZLjvIP2_WIgiWFtWcaDiGQ/s1600/client+focus+competency+3.JPG.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="competency-based talent management" border="0" height="329" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiSDTH-GIpYx2aovwNY0Nvj3bX_-p6VTsysKubmSco_7ityOSa02CzaoNv1daPXNqjnhBhPUTToTUC9v1uA1i50RVTghleN_YGmsDgFqtiPiXu1oJMSYiGrmZLjvIP2_WIgiWFtWcaDiGQ/s640/client+focus+competency+3.JPG.png" title="competency-based talent management" width="640" /></a></div><br />
<i><b>Competencies Mapped to Levels of Expertise</b></i><br />
Similar to the proficiency scale noted above, another way of displaying competencies is by level of expertise required. In the Competency<i>Core</i> library, our technical competencies (see next section on types of competencies) are shown this way with levels of expertise varying from “Basic” to “Expert” typically on a five-level proficiency scale. In all other respects the competency structure is the same, including displaying the behavioral indicators by proficiency level from Basic to Expert. <br />
<br />
<i><b>Competencies Mapped to Organizational Levels</b></i><br />
Sometimes organizations decide to display their competencies according to organizational level. The same elements apply, that is the competency is defined in terms of the name and definition, but the behavioral indicators are assigned to organizational level (e.g., supervisor, manager, director, etc.). This most often occurs when the competencies are being used to support development for increasing levels of hierarchical responsibility, such as for leadership development.<br />
<br />
<u><b>Different Types of Competencies</b></u><br />
<br />
The Competency<i>Core</i> framework contains two main types of competencies.<br />
<ul><li><a href="http://www.competencycore.com/competencycore-libraries"><b>General Competencies</b></a> describe the general behaviors, sometimes called soft skills, which are required to perform effectively. In terms of the definition of a competency, this type of competency is more closely aligned with the abilities, motivations or traits needed for successful performance. They are more general in nature and can be incorporated in a range of jobs within the organization.</li>
</ul><blockquote>The General Competencies cover three main types of Communication and Interpersonal Competencies in the CompetencyCore framework: <br />
<ul><li>Interpersonal Skills (e.g., Teamwork);</li>
<li>Business Skills (e.g., Resource Management); Personal Skills (e.g., Adaptability); and,</li>
<li>Thinking Skills (e.g., Critical Judgement).</li>
</ul><br />
<i>Leadership Competencies</i> represent a subset of the General Competencies and include key competencies for roles that involve managing, supervising or influencing the work of others (e.g., Developing Others and Strategic Thinking).</blockquote><ul><li><a href="http://www.competencycore.com/technical-competencies"><b>Technical Competencies</b></a> describe the application of knowledge and skills needed to perform effectively in a specific role or group of jobs within the organization. These types of competencies are more closely aligned with the knowledge and skills or “know-how” needed for successful performance. </li>
</ul><br />
So now that you understand the possible flavors that a competency can come in, both in structure and in type, we can now look at how these elements are used within a general architecture (or blueprint) to develop Competency Models, also known as Competency Profiles, for jobs within your organization.<br />
<br />
<hr /><span style="font-size: 12px;"><i><span style="font-size: 12px;"><i>The next blog in this series </i></span></i></span><span style="font-size: 12px;"><i><span style="font-size: 12px;"><i>will discuss how competencies are used within a general architecture or blueprint for developing Competency Models or Profiles for jobs within the organization. </i></span>Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-libraries">Competency-based Talent Management </a>solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
<!--HubSpot Call-to-Action Code --> <span class="hs-cta-wrapper" id="hs-cta-wrapper-01d74bd6-6baa-4008-a4b2-e335b773d723"> <span class="hs-cta-node hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723" id="hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723"> <!--[if lte IE 8]><div id="hs-cta-ie-element"></div><![endif]--> <a href="http://cta-redirect.hubspot.com/cta/redirect/188537/01d74bd6-6baa-4008-a4b2-e335b773d723"><img class="hs-cta-img" id="hs-cta-img-01d74bd6-6baa-4008-a4b2-e335b773d723" src="http://no-cache.hubspot.com/cta/default/188537/01d74bd6-6baa-4008-a4b2-e335b773d723.png" style="border-width: 0px;" /></a> </span> <script type="text/javascript">
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<b><br />
</b> <b>By Ian Wayne, M.Sc and Suzanne Simpson, PhD, C. Psych.</b><br />
<br />
<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the second in a seven part series that looks at key decisions in designing and implementing a competency-based talent management (CbTM) framework:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/04/competencyframework.html">Some Basic Definitions</a></li>
<li><b>Defining the Goals and Evaluating the Impact of your Initiative</b></li>
<li><a href="http://blog.competencycore.com/2013/05/designing-competency-based-talent.html">Competency Structure and Types</a></li>
<li><a href="http://blog.competencycore.com/2013/05/definecompetencyarchitecture.html">Importance of Defining your Competency Architecture</a></li>
<li><a href="http://blog.competencycore.com/2013/05/developcompetencyprofile.html">Developing Job Competency Profiles</a></li>
<li>Project and Change Management</li>
<li>Key Decisions in Selecting a Software System</li>
</ol></div>Leaders chose to embark on implementing a fully integrated Competency-based Talent Management initiative for a variety of reasons. Examples of drivers include:<br />
<ul><li>Aligning talent and culture management with the vision and strategic goals of the organization</li>
<li>Improving productivity and profitability through talent</li>
<li>Attracting and retaining quality employees </li>
<li>Being an employer of choice</li>
<li>Ensuring a continuing pipeline of qualified candidates for key roles</li>
</ul>These drivers are often translated into human resource goals such as:<br />
<ul><li>Addressing skill shortages</li>
<li>Retaining talented employees</li>
<li>Developing high potential employees</li>
<li>Implementing succession plans for key roles</li>
<li>Achieving higher levels of employee satisfaction and engagement</li>
</ul>It is important to engage leaders early in defining the key goals and success criteria for your initiative. This will ensure that it is designed to meet these goals, and will help determine whether the initiative is meeting the defined success criteria and having the desired impact for your organization. <br />
<blockquote><i><b>Key Decisions</b></i><br />
<ul><li>Do you have clearly defined goals?</li>
<li>Have you engaged relevant stakeholders to clarify your goals?</li>
<li>Have you defined the key success criteria to be used in determining whether your initiative is having the desired impact – e.g., increased employee retention; higher customer satisfaction scores; higher revenue / profits per employees; increased sales; etc.</li>
</ul></blockquote>Having determined the goals and success criteria, it then becomes possible to put in place tools and processes for measuring the impact of your program.<br />
<br />
<table border="1"><tbody>
<tr> <th>Goals</th> <td><b>Success Criteria</b></td> <td><b>Measurement Tools / Process</b></td> </tr>
<tr valign="TOP"> <th rowspan="2" style="text-align: left;"><span style="font-weight: normal;">Retain talented employees</span></th> <td>Improve employee retention from 70% to 90% within 2 years of implementation</td> <td><ul><li>Gather employee turnover data from HRIS prior to implementing CbTM framework and every 6 months thereafter</li>
<li> Provide reports to senior management </li>
</ul></td> </tr>
<tr valign="TOP"> <td>Achieve a 60% increase in employee satisfaction with job and career opportunities within 2 years after implementation of CbTM framework</td> <td><ul><li>Determine relevant questions on employee survey for assessing employee satisfaction with job and career opportunities, and create composite score</li>
<li>Measure satisfaction using composite score prior to implementing CbTM framework and every year thereafter</li>
<li>Provide reports to senior management</li>
</ul></td> </tr>
</tbody></table><br />
Using the example shown in the table above, if a desired outcome is to improve retention rates for talented employees, it is important to have solid baseline data on employee retention prior to designing and implementing the initiative, and then to continue to periodically assess retention rates during and after the various stages and implementation. If positive change is observed, then it would be reasonable to assume that the competency initiative is having the desired impact. However, it is often necessary to use more than one type of data to confirm your hypothesis. Thus, if employee retention is the desired outcome and increased employee satisfaction with job and career opportunities is assumed to be a contributing factor, then one also needs to measure employee satisfaction prior to, during and after implementation of the competency initiative.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgf4DefcAabQlBSX2ybAeoYLPN_qJ1FuAtNkXDjsAAgjz6gbdKDX4u_smsLHPcebp1CWiqlh2BtMa5G-c1kFnGwf4kQak-uv3k9JJJyYfiIUCv9gcTBpWrCaA7r5DEbUFdZP0j4m8M26l4/s1600/measure.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="248" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgf4DefcAabQlBSX2ybAeoYLPN_qJ1FuAtNkXDjsAAgjz6gbdKDX4u_smsLHPcebp1CWiqlh2BtMa5G-c1kFnGwf4kQak-uv3k9JJJyYfiIUCv9gcTBpWrCaA7r5DEbUFdZP0j4m8M26l4/s320/measure.jpg" width="320" /></a></div>The key is to determine the goal and key success criteria, and then design and implement measurement processes that will either directly or indirectly assess the impact of your initiative.<br />
<blockquote><i><b>Key Decisions</b></i><br />
<ul><li>What are the criteria for measuring success?</li>
<li>How will the impact of the initiative be measured and reported?</li>
<li>Who will be responsible for measuring and reporting the impact of the initiative?</li>
<li>Who will be responsible for implementing improvements?</li>
</ul></blockquote><a href="http://www.competencycore.com/why-competency-based-talent-management"><b>Benefits of Competency-based Talent Management</b></a><br />
<br />
To help define the goals for your initiative, here are some of the key benefits of using competencies as the foundation for managing talent. Competencies:<br />
<ul><li>Improve hiring and selection decisions because the competencies, which are used as the standards for assessment and selection, reflect the behaviors employees must have to be effective in their jobs and roles</li>
<li>Support the identification of areas for employee development that are directly linked to desired organization objectives</li>
<li>Help translate the organization’s vision and goals into the competencies employees need to have to perform effectively</li>
<li>Increase employee productivity and operational effectiveness because they focus employees on the required behaviors</li>
<li>Increase employee satisfaction and engagement leading to reduced turnover rate because employees have a better sense of what it takes to be successful in current and future roles</li>
<li>Shorten the learning curve for employees, by allowing both the organization and employees to focus on those competencies that need development</li>
<li>Allow the organization to identify and then close gaps between the skills and competencies that employees currently have, and the skills and competencies they need to achieve the organizational vision.</li>
</ul><br />
<hr /><span style="font-size: 12px;"><i><span style="font-size: 12px;"><i>The next blog in this series </i></span></i></span><span style="font-size: 12px;"><i><span style="font-size: 12px;"><i>explores more fully the different types and structure of competencies. </i></span>Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-libraries">Competency-based Talent Management </a>solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
<!--HubSpot Call-to-Action Code --> <span class="hs-cta-wrapper" id="hs-cta-wrapper-01d74bd6-6baa-4008-a4b2-e335b773d723"> <span class="hs-cta-node hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723" id="hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723"> <!--[if lte IE 8]><div id="hs-cta-ie-element"></div><![endif]--> <a href="http://cta-redirect.hubspot.com/cta/redirect/188537/01d74bd6-6baa-4008-a4b2-e335b773d723"><img class="hs-cta-img" id="hs-cta-img-01d74bd6-6baa-4008-a4b2-e335b773d723" src="http://no-cache.hubspot.com/cta/default/188537/01d74bd6-6baa-4008-a4b2-e335b773d723.png" style="border-width: 0px;" /></a> </span> <script type="text/javascript">
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<b><br />
</b> <b>By Ian Wayne and Suzanne Simpson, PhD, C. Psych.</b><br />
<br />
<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the first in a seven part series that looks at key decisions in designing and implementing a competency-based talent management (CbTM) framework:</b><br />
<ol style="line-height: 16px;"><li><b>Some Basic Definitions</b></li>
<li><a href="http://blog.competencycore.com/2013/04/BenefitsCompetency-basedTalentManagement.html">Defining the Goals and Evaluating the Impact of your Initiative</a></li>
<li><a href="http://blog.competencycore.com/2013/05/designing-competency-based-talent.html">Competency Structure and Types</a></li>
<li><a href="http://blog.competencycore.com/2013/05/definecompetencyarchitecture.html">Importance of Defining your Competency Architecture</a></li>
<li><a href="http://blog.competencycore.com/2013/05/developcompetencyprofile.html">Developing Job Competency Profiles</a></li>
<li>Project and Change Management</li>
<li>Key Decisions in Selecting a Software System</li>
</ol></div>Many organizations understand that there can be huge benefits to implementing a competency-based approach to acquiring and managing talent, but often don’t know where to start. This blog series is devoted to guiding readers through a sequence of key decisions and considerations <u><i>before</i></u> launching into the design and implementation of your <a href="http://www.competencycore.com/competencycore-libraries">competency framework</a>. It is based on over three decades of work gathering best practices and lessons learned from organizations that have gone through this process.<br />
<br />
<b>Competency-based Talent Management Defined</b><br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrzUoEmvbDzjBgd4Mr62Q4HL2zNO4xBOBVDUVPGTYQMIcMbegHppGaMy_N59Xc7Xmjs4A_BreA7ZKGmSfSwfZ6_adFLrFg2CfO5DhPQE_UEABtftCafaFFo6eZ5YKU4jqktBy3mWiX0ro/s1600/competency+definition.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="competency framework" border="0" height="91" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjrzUoEmvbDzjBgd4Mr62Q4HL2zNO4xBOBVDUVPGTYQMIcMbegHppGaMy_N59Xc7Xmjs4A_BreA7ZKGmSfSwfZ6_adFLrFg2CfO5DhPQE_UEABtftCafaFFo6eZ5YKU4jqktBy3mWiX0ro/s320/competency+definition.png" title="competency framework" width="320" /></a></div>Different organizations define competencies differently. Using the Competency<i>Core</i> definition, “competency” is a term that describes a pattern or cluster of actions taken to achieve a result. Competencies demonstrate the following key features:<br />
<ul><li>They describe the abilities, skills, knowledge, motivations or other traits required in the job</li>
<li>They are required for effective or successful performance of the job or task</li>
<li>They are defined in terms of observable behaviors, and therefore can be assessed or measured.</li>
</ul><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgCAx7T-TfZHkSh3FlT5wTjSxY0fQGL4kgPuon9ue_fJGP9sqRhQw3fsAYydD0jIT1kHq6j6MKxpuchkYvhaKMZ4cSn5iZ7WymM8N96L7qrnTlxiVeauebeHPF75XKlKJbkZbbBHaqbrkk/s1600/cbtm+definition.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="competency framework" border="0" height="91" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgCAx7T-TfZHkSh3FlT5wTjSxY0fQGL4kgPuon9ue_fJGP9sqRhQw3fsAYydD0jIT1kHq6j6MKxpuchkYvhaKMZ4cSn5iZ7WymM8N96L7qrnTlxiVeauebeHPF75XKlKJbkZbbBHaqbrkk/s320/cbtm+definition.png" title="competency framework" width="320" /></a></div><i>Competency-based talent management</i> is an approach for managing talent that defines the competencies required for organizational success, and provides a framework for ensuring employees are hired, developed, promoted and generally managed according to these competencies.<br />
<br />
<b>Why Competency-based Talent Management?</b><br />
<br />
Competencies translate the <i><b>strategic vision, values and goals </b></i>for the organization <i><b>into behaviors</b></i> or <i><b>actions employees must display</b></i> for the <i><b>organization to be successful</b></i>.<br />
<br />
The iceberg analogy helps demonstrate the value of having a comprehensive picture of all the competencies needed for success within jobs. While one can see the iceberg in the ocean, the majority of its bulk is hidden under water.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgvv7VIzEWHed4XTcIJEViAjTpLK6naJcfaWh2s0vFaPc7eR64UxpL5BOYlRVXHGmVi_JgSJ3IFPQlbLuI7SxzXmWO8gR_LvbDLcSvA6I4MODHmVfCAjFLVgG4UOny1o-t_V2gwmImVg18/s1600/competency-based+talent+management.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="193" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgvv7VIzEWHed4XTcIJEViAjTpLK6naJcfaWh2s0vFaPc7eR64UxpL5BOYlRVXHGmVi_JgSJ3IFPQlbLuI7SxzXmWO8gR_LvbDLcSvA6I4MODHmVfCAjFLVgG4UOny1o-t_V2gwmImVg18/s400/competency-based+talent+management.png" width="400" /></a></div><br />
The whole “iceberg” represents the competencies needed for success in jobs. However, some factors (above the surface) are typically easier to identify and manage - for example, the skills, knowledge and experience of employees. Traits, motivations and self-concept, on the other hand, tend to be harder to identify and measure (below the surface). Skills, knowledge and experience are often the focus during hiring and selection; but, the other factors (below the surface), which are more intrinsic and difficult to identify and measure, are just as important for successful performance. Competencies provide a way of describing all success factors in terms of behaviors. These can then be measured and managed in the workplace.<br />
<br />
This remainder of this series:<br />
<ul><li>Looks at the importance of defining the goals and desired impact of your Competency-based Talent Management initiative;</li>
<li>Explores more fully the different types and structure of competencies;</li>
<li>Discusses the importance of having a well-defined Competency Architecture as the blue-print for designing and implementing a competency-based talent management initiative;</li>
<li>Describes the steps and process for developing job competency profiles / models; and,</li>
<li>Addresses important questions related to change management, communications, project management and governance.</li>
</ul><hr /><span style="font-size: 12px;"><i><span style="font-size: 12px;"><i>The next blog in this series explores the importance of defining key goals and success criteria for your competency initiative. </i></span>Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-libraries">Competency-based Talent Management </a>solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
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<br />
In this second part of the post, we will examine some key questions that you can ask yourself to verify if you have sufficiently validated your model, which isn’t always an easy thing to determine. <br />
<ul><li><b>Have you received feedback from a variety of points of view?</b> Have you only consulted managers or job incumbents or only job incumbents from a particular department? Validation requires that you obtain opinions from multiple points of view. Employees from one particular department might have a particular competency requirement whereas others do not. Managers can also be used to validate the results of their subordinates. Both breadth and depth of feedback is important.</li>
</ul><ul><li><b>Are your validators representative of all employees? </b> If you are not involving all employees in the validation process, you need to ensure that those who you do involve can speak for everyone. If you panel comprised of only Caucasian men, you could be challenged (unless the workforce is only comprised of these men). Remember other criteria such as age, years of experience, level of education, geographic location, department, or others that are relevant to a particular occupation.</li>
</ul><ul><li><b>Do those involve in the validation truly understand what it takes to be successful in the job?</b> Don’t include people that are poor performers (e.g., because they happen to be available) or don’t understand the job (e.g., a senior level person just because they are senior, but don’t really know the job). In order for your process to be valid, you must ensure that your competencies reflect the actual work completed on the job. If the individuals participating are misinformed, detached or biased they are not ideal validators. </li>
</ul><ul><li><b>Do the competencies reflect the requirements for truly effective performance on the job?</b> Just as you need to have the right people for the task, you also need to ensure that your model reflects the effective performance on the job. Often organizations will select or define competencies that are a desired future state. While, this can be practical for learning and goal setting, when used for recruitment and performance planning it means that the competencies are not reflective of the true job requirements. By setting the bar too high, you can open yourself to challenges.</li>
</ul><ul><li><b>Do employees leave your validation sessions confused? </b> Do you continue to receive many questions or complicated feedback? If so, you may need to continue communicating about the implementation and continue to validate. Employees may be confused since they do not have the information they require to accurately validate the competency model. This could result in a lack of buy-in down the road.</li>
</ul><ul><li><b>Does everyone agree? </b>One would think that if everyone agrees to the competency model that you are on the right track. However, this could be due to the fact that employees are disengaged, uninterested and simply agreeing to end the process quickly. This too could lead to legal challenges since it would be difficult to demonstrate that adequate due diligence was spent in the validation phase.</li>
</ul><ul><li><b>Are employees already rejecting the competency model? </b>There could be a few issues at play here. Perhaps you have validated the model too much and employees have had enough of the process. </li>
</ul><blockquote>This could also be a symptom of not communicating enough about the model or a lack of validation early in the process. A lack of engagement can lead employees to feel that they have not contributed enough to the model and that they do not have ownership over it.</blockquote><b>Final Thoughts</b><br />
Only you know your employees. Some of my clients have requested that we support them in validating their competencies with every single employee in the organization, whereas others only wanted managers to be involved in the decision making after speaking with their direct reports. The factors are up to your organization and should be established right at the beginning of your planning process. <br />
<br />
The most important point to take home is that you should document everything. Your valuable validation process will be in vain if you don’t have the proof to show due diligence.<br />
<br />
<span style="font-size: x-small;"><i>The information presented above should not be construed as legal advice. The reasonableness and sufficiency of a competency validation should be reviewed by legal counsel.</i></span><br />
<span style="font-size: x-small;"><i> </i></span> <br />
<hr /><span style="font-size: 12px;"><i>Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-libraries">Competency-based Talent Management</a> solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
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<br />
<b>Validation Defined</b><br />
In the simplest terms, validation is the process of verifying your competency model. It involves checking your model to ensure that it adequately reflects the knowledge, skills and abilities that your employees must demonstrate in your organization.<br />
<br />
Just as a good journalist must check their sources with at least one other individual to ensure that the information they receive from a source is correct, an organization implementing competencies should always verify their information.<br />
<br />
<b>Validation Methods</b><br />
There are many different methods that can be used for <a href="http://www.competencycore.com/competencycore-libraries">competency model validation</a>. Some of these methods include:<br />
<ul><li><b>Questionnaires:</b> Questionnaires can be paper-based or distributed using online questionnaire systems. They can also be quite complex (e.g., every employee in a large organization, multiple job families, validating sets of competency profiles) or quite simple (e.g., obtaining feedback on one competency, selecting organizational core competencies).</li>
<li><b>Focus Groups:</b> Inviting groups of employees to come together and provide feedback on competencies or a competency model.</li>
<li><b>Expert Panel Review:</b> Bring together a representative sample of individuals for a particular job or groups of jobs to provide feedback for all job incumbents.</li>
</ul>The validation method(s) you use depend on a number of factors such as how many employees are involved or impacted, the amount of information you need to collect, and your budget.<br />
<br />
<b>Why Validate?</b><br />
Depending on how you are planning on using your competencies, they must be <a href="http://blog.competencycore.com/2011/09/are-your-competencies-defensible.html">defensible</a>. If you are using competencies for performance planning or selection, it is critical that you are able to show that you have done your due diligence in ensuring that the competencies accurately reflect the required on-the-job behaviours of your employees. If not, your organization opens itself up to any number of legal challenges. At the very least, the consequence of not validating and getting your competencies wrong can result in a lack of employee buy-in or all-out rejection of the competency initiative. <br />
<br />
The validation process can also be used to help you accomplish your communications plan activities. You can use validation as a way to provide your employees more information about the steps in the implementation process, how they will be involved and what the outcome of the implementation process will be.<br />
<br />
<b>Vindication or Violation?</b><br />
Determining whether you have sufficiently validated your model is not a matter of black and white as there is no true benchmark. There are certain questions that you can ask yourself to verify if you are close to the mark:<br />
<ul><li>Have you received feedback from a variety of points of view?</li>
<li>Are your validators representative of all employees?</li>
<li>Do those involve in the validation truly understand what it takes to be successful in the job? </li>
<li>Do the competencies reflect the requirements for truly effective performance on the job? </li>
<li>Do employees leave your validation sessions confused? Do you continue to receive many questions or complicated feedback? </li>
<li>Does everyone agree? </li>
<li>Are employees already rejecting the competency model?</li>
</ul><br />
In the next post later this week, we will examine each of these questions in detail to help you to determine whether you have sufficiently validated your model.<br />
<br />
<hr /><span style="font-size: 12px;"><i>Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-libraries">Competency-based Talent Management</a> solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
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<br />
By following the best practices below, you can ensure the long-term success of your initiative. <br />
<ul><li><i><b>Communication Strategy</b></i>: Throughout every stage it is important to communicate the goals, purpose, benefits and expected outcomes of the initiative for all stakeholders. This will be done through processes and tools specifically designed for this purpose (e.g., employee communiqués; employee orientation sessions; newsletters; e-mails; web-based information; etc.) as well as through the ongoing processes that are part of the overall project plan, such as competency profiling focus groups. </li>
<li><i><b>A Strategy of Involvement</b></i>: The strategy for competency profile development and implementation will involve employees and management at all levels of the organization. This creates buy-in and understanding for the profiles, tools and HR processes to be implemented. If employees, managers and other significant stakeholders feel that they have had a “say” in the tools and processes that will apply to them, and understand the benefits for both them and the organization, there will be a higher chance for project success. This strategy of involvement will, at the same time, be tempered with the understanding that employees and managers may not be readily available to participate due to heavy operational demands. </li>
<li><i><b>A Program of Implementation that Minimizes Resistance</b></i>: Best practices and lessons learned from a variety of organizations indicate that to minimize resistance and maximize the likelihood of successful implementation, organizations should start with HR processes that are least threatening and most supportive of employees and managers (training/learning programs, career development) and move gradually to those that more directly impact employee performance reviews, compensation, promotion and advancement. </li>
<li><i><b>“Quick Wins” and Demonstration Projects</b></i>: Best practice has also shown that it is important to demonstrate how the implementation of new methods and processes can be of benefit to employees, managers and the organization. Very early in the project it is important to identify high need areas and implement competency-based solutions to meet these needs. It is best to choose organizational areas where the leadership sees a compelling need and is willing to put the organizational resources into ensuring that the initiative will be successful. Finally, it is important identify leaders who are willing to champion these initiatives in other parts of the organization. This is the best form of advertising. </li>
<li><i><b>Continuous Improvement</b></i>: Finally, ensure that a process of continuous improvement is incorporated into your plan for implementation. The project plan should be flexible and allow for ongoing evaluation and improvement as it unfolds. </li>
</ul>Anonymoushttp://www.blogger.com/profile/17372870287146642175noreply@blogger.com0tag:blogger.com,1999:blog-5997363187035779033.post-62304496282593846822013-04-09T10:00:00.000-04:002013-10-22T11:55:22.048-04:00Career Planning & Development Software, Part 2<i><b>Part 11 of 11 of the CompetencyCore<span style="font-size: x-small;"><sup>TM</sup></span> Guide to Career Planning & Development </b></i><br />
<br />
<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the tenth in an eleven part series that looks at:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/02/making-case-for-competency-based-career.html">Making the Case for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/02/career-planning-development-facts.html">Facts, Figures & Findings </a></li>
<li><a href="http://blog.competencycore.com/2013/02/what-is-competency-based-career-planning.html">Career Planning & Development Defined</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning.html">Key Definitions of Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/03/framework-for-competency-based-career.html">Framework for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning_20.html">Best Practice Tools & Processes</a></li>
<li><a href="http://blog.competencycore.com/2013/03/implementing-career-planning.html">Implementing Career Planning & Development – Part 1</a></li>
<li>Implementing Career Planning & Development – Part 2</li>
<li>Implementing Career Planning & Development – Part 3</li>
<li>Key Considerations for Software, Part 1</li>
<li><b>Key Considerations for Software, Part 2</b></li>
</ol></div>Career planning and development can be a complex process typically involving multiple elements that are best supported through on an online system. In the previous post, we looked at 3 key elements for consideration when selecting a <a href="http://www.competencycore.com/competencycore-learning-manager">Talent Management system</a>. In today’s post, we will delve into the remaining 5 key questions.<br />
<ol><li>Can you build learning plans to address competency gaps identified during the assessments?</li>
<li>Does the tool have the ability to build employee competency and skill inventories?</li>
<li>What are the capabilities to match employee competencies with the job competency requirements</li>
<li>What is the reporting functionality?</li>
<li>What additional information can be communicated to employees?</li>
</ol><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvr8axPeJFbANV5pPSqPY9XJrvKWCdVJTSMT3vIr-9dZpdjttC8IQ6iSQIqyUZYEsECpPwht6jQ_lCVUR3y9lsN3OhvXJH0kn70-x3WSUjA6c-P_IyW6T6DI14hlr9kDa4geNi_iKejm0/s1600/question+2.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="career planning and development software" border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhvr8axPeJFbANV5pPSqPY9XJrvKWCdVJTSMT3vIr-9dZpdjttC8IQ6iSQIqyUZYEsECpPwht6jQ_lCVUR3y9lsN3OhvXJH0kn70-x3WSUjA6c-P_IyW6T6DI14hlr9kDa4geNi_iKejm0/s320/question+2.jpg" title="career planning and development software" width="320" /></a></div><i><b>Learning Plans and Learning Resources</b></i><br />
A natural next step once you have looked at managing your competency data, how that data is structured and whether you can perform competency assessments is to determine whether the system in question will support employees in developing and implementing Individual Learning Plans. In the case of Competency<i>Core</i> 5, this platform allows employees to automatically build a Learning Plan to address the competency and skill gaps identified during an assessment. The employee can chose to either keep this information private and work independently on their plan, or share it with others, such as their supervisors or mentor / coach for support in defining a career development plan best suited to the employee.<br />
<br />
As part of the Learning Planning process it is also useful to have catalogued learning resources organized by competencies in the Competency Library. These resources can be specific to the organization (e.g., in-house or approved course offerings) or generic in nature (e.g., list of reference reading materials; etc.). Regardless, the functionality in the software should allow the organization to map the resources to the competencies in the library, thereby providing accessible tools to employees that support planning for learning and career development. <br />
<br />
<i><b>Employee Competency and Skills Inventories</b></i><br />
Another important element that must be incorporated in the software functionality is the ability to record and manage information on employee skills, competencies and other important career-related information (e.g., geographic mobility; interest in advancement / promotion; etc.). It is important for employees to be able to list and publish all of the validated competencies, skills and other qualifications they possess; not only those being used and displayed in the employee’s current job, but also those that the employee has accumulated during their career and may be required for other jobs in the organization. However, there must some means built into the system to indicate that the published skills / competencies are valid – in other words, it has been determined through some objective means that the employee possesses the skill / competency (e.g., test results; successful course completion; a supervisor or other expert assessment; certificate from a regulatory body; etc.)<br />
<br />
Such inventories are important for the implementation of effective career development initiatives and to support movement across chosen career paths. They also allow managers and supervisors to gain an appreciation of who within the organization might have the skills and capabilities needed to fill current or future position vacancies. These inventories are also extremely important for HR planning. Compiled information on current strengths and gaps within the workforce allows the organization to plan and put in place career development programs to address high need / high risk job groups.<br />
<br />
<i><b>Employee / Job Competency Matching Tools</b></i><br />
Assuming that the software incorporates a competency inventory function, it then becomes possible to match employee competencies with the job competency requirements. This can be done in a couple of ways:<br />
<ul><li><b>From the employee’s perspective</b>, they are interested in finding out about the jobs within the organization that best match their competencies and career interests. The tool should allow employees to search all or some jobs in the organization that best match their existing competencies, and identify where competency gaps exist. </li>
<li><b>From the organization’s perspective</b>, the tool should allow managers to search the Employee Competency Inventory for those employees who best match a particular set of competency requirements. This could be the competency profile for a particular job, or for example, competencies needed to ensure that a work team has the breadth of skills / competencies needed to meet a work demand. </li>
</ul><br />
<i><b>Reporting Functionality</b></i><br />
It goes without saying that various reporting capabilities should be built into the software to allow for effective planning and decision-making. This reporting capability should support not only individual managers in understanding the gaps and strengths on their team, but also broad-scale HR Planning to ensure that the organization has the necessary talent onboard to achieve its strategic vision and business goals.<br />
<i><b><br />
</b></i> <i><b>Career Information, Guides and Manuals</b></i><br />
Finally, an effective software system should support and communicate information about career development and career options within the organization. This could include guides and manuals to support employees and managers as they undertake Career Planning and Development (e.g., self-help guides and tips on coaching for career development). It could also include information on job opportunities and typical career paths and programs available to employees. More advanced systems also incorporate social networking and knowledge management tools and processes to support collaborative learning and innovation with the workplace. <br />
<br />
The options are many, but the important thing is that the information available should be easy to access, user friendly and follow good principles for organizing and accessing this type of information consistent with best practices in web design.<br />
<br />
<hr /><span style="font-size: 12px;"><i>Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Planning and Development</a> solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
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</script> </span> <!-- end HubSpot Call-to-Action Code --> Anonymoushttp://www.blogger.com/profile/17372870287146642175noreply@blogger.com1tag:blogger.com,1999:blog-5997363187035779033.post-91889152530390279512013-04-04T10:00:00.000-04:002013-10-22T12:18:22.525-04:00Career Planning & Development Software, Part 1<i><b>Part 10 of 11 of the CompetencyCore<span style="font-size: x-small;"><sup>TM</sup></span> Guide to Career Planning & Development </b></i><br />
<br />
<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the tenth in an eleven part series that looks at:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/02/making-case-for-competency-based-career.html">Making the Case for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/02/career-planning-development-facts.html">Facts, Figures & Findings </a></li>
<li><a href="http://blog.competencycore.com/2013/02/what-is-competency-based-career-planning.html">Career Planning & Development Defined</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning.html">Key Definitions of Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/03/framework-for-competency-based-career.html">Framework for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning_20.html">Best Practice Tools & Processes</a></li>
<li><a href="http://blog.competencycore.com/2013/03/implementing-career-planning.html">Implementing Career Planning & Development – Part 1</a></li>
<li>Implementing Career Planning & Development – Part 2</li>
<li>Implementing Career Planning & Development – Part 3</li>
<li><b>Key Considerations for Software, Part 1</b></li>
<li>Key Considerations for Software, Part 2</li>
</ol></div><b>Career Development – An Integrated Talent Management Process</b><br />
<br />
Career Planning & Development is a complex process that builds on, and integrates with a number of other key talent management processes. In fact, Career Development is an integral element of the whole talent management cycle from acquiring new talent, to developing resources, as well as to ensuring your talent is performing to the standard needed by the organization. Competencies provide the fundamental building blocks for doing this.<br />
<br />
From an organizational perspective, it makes sense to design and implement tools and processes to support employee Career Development and advancement. It empowers and encourages employees to develop themselves in line with organizational needs, providing a pool of qualified and motivated staff willing and interested in filling jobs and roles as they become vacant. Performance Management and Learning processes also support Career Development, enabling employees learn and understand their strengths and areas for development, and can take actions to close gaps. <br />
<br />
Because of its complexity and links to other Talent Management processes, <a href="http://www.competencycore.com/competencycore-learning-manager">Career Planning & Development</a> can be facilitated greatly by having well-defined and integrated online Talent Management software.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiNSoBqAt4HnCIupMr8AnteQzFyH-d12orF1FARiqTGWKqmGatcJWgLXRY9ptkIbDelVxf0M0Fx3T2YincrX868QiEDYY189p0my7C0pZ0ag7Jm6F1PL0Y2F08BlgMgTrCiY6uB475_yfI/s1600/evaluate-crop.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="career planning and development software" border="0" height="185" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiNSoBqAt4HnCIupMr8AnteQzFyH-d12orF1FARiqTGWKqmGatcJWgLXRY9ptkIbDelVxf0M0Fx3T2YincrX868QiEDYY189p0my7C0pZ0ag7Jm6F1PL0Y2F08BlgMgTrCiY6uB475_yfI/s320/evaluate-crop.jpg" title="career planning and development software" width="320" /></a></div><b>What to look for in Software</b><br />
<br />
Career Development typically involves multiple elements that are best supported through on an online system. As noted in the previous post in this series, best practice organizations most often have a talent management system that stores and reports information on employee competencies. These systems enable some or all parts of the Career Development process. There are some key elements that should be looked at when considering a Talent Management system to address your Career Planning & Development needs.<br />
<ol><li>Does the software provide competency management tools?</li>
<li>How is the individual and organization’s information structured?</li>
<li>Does the tool have the capabilities to run competency assessments?</li>
<li>Can you build learning plans to address competency gaps identified during the assessments?</li>
<li>Does the tool have the ability to build employee competency and skill inventories?</li>
<li>What are the capabilities to match employee competencies with the job competency requirements</li>
<li>What is the reporting functionality?</li>
<li>What additional information can be communicated to employees?</li>
</ol><br />
Over the next two blog posts, we will examine these questions and considerations in detail, starting with questions 1-3 below, and the remaining ones in the final post in this series. <br />
<i><b><br />
</b></i> <i><b>Competency Management Tools</b></i><br />
<u><br />
</u> <u>Accommodating competency scales and proficiency levels</u><br />
Most talent management systems come with a library or dictionary tool that stores your information on competencies. But most are not flexible enough to store libraries of competencies that incorporate multi-level proficiency scales. One-level competencies – i.e., competency name, definition and performance indicators - are fine when managing talent within positions or jobs (e.g., hiring into jobs, learning and development within jobs, performance management within jobs, etc.), but do not work that well when the organization or the employee is trying to draw relationships across jobs, such as would be the case for determining potential career ladders and paths within the organization. <br />
<br />
To illustrate from an example presented in a previous post in this series, a server in a restaurant might be expected to perform at Level 1 of Customer Focus -“Responding to immediate client needs”, whereas an executive in the restaurant chain may be responsible for “Ensuring continued service excellence” (Level 5 proficiency). In this way, jobs can be mapped to the competency proficiency level needed and progression in proficiency can be established across different jobs and levels in the organization. This type of competency scale helps in defining logical career paths and ladders across jobs, and thus supports Career Planning and Development. The software that you select should be able to accommodate competency scales at the number of proficiency levels that have been adopted by your organization.<br />
<br />
<u>Building Competency-based Job Profiles</u><br />
The competency management tool should also allow you to build job competency profiles and store this information in a format that is best for your organization. CompetencyCore 5, for example, allows organizations to build comprehensive job profiles that incorporate:<br />
<ul><li>the job title, </li>
<li>the main tasks or duties of the job, </li>
<li>the key competencies at the proficiency level needed for success in the job, </li>
<li>plus other key attributes or requirements the organization may wish to incorporate (e.g., educational / certificate requirements; key performance indicators; etc.). </li>
</ul><br />
A good system should allow the organization to tailor the job profiles to meet its own needs, incorporating those elements that work best for it. Such a tool also allows the organization to standardize job descriptions across the organization, a function that is particularly important in a multi-location or global organization.<br />
<br />
<u>Create Databases of Related Information</u><br />
In addition, the Competency Management tool should organize and store databases of information mapped to the competencies in the library, for example, learning resources (e.g., on-job activities; courses and e-learning information; etc.) which allow both the employee and manager to plan for learning and career advancement based on the employee’s interests and learning style.<br />
<br />
<i><b>Organizational Structure Information</b></i><br />
Surprisingly, many Talent Management software tools do not separate out employee competency information from competency requirements for positions within the organization. It is important to be able to do this in order to determine potential career paths within the organizational structure independent of the individual employees filling the positions. In this way, options for typical career paths and ladders within the organization can be mapped and displayed for employee reference. As well, the organization can use this information to plan and develop career programs for high need / high risk job groups within the organization.<br />
<br />
<i><b>Competency Assessments</b></i><br />
A key component for career development is being able to compare employee competencies against the competency requirements for jobs within the organization. To do this, a competency assessment tool is essential. These can take many forms, but a typical tool allows employees to self-assess against the competencies needed for various jobs within the organization using a survey with a rating a scale. The output is a list of the competency strengths and gaps the employee possesses against the competency requirements for the job the employee is considering. <br />
<br />
Such tools should also allow for two-party assessment, for example between an employee and supervisor, or employee and mentor or coach. This process could also be expanded to incorporate other input points, for example peers, subordinates, and even clients or customers, as would be the case with 360 or multi-source assessments. By incorporating others in the assessment process, the employee gains another perspective on the competencies that he or she has, or needs to develop.<br />
<br />
<hr /><span style="font-size: 12px;"><i>The next blog in this series </i></span><span style="font-size: 12px;"><i>focused on the remaining key questions and considerations for selecting career development software. Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Planning and Development</a> solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
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<br />
<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the ninth in an eleven part series that looks at:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/02/making-case-for-competency-based-career.html">Making the Case for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/02/career-planning-development-facts.html">Facts, Figures & Findings</a> </li>
<li><a href="http://blog.competencycore.com/2013/02/what-is-competency-based-career-planning.html">Career Planning & Development Defined</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning.html">Key Definitions of Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/03/framework-for-competency-based-career.html">Framework for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning_20.html">Best Practice Tools & Processes</a></li>
<li><a href="http://blog.competencycore.com/2013/03/implementing-career-planning.html">Implementing Career Planning & Development – Part 1</a></li>
<li>Implementing Career Planning & Development – Part 2</li>
<li><b>Implementing Career Planning & Development – Part 3</b></li>
<li>Key Considerations for Software, Part 1</li>
<li>Key Considerations for Software, Part 2</li>
</ol></div><b>Determine the infrastructure and systems required to Support Career Development</b><br />
Career Development is a complex process that typically involves multiple elements that are best supported through on an online system. As noted in our previous blog, best practice organizations most often have a talent management software system that stores and reports information on employee competencies. These systems enable some or all parts of the Career Development process, for example:<br />
<ul><li>Employee / superior / multi-source competency assessment</li>
<li>Learning plan development and management</li>
<li>Catalogued learning resources categorized by competency and proficiency level</li>
<li>On-line registration for courses / programs</li>
<li>Job / role matching that compares employee competencies against targeted role / job requirements, and provides job best match list for employees based on their inventory of skills and competencies</li>
<li>Various reporting capabilities that support developmental programs and succession (e.g., lists of employees ready for targeted positions / role) as well as broader HR Planning, as well as </li>
<li>Guides and manuals to support employees and managers as they undertake Career Planning and Development (e.g., self-help guides and tips on coaching for career development)</li>
</ul><br />
Having defined your Career Development principles and philosophy as well as the fundamental tools and processes you wish to support through Career Development, it then becomes possible to evaluate and implement <a href="http://www.competencycore.com/competencycore-learning-manager">on-line systems and tools</a> consistent with your requirements.<br />
<br />
<i><b>Build and incorporate basic competency-based elements to address broad organizational needs</b></i><br />
No matter what system you choose, you will either need to configure it to meet your requirements (i.e., implement system settings that address your organization’s needs) and / or develop material to support employees and managers in undertaking effective career planning and development (e.g., Career Guidebooks; Coaching / Mentoring Guides; Learning Resources organized by competency; etc.).<br />
<br />
Talent Management systems typically include elements that will support Career Development as noted above. It is just a matter of configuring them to meet your specific organization’s needs<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEheX2hYjDVgTB7LgAvUmpSnfXB_GFQvrhOEMl1f1kjMBfVcxrxJBWHsj10oY_bxVZsnEjsNZ_YW-amiyNtCt-YY62HhAYLFJqU9zITu4eSD6sMMrVMCb6Yq45ji2ub9KSMmbFDNZ5M6CO4/s1600/performance-management.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="143" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEheX2hYjDVgTB7LgAvUmpSnfXB_GFQvrhOEMl1f1kjMBfVcxrxJBWHsj10oY_bxVZsnEjsNZ_YW-amiyNtCt-YY62HhAYLFJqU9zITu4eSD6sMMrVMCb6Yq45ji2ub9KSMmbFDNZ5M6CO4/s200/performance-management.png" width="200" /></a></div><i><b>Develop and implement programs for high risk / high need job groups</b></i><br />
Generally, organizations can implement tools and processes that will support most Job Group / Family needs; however, there are often high need / high risk groups that need extra attention. It may be that programs have to be put in place to accelerate the development of employees in groups where there is, or will be a high turnover rate, such as might be the case with an aging workforce (e.g., baby boomer exodus). In this case, organizations will often develop and implement special programs to address these challenges, which build on the basic tools and processes that are in place for the whole organization (e.g., competency assessment tools; career and job ladder information; etc.) as well as incorporate special elements to accelerate or focus development (e.g., target learning programs; planned and progressive developmental job moves; on-job assignments; specialized coaching / mentoring). This is often the case for leadership levels within the organization, and I have also seen this approach employed when there is a significant challenge in ensuring that there is enough talent available to carry out a key function within an organization. I have seen it used, for example, in a situation where Procurement Officers were in short supply within a governmental organization and the procurement processes could not tolerate any delays.<br />
<br />
To summarize, Career Development is a complex process that builds on and integrates with a number of other talent management processes such as competency assessment, learning planning and needs analysis, performance feedback and management, promotional processes, to name just a few. Because of its complexity and links to other Talent Management processes, it can be facilitated greatly by having well-defined and integrated <a href="http://www.competencycore.com/competencycore-learning-manager">online Talent Management software</a>. <br />
<br />
<hr /><span style="font-size: 12px;"><i>The next blog in this series </i></span><span style="font-size: 12px;"><i>reviews the links between Career Planning and Development and other important Talent Management processes, as well as some of the things that you should be looking for in software to support Career Development. .</i></span><span style="font-size: 12px;"><i> Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Planning and Development</a> solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
<!--HubSpot Call-to-Action Code --> <span class="hs-cta-wrapper" id="hs-cta-wrapper-01d74bd6-6baa-4008-a4b2-e335b773d723"> <span class="hs-cta-node hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723" id="hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723"> <!--[if lte IE 8]><div id="hs-cta-ie-element"></div><![endif]--> <a href="http://cta-redirect.hubspot.com/cta/redirect/188537/01d74bd6-6baa-4008-a4b2-e335b773d723"><img class="hs-cta-img" id="hs-cta-img-01d74bd6-6baa-4008-a4b2-e335b773d723" src="http://no-cache.hubspot.com/cta/default/188537/01d74bd6-6baa-4008-a4b2-e335b773d723.png" style="border-width: 0px;" /></a> </span> <script type="text/javascript">
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<br />
<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the eighth in an eleven part series that looks at:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/02/making-case-for-competency-based-career.html">Making the Case for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/02/career-planning-development-facts.html">Facts, Figures & Findings</a> </li>
<li><a href="http://blog.competencycore.com/2013/02/what-is-competency-based-career-planning.html">Career Planning & Development Defined</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning.html">Key Definitions of Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/03/framework-for-competency-based-career.html">Framework for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning_20.html">Best Practice Tools & Processes</a></li>
<li><a href="http://blog.competencycore.com/2013/03/implementing-career-planning.html">Implementing Career Planning & Development – Part 1</a></li>
<li><b>Implementing Career Planning & Development – Part 2</b></li>
<li>Implementing Career Planning & Development – Part 3</li>
<li>Key Considerations for Software, Part 1</li>
<li>Key Considerations for Software, Part 2</li>
</ol></div>Once you have determined the underlying foundation of your Career Development program, the first two best practice stages to follow include establishing an architecture and competency dictionary, and developing your high level implementation plan.<br />
<br />
<i><b>Establish an Architecture and Competency </b><b>Dictionary to support Career Development.</b></i><br />
As noted in the fourth and fifth blogs in this series, fundamental to effective Competency-based Career Planning & Development is a competency architecture that allows employees and managers to compare and contrast competency requirements across roles and levels within or across job groups.<br />
<br />
Having Competencies available that are scaled according to proficiency levels, make the job of defining logical career paths and ladders within the organization that much easier. Both employees and the organization can see how jobs relate one to the other both in terms of the competencies and proficiency levels needed for successful job performance.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj32rkoudQbtJ9f9dI3GEA-Y1u2MfX5QZbJbk0uD1EDdDk2C_myUPaKXHxqpvDwel3FcfCAo2Kr_0sZMYy0Ta0lzgxAvJgaTw7zD2B45O3mMokTV00DawhdWw0I4-pjD31OAeME_tIiOa8/s1600/competency+architecture.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="competency-based career development" border="0" height="79" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj32rkoudQbtJ9f9dI3GEA-Y1u2MfX5QZbJbk0uD1EDdDk2C_myUPaKXHxqpvDwel3FcfCAo2Kr_0sZMYy0Ta0lzgxAvJgaTw7zD2B45O3mMokTV00DawhdWw0I4-pjD31OAeME_tIiOa8/s320/competency+architecture.png" title="competency-based career development" width="320" /></a></div>So often, we have seen organizations adopt one-level competency dictionaries that do not allow for logical links to be drawn between jobs. Having these types of competencies will work well when developing employees within their current jobs, but what about situations in which the organization is attempting to guide employees along career paths that make sense from a competency development perspective. Having scaled competencies starting at a basic level of proficiency and to the highest level of proficiency typically needed within organizations allows the organization and employees to draw relationships in terms of the level of proficiency needed across jobs within the organization. As an example, perhaps a server in a restaurant might be expected to perform at Level 1 of Customer Focus -“<i>Responding to immediate client needs</i>”, whereas an executive in the restaurant chain may be responsible for “<i>Ensuring continued service excellence</i>” (Level 5 proficiency). In this way, jobs can be mapped to the competency proficiency level needed and progression in proficiency can be established across different jobs and levels in the organization. This type of competency scale helps in defining logical career paths and ladders across jobs, and thus supports Career Planning and Development.<br />
<br />
Similarly, defining Job Groups / Job Families – i.e., groups of jobs that tend to have common functions / duties and form a logical group for acquiring resources and managing careers (e.g., Finance; Sales; Information Technology; etc.) - also serves to support well-defined Career Development programs within organizations. While career progression can occur in a variety of ways, generally speaking career development is typically planned and occurs within job families. Thus, it is more likely that people with an interest and training in a particular functional area will seek career opportunities within the job family as compared with other job families.<br />
<br />
Finally, developing Competency Profiles for typical roles within Job Families provide the foundation for determining potential career paths or streams. This allows both supervisors and employees to see how progression typically occurs. It also allows the organization to develop programs, tools and processes that support progression. <br />
<br />
<i><b>Develop a high-level plan for implementation</b></i><br />
Most medium to large organizations cannot implement <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Development</a> for all employees at all levels at the same time. This is in part due to the fact that organizations typically tackle the development of competency models / profiles in order of priority within higher need areas (e.g., Leadership levels; targeted at risk Job Groups; etc.). You also have to determine the fundamental building blocks that need to be in place right away – for example, a competency-based assessment process for determining key strengths and gaps, Individual Develop Planning processes; etc.<br />
<br />
Having established the priority groups and the fundamental building block tools and processes, it then becomes possible to design and implement career development processes based on priority needs and the key competency areas that need to be addressed within each group.<br />
<br />
Part of this decision-making process may include considerations related to creating some “quick wins”. In this case, organizations will often look for high need areas in which to start as well as a key champion who recognizes this need. This serves two purposes:<br />
<ul><li>It addresses the immediate organizational need; and,</li>
<li>It demonstrates that value of a competency-based approach to career development.</li>
</ul><br />
Hopefully, the leader for the group or area involved will broadly communicate the success of the initiative and convince others of the impact and value to the organization, which in turn will pave the way for others to accept this new way of managing careers.<br />
<br />
<hr /><span style="font-size: 12px;"><i>The next blog in this series </i></span><span style="font-size: 12px;"><i>covers Part 3 of Implementing <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Development</a>. </i></span><span style="font-size: 12px;"><i><span style="font-size: 12px;"></span></i></span><span style="font-size: 12px;"><i>Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Planning and Development</a> solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
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<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the seventh in an eleven part series that looks at:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/02/making-case-for-competency-based-career.html">Making the Case for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/02/career-planning-development-facts.html">Facts, Figures & Findings</a> </li>
<li><a href="http://blog.competencycore.com/2013/02/what-is-competency-based-career-planning.html">Career Planning & Development Defined</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning.html">Key Definitions of Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/03/framework-for-competency-based-career.html">Framework for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning_20.html">Best Practice Tools & Processes</a></li>
<li><b>Implementing Career Planning & Development – Part 1</b></li>
<li>Implementing Career Planning & Development – Part 2</li>
<li>Implementing Career Planning & Development – Part 3</li>
<li>Benefits of Software Systems & Tools for Career Planning & Development</li>
</ol><br />
</div><br />
<i><b>What’s your philosophy?</b></i><br />
Career development as an organizational program has really evolved over the last twenty to thirty years. A couple of decades ago, it was common for employees to expect their organizations to lay down a comprehensive program for them to follow. The underlying assumption was the employees need only follow the program lock step, and eventually they would progress and advance. Under this paternalistic philosophy, if employees were not successful the tendency was to blame the organization with the view that somehow it had failed the employees.<br />
<br />
A little more than a decade ago, there was a shift in philosophy whereby organizations began to take a more entrepreneurial “wild west” view of career development, stating that it was up to employees to “take ownership” of their careers. While there is nothing wrong with saying that people have to take responsibility for their own development, in many cases organizations took this philosophy too far. They left employees to their own devices, without structure, programs and processes to support career progression. Naturally employees planned and managed their careers, sometimes in ways that did not meet the short and longer term strategic needs of the organization … sometimes taking their careers right out the door of the organization. This “disposable employee” approach did not take into account the high cost of developing employees, the cost of replacing them, as well as the impact on the top and bottom-lines when highly competent employees leave the organization.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgpu0UPQIPogd8wGTnr7YeRNCUDZH6wukXb84taFdRHw_AqjXDRjCpICUo1NN4ouf0pHEyjH20fiJbE5x0iG89-O6g6MwX6vGQKXrlqpqaeQyA0LOcpZ72GpmH1321r9LJgnRtsNAD3m28/s1600/philosophy.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="competency-based career development " border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgpu0UPQIPogd8wGTnr7YeRNCUDZH6wukXb84taFdRHw_AqjXDRjCpICUo1NN4ouf0pHEyjH20fiJbE5x0iG89-O6g6MwX6vGQKXrlqpqaeQyA0LOcpZ72GpmH1321r9LJgnRtsNAD3m28/s320/philosophy.jpg" title="competency-based career development " width="212" /></a></div>Best practice organizations are now taking a more balanced approach. While it is acknowledged that employees must take ownership for their development and advancement, it is also understood that organizations must provide the necessary programs, tools and processes for employees to self-manage in a way that meets both employee as well as the organizational needs. Best practice organizations understand the value of attracting, developing and retaining highly competent employees, and make sure they have the programs, tools and processes in place to do so. They also understand which roles and groups within the organization are important to the organization’s success, and how the organization could be at risk should key employee groups not receive the support needed to develop themselves.<br />
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Thus, it is important to take the time in advance of designing and implementing a Career Development program to consider the principles and philosophy behind this important process within your organization.<br />
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Once you have determined the underlying philosophy for Career Development within your organization, you are ready to plan your program design. There are typical implementation stages that best practice organizations follow when designing and implementing <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Development</a> programs and processes. <br />
<ol><li>Establish a competency architecture and competency dictionary</li>
<li>Develop a high level implementation plan</li>
<li>Determine the infrastructure and system requirement</li>
<li>Build and incorporate basic competency-based elements</li>
<li>Develop and implement programs for high risk / high need job groups</li>
</ol><br />
Over the next two blog posts, we will delve into each one of these stages starting with the architecture, dictionary and the plan, and wrapping up with determining infrastructure requirements, how to incorporate competency-based elements and developing programs for high risk or need groups.<br />
<br />
<hr /><span style="font-size: 12px;"><i>The next blog in this series </i></span><span style="font-size: 12px;"><i>covers Part 2 of Implementing <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Development</a>. </i></span><span style="font-size: 12px;"><i><span style="font-size: 12px;"><i>Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i></span> </i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Planning and Development</a> solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
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<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the sixth in an eleven part series that looks at:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/02/making-case-for-competency-based-career.html">Making the Case for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/02/career-planning-development-facts.html">Facts, Figures & Findings</a> </li>
<li><a href="http://blog.competencycore.com/2013/02/what-is-competency-based-career-planning.html">Career Planning & Development Defined</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning.html">Key Definitions of Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/03/framework-for-competency-based-career.html">Framework for Competency-based Career Planning & Development</a></li>
<li><b>Best Practice Tools & Processes</b></li>
<li><a href="http://blog.competencycore.com/2013/03/implementing-career-planning.html">Implementing Career Planning & Development – Part 1</a></li>
<li>Implementing Career Planning & Development – Part 2</li>
<li>Implementing Career Planning & Development – Part 3</li>
<li>Key Considerations for Software, Part 1</li>
<li>Key Considerations for Software, Part 2</li>
</ol><br />
</div><br />
<u><b>Competency-based Tools and Processes</b></u><br />
Career Development typically includes a selection of competency-based elements that address the requirements of the job group. The following information provides a high-level view of some of the types of tools, processes and programs that can be selected to support a highly-targeted <a href="http://www.competencycore.com/competencycore-succession-manager">Competency-based Career Planning and Development program</a> for Job Families within your organization.<br />
<br />
<b><i>Career information:</i></b><br />
<ul><li><b>Career path / stream information</b> provided in a number of formats, such as company intranet, orientation programs, guidebooks, or the organization’s <a href="http://www.competencycore.com/competencycore-5">talent management system</a>. The benefits of providing this information in the context of a competency-based talent management system is that employees can get the full picture of what is required of the positions along their career path. </li>
<li><b>Employee guides and forms</b> to support self-directed development or participation in a planned program. Using automated tools to support these guides or forms can be particularly useful as it again provides employees with the bigger picture view of the competency requirements for jobs in the organization.</li>
</ul><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjAy79x153qoNKhhqEa4DM8f4WLEzjUoAY4lxvXS6jnpLSCv_znE80MVtdRh9YXxH-YRdDG3dQatE9z69EjFZVAw2MZ0K6mwxgOadQQVDjz3Mq-gkarL4UzvaR840gK9uuDu0U5V-a6-iw/s1600/people-web.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="Competency-based Career Planning and Development" border="0" height="133" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjAy79x153qoNKhhqEa4DM8f4WLEzjUoAY4lxvXS6jnpLSCv_znE80MVtdRh9YXxH-YRdDG3dQatE9z69EjFZVAw2MZ0K6mwxgOadQQVDjz3Mq-gkarL4UzvaR840gK9uuDu0U5V-a6-iw/s200/people-web.jpg" title="Competency-based Career Planning and Development" width="200" /></a><i><b>Assessment tools:</b></i><br />
<ul><li><b>Self-assessment, supervisory and / or multi-source assessment</b> to evaluate progress in development. These can be delivered through <a href="http://www.competencycore.com/competencycore-learning-manager">online assessment tools</a> which can provide detailed information on competency gaps for development.</li>
</ul><i><b>Learning Plans:</b></i><br />
<ul><li><b>Individual Personal Development Plans</b> to record and track progress in line with planned career development. These can be “living documents” that are provided through online Talent Management software. Giving your employees a structured framework to work within, and the tools to easily identify learning solutions will go a long way in contributing to the success of the overall program.</li>
<li>A form, process or <b>online tool (e.g., passport, or employee inventory) that validates and documents employee competencies</b>. In this way both the employee and the organization benefit by being able to document and assess the validated skills and competencies possessed by the employee for career, succession and position vacancy management purposes.</li>
</ul><i><b>Learning resources:</b></i><br />
<ul><li>Learning resource <b>catalogues organized by competency</b>. These catalogues can be incorporated in competency-based Talent Management software. The software enables employees and supervisors to pick learning options that are targeted to address specific competency areas and the employee’s preferred learning style;</li>
<li><b>Collaborative learning</b>, knowledge sharing, communities of practice – e.g. through social networking tools, wikis, etc.</li>
<li><b>Work assignments or action learning exercises</b> aimed at developing competencies. Once again these can be organized by competency in a database that then can be used by employees wishing to advance their Career Development. </li>
<li><b>Formal development programs</b> that incorporate a variety of training, assessment and learning options designed to support career advancement (job rotation, learning programs, mentoring, tuition reimbursement)</li>
</ul><i><b>Other support:</b></i><br />
<ul><li><b>Career resource centers</b> that employees can access to get information and support in advancing their careers. These can be supported by employee self-help tools and online Career Development software.</li>
<li><b>Mentoring</b> (e.g., through more experienced and senior employees) and coaching (e.g., from trained coaches) offered to employees.</li>
<li><b>Training</b> for both superiors and employees on how the program works and how to gain the maximum benefit</li>
</ul><br />
<u><b>In summary: Online <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Development</a></b></u><br />
<br />
Best practice organizations most often have a talent management software system that stores and reports information on employee competencies. These systems enable some, or all parts of the Career Development process, for example:<br />
<ul><li>Employee / superior / multi-source competency assessment</li>
<li>Learning plan development and management</li>
<li>Catalogued learning resources categorized by competency and proficiency level</li>
<li>On-line registration for courses / programs</li>
<li>Job / role matching that compares employee competencies against targeted role / job requirements, and provides job best match list for employees based on their inventory of skills and competencies</li>
<li>Various reporting capabilities that support developmental programs and succession (e.g., lists of employees ready for targeted positions / role) as well as broader HR Planning.</li>
</ul>Learn more about our Competency-based Talent Management system, <a href="http://www.competencycore.com/competencycore-5">Competency<i>Core</i><span style="font-size: x-small;"><sup>TM</sup></span> 5</a>. <br />
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<hr /><span style="font-size: 12px;"><i>The next blog in this series </i></span><span style="font-size: 12px;"><i>draws the competency-based link between <a href="http://www.competencycore.com/competencycore-learning-manager">Career Development</a> and other HR processes and provides a typical best practice plan for implementation. Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
<br />
<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Planning and Development</a> solutions. Contact us today to find out how we can help you.</i></span> <br />
<hr /><br />
<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
<br />
<!--HubSpot Call-to-Action Code --> <span class="hs-cta-wrapper" id="hs-cta-wrapper-01d74bd6-6baa-4008-a4b2-e335b773d723"> <span class="hs-cta-node hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723" id="hs-cta-01d74bd6-6baa-4008-a4b2-e335b773d723"> <!--[if lte IE 8]><div id="hs-cta-ie-element"></div><![endif]--> <a href="http://cta-redirect.hubspot.com/cta/redirect/188537/01d74bd6-6baa-4008-a4b2-e335b773d723"><img class="hs-cta-img" id="hs-cta-img-01d74bd6-6baa-4008-a4b2-e335b773d723" src="http://no-cache.hubspot.com/cta/default/188537/01d74bd6-6baa-4008-a4b2-e335b773d723.png" style="border-width: 0px;" /></a> </span> <script type="text/javascript">
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<div style="background-color: white; border-color: #dddddd; border-radius: 3px; border: solid 1px; float: right; font-size: 12px; margin-left: 20px; padding: 10px; width: 275px;"><b style="font-size: 14px;">This is the fifth in an eleven part series that looks at:</b><br />
<ol style="line-height: 16px;"><li><a href="http://blog.competencycore.com/2013/02/making-case-for-competency-based-career.html">Making the Case for Competency-based Career Planning & Development</a></li>
<li><a href="http://blog.competencycore.com/2013/02/career-planning-development-facts.html">Facts, Figures & Findings</a> </li>
<li><a href="http://blog.competencycore.com/2013/02/what-is-competency-based-career-planning.html">Career Planning & Development Defined</a></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning.html">Key Definitions of Career Planning & Development</a></li>
<li><b>Framework for Competency-based Career Planning & Development</b></li>
<li><a href="http://blog.competencycore.com/2013/03/competency-based-career-planning_20.html">Best Practice Tools & Processes</a></li>
<li><a href="http://blog.competencycore.com/2013/03/implementing-career-planning.html">Implementing Career Planning & Development – Part 1</a></li>
<li>Implementing Career Planning & Development – Part 2</li>
<li>Implementing Career Planning & Development – Part 3</li>
<li>Key Considerations for Software, Part 1</li>
<li>Key Considerations for Software, Part 2</li>
</ol></div><br />
Establishing an effective career development program starts at the planning stage by having a well-defined competency architecture or blueprint as well as career paths / streams and roles within job families.<br />
<br />
<u><b>Competency Architecture</b></u><br />
Fundamental to effective <a href="http://www.competencycore.com/competencycore-succession-manager">Competency-based Career Planning & Development</a> are a competency library and competency architecture that allows employees and managers to compare and contrast competency requirements across roles and levels within or across job groups.<br />
<br />
<div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"></div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiAHVUZz28WplHt9s0j-bBvhyphenhyphen-zfBXQ7-AHU1jGV2yKVz-4JnB4ZTXHVKl88wC-oeMIFbniXLJoYrYrmcV8L93WTkjILz2oqjJyeMu2f0VqzOBwcfxFgNOZbyQx7pvhSp7_HMNB1fs7rQ4/s1600/competency+architecture.png" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="competency-based career planning and development" border="0" height="79" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiAHVUZz28WplHt9s0j-bBvhyphenhyphen-zfBXQ7-AHU1jGV2yKVz-4JnB4ZTXHVKl88wC-oeMIFbniXLJoYrYrmcV8L93WTkjILz2oqjJyeMu2f0VqzOBwcfxFgNOZbyQx7pvhSp7_HMNB1fs7rQ4/s320/competency+architecture.png" title="competency-based career planning and development" width="320" /></a></div>Having competencies available that are scaled according to proficiency levels, like the<a href="http://blog.competencycore.com/2013/03/competency-based-career-planning.html"> example shown in the previous blog</a>, make the job of defining logical career paths and ladders within the organization that much easier. Both employees and the organization can see how jobs relate one to the other both in terms of the competencies and proficiency levels needed for successful job performance.<br />
<br />
<u><b>Job Groups / Job Families</b></u><br />
Another construct that is helpful is that of the Job Family or Job Group. These are groups of jobs that tend to have common functions / duties and form a logical group for acquiring resources and managing careers (e.g., Finance; Sales; Information Technology; etc.). While career progression can occur in a variety of ways, generally speaking career development is typically planned and occurs within job families. Thus, it is more likely that people with an interest and training in a particular functional area will seek career opportunities within the job family as compared with other job families.<br />
<br />
<u><b>Defined Career Streams and Roles</b></u><br />
Competency Profiles defined for typical roles within Job Families provide the foundation for determining potential career paths or streams. This allows both supervisors and employees to see how progression typically occurs. It also allows the organization to develop career development and succession management programs, tools and processes that support progression. The following diagram shows illustrates how potential career streams within Human Resources could be laid out.<br />
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<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXwyo2i1Xba8lllOu7JkUSXY7cn1zDkp_fBPoyY0NpWXHiOwIoDWy_v17z9HUotXh2upHKZO4uZU12yYlmoKtZK9kZ-icZtSnUD0Gyl_Vy_GY5KJaYPbJri1-i1G46v0M3y76I-lD5XoA/s1600/career+paths.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img alt="competency-based career planning and development" border="0" height="256" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjXwyo2i1Xba8lllOu7JkUSXY7cn1zDkp_fBPoyY0NpWXHiOwIoDWy_v17z9HUotXh2upHKZO4uZU12yYlmoKtZK9kZ-icZtSnUD0Gyl_Vy_GY5KJaYPbJri1-i1G46v0M3y76I-lD5XoA/s400/career+paths.png" title="competency-based career planning and development" width="400" /></a></div><br />
In this example, there could be several different ways for advancing through the different areas and levels of HR to the Management and VP levels. This diagram along with sample competencies defined for three jobs / roles within the Job Family in the table below provide a foundation for employees to examine potential options for advancing their careers.<br />
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<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhtQ2LjFNr-FVRVH7fTYqJ8iLWa54cqjgmhirYdKRpJDd0RP2AxNdh8QKKLOihCoOC79bjAueSEq0ou8Co4BredF1jEGpfJSwMFXboB4822VCgkmiJyeB487RasvHEjelSyI04M_fL5WWY/s1600/career+paths+table.png" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img alt="competency-based career planning and development" border="0" height="332" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhtQ2LjFNr-FVRVH7fTYqJ8iLWa54cqjgmhirYdKRpJDd0RP2AxNdh8QKKLOihCoOC79bjAueSEq0ou8Co4BredF1jEGpfJSwMFXboB4822VCgkmiJyeB487RasvHEjelSyI04M_fL5WWY/s640/career+paths+table.png" title="competency-based career planning and development" width="640" /></a></div><br />
As can be seen, a Recruitment & Selection Specialist role requires a higher level of proficiency in this specialty area than is required for the Generalist / HR Business Partner role. On the other hand, higher proficiency levels are needed for Business Perspective, Change Management and Employee Relations within the Generalist / HR Business Partner role. In this way, job roles can be compared and competency-based development plans, tools and programs can be put in place to address potential career moves within the organization.<br />
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<hr /><span style="font-size: 12px;"><i>The next blog in this series </i></span><span style="font-size: 12px;"><i>provides more in-depth information on best practice tools and processes often used within <a href="http://www.competencycore.com/competencycore-succession-manager">Competency-based Career Planning & Development</a>. Sign up to our blog’s mailing list through the form on the right-hand side to receive the rest of the series in your inbox.</i><br />
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<i>HRSG is a leader in <a href="http://www.competencycore.com/competencycore-learning-manager">Competency-based Career Planning and Development</a> solutions. Contact us today to find out how we can help you.</i></span> <br />
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<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s1600/coverpage.PNG" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjDj8kQwRew5nRzYpDOBQvNbSDMjMyEr5-H254QX3AwpsDsBUbPqX36EsqWWzJAMuJTG_SMUHd943Z2lUgm6Yc4CiFI6D1VS2S1kqSxu_njuAKBSVae-wkDfxGsywRstXjGnflhBHFehUQ/s200/coverpage.PNG" width="155" /></a></div><i><b>Want to learn more? </b></i>Competency-<i>based</i> Talent Management, or C<i>b</i>TM, is the best practice for defining job requirements and building effective HR programs to develop skilled, engaged and productive workforces. <a href="http://www.competencycore.com/download-best-practice-guide">Download this Best Practice Guide</a> to learn how competencies can increase workforce effectiveness and improve business practices.<br />
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