Stage I - TalentMinders

Report
Strategic Competency
Profiling/Integration
Simple Truths, Strategies and Tools
Presented by
Andrew Zak, Managing Partner
TalentMinders, LLC.
Before We Begin…
• Ask questions during or following the
presentation
• Raise “Hand” if you experience issues
• Handouts available at end of session
Thank you for joining us today
3/28/2012
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Andrew Zak
Founder/Managing Partner
TalentMinders, LLC.
• Medical and consumer electronics experience –
KPMG, Apple, FedEx, Cordis J&J, Boston Scientific
• Head of regional/global Centers of Excellence
• Track record for driving change and growth
• Dedicated to helping others leverage Talent
Management as key enabler of growth.
3/28/2012
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2012 Talent Management Webinar Calendar
3/28/2012
Date
March 28
Webinar Workshop
“Building a Talent Management Strategy”
April 20
“Strategic Competency Profiling/Integration”
May 18
“Succession Planning/Talent Reviews”
June 22
“Succession Planning Meeting Facilitation”
July 20
“Leadership Development Strategies”
August 24
September 21
“The HRToolbench®: Talent Management Software Solution for
Small and Medium-sized Companies”
“Talent Management Budgeting/ROI”
October 19
“Talent Management Metrics & Scorecard”
November 23
“Performance Coaching/Appraisal”
December 14
“Front-Line Manager Talent Pool”
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Agenda
• Select an approach that achieves
revenue growth
• Build a strategic competency profile
• Integrate across key HR processes
• Key success factors
• Questions and answers
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Select an Approach that Achieves
Revenue Growth
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Select an Approach that Achieves
Revenue Growth
Average percentile ranking
70%
60%
Contribution
To Organization
50%
40%
30%
20%
AGE
21-25
26-30
31-35
36-40
41-45
46-50
51-55
OVER 55
Age
Research performed by Global Novations
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Select an Approach that Achieves
Revenue Growth (cont’d)
Role
Change
Activity
Change
Relationship
Change
Stage I
Stage II
Stage III
Stage IV
Learner
Individual
Contributor
Coach/Mentor
Sponsor /
Innovator
Tasks with
Supervision
Competent
on Own
Guiding
Others
Shaping the
Organization
Independent
Responsibility
for Others
Responsibility
for the
Organization
Dependent
Competencies required for success evolve
and change enabling greater contribution
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Select an Approach that Achieves
Revenue Growth (cont’d)
Stage I – Depending on Others
Characteristics of Stage I include:
Willingly accepts supervision
Demonstrates success on portion of larger project/task
Shows “directed” creativity and initiative
Performs well under time and budget pressure
Masters basic and routine tasks
Learns how “we” do things
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Select an Approach that Achieves
Revenue Growth (cont’d)
Stage II – Contributing Independently
Characteristics of Stage II include:
Assumes responsibility for definable projects
Relies less on supervision; works independently
and produces significant results
Increases in technical expertise and ability
Develops credibility and a reputation
Builds a strong internal network of relationships.
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Select an approach that achieves
revenue growth (cont’d)
Stage III – Contributing Through Others
Characteristics of Stage III include:
Builds a strong internal and external network
Develops broader business perspective
Stimulates others through ideas and knowledge
Serves as a manager, mentor, coach or idea
leader in developing others
Represents the organization effectively to
stakeholders and external groups.
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Select an approach that achieves
revenue growth (cont’d)
Stage IV – Leading Through Vision
Characteristics of Stage IV include:
Provides direction to the organization
Defines and drives critical business
opportunities and needs
Represents the organization on critical
strategic issues
Sponsors promising individuals to prepare
them for leadership roles
• Obtains essential resources.
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Select an approach that achieves
revenue growth (cont’d)
Stage IV – Leading Through Vision
Characteristics of Stage IV include:
Provides direction to the organization
Defines and drives critical business
opportunities and needs
Represents the organization on critical
strategic issues
Sponsors promising individuals to prepare
them for leadership roles
• Obtains essential resources.
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Select an Approach that Achieves
Revenue Growth (cont’d)
Characteristics
Leadership
Competencies
Knowledge and
Skills
Technical/
Business
Competencies
Job
Performance
Key
Responsibilities
Separate “hard” from “soft” to reinforce focus
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Select an Approach that Achieves
Revenue Growth (cont’d)
KCI Leadership Characteristics / Competency: 2. Results Matter - Executes
Key Behaviors by Dimension of Value Contribution
Competency Definition
Stage I
Contributes by following
direction
Executes: Allocates
resources and delegates
work effectively, monitors
the work effort to ensure
requirements are met, and
finds approaches that lead
to ongoing improvement /
strategic advantage in the
business.
Stage II
Contributes by demonstrating
individual competence
Stage III
Contributes through others
Stage IV
Contributes by shaping the
organization
 Assumes personal
accountability.
 Assumes personal
accountability.

Assumes personal accountability;
reinforces need across teams.
 Identifies and gathers the
information necessary to
make timely decisions.
 Applies a balance of facts,
logic and intuition to solving
problems.

Helps others make effective
decisions with limited time and
information.
 Seeks additional help when
needed.
 Makes effective decisions with
limited time and information.

 Learns from experience and
applies knowledge in
decision- making.
 Builds consensus when
making team decisions.
Makes decisions and implements
plans that reflect overall Company
values, goals and objectives.
 Makes decisions and implements
plans that reflect overall Company
values, goals and objectives.

 Maintains high standards of
excellence in work.
 Makes decisions and
implements plans that reflect
overall Company values, goals
and objectives.
Prioritizes & allocates resources
and creates plans in a manner that
best contributes to business needs
with highest value and strategic
alignment.
 Promotes a workplace that
ensures regulatory compliance
and adherence to ethical
standards.

Ensures plans exist to guide
staff/team activities and achieve
appropriate results.

Continually looks for ways to
improve work processes, products
& services.

Delegates work and distributes
decision making to appropriate
levels.
 Follows through on
commitments.
 Effective at fact finding.
 Follows through on
commitments.
 Assumes personal accountability;
reinforces need across
organization.
 Creates structures and policies
that enable effective execution.
 Fosters a culture that encourages
a balance between work and
personal life.
 Creates, refines and drives the
corporate metrics used to shape
and manage the business.
 Considers key business drivers
when making decisions and
planning and executing work.
 Achieves balance between short
and long term priorities when
making decisions.
 Maximizes stakeholder value.
“Strategic Agility”-”Motivates and Inspires Others”-”Optimizes Communication”- “Manages Execution”…
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Select an Approach that Achieves
Revenue Growth (cont’d)
Sales Competency: 5. Customer Focus
•Key Behaviors by Dimension of Value Contribution
Stage I
Contributes by following
direction
Competency Definition
•
•
Customer Focus:
Networks to build targeted,
influential customer contacts and
information sources. Builds close,
long-lasting relationships with
customers based on mutual
respect, trust and credibility.
•
•
•
Begins to identify all key
influencers and decisionmakers within the account.
Learns to develop high-trust
customer relationships;
ensures commitments to
customers are met.
Demonstrates the ability to
target high-yield relationships
within own territory (e.g. high
volume users, key thought
leaders, etc.).
Maintains clear
communications with
customers regarding
expectations; monitors
satisfaction; reports and
follows-up customer
complaints.
Begins to adapt persuasive
style to suit the audience;
recognizes the
background/perspective of the
audience and uses an
approach that the audience
understands.
Stage III
Stage II
Contributes by demonstrating
individual competence
•
•
•
•
•
•
Able to gain access to all
influencers and decisionmakers.
Determines the key buying
influences within an account,
especially as personnel and
customer dynamics change.
Develops selling strategies
that reflect the power
dynamics that influence
buying decisions within the
account.
Targets and develops longterm relationships with key
customer decision-makers
and influencers in the
territory/region accounts.
Aligns key clinical and
economic buying influences
within the customer account.
Builds strong networks within
KCI, with customers and the
medical community in general
to retain customers for longterm profitability.
Stage IV
Contributes by shaping the
organization
Contributes through others
•
•
•
•
Demonstrates ability to quickly
repair relationships with
customers that have a
negative bias towards KCI.
Develops relationships with
customers that are currently
using competitors’ products.
Builds and maintains strong
relationships with mainstream
physician community, seniorlevel hospital staff (where
appropriate), managed care
representatives, government
health officials, senior
administrators, directors of
clinical services, senior
management, etc.
Coaches sales team on
identifying, developing and
retaining relationships with
customers.
•
•
•
•
Develops strategic
relationships with key
managed care and related
government health
officials/decision makers;
serves on selected advisory
boards and committees.
Builds and maintains strong
relationships with CEO’s of
National Purchasing Groups,
IDN’s, Government/Payor
Sources and Key Opinion
Leaders.
Drives a collaborative and
cross-functional effort toward
customer retention,
satisfaction and development.
Leads in the reevaluation of
identifying the current and
future needs of our customers.
“Market Knowledge”-”Strategic Selling”- “Customer Focus” –”Business Management”…
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Select an Approach that Achieves
Revenue Growth (cont’d)
The competency matrix has three components:
2. Developmental Individual
Capabilities (Stages)
Stage 1
Stage 4
3. Behavioral
Descriptions
Linking 1 & 2
Common to all
Functional Teams
b. Customer Service
FunctionSpecific
R&D/QLTY
ORDER -TO-CASH
HUMAN RESOURCES
FINANCE
MARKETING
SALES
LEADERSHIP
BUS. DEVELOPMENT
a. Innovation
Stage 3
OPERATIONS
1. Strategic
Organization
Competencies
Stage 2
KCI VALUES
Staged Core Competencies
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Build a Strategic Competency Profile
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Build a Strategic Competency Profile
Identify Executive Sponsor
Leadership (CEO)
Functional (Functional Head)
Interview key stakeholders to identify needs
Appoint C-Suite-approved HIPO team (12)
Keep commitments/costs to minimum
Execute within short timeframe (3 months).
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Build a Strategic
Competency Profile (cont’d)
• Competency Development Meeting Structure:
Allow 3-4 (4-5 hrs each) meetings maximum; onsite
Executive Sponsor opens 1st meeting with strategy
Identify Organization Competencies to achieve strategy
Split into teams to identify Stage II competencies (futureoriented) that support Organization Competencies
Assign Organization Competencies to complete Stages
Seek Executive Sponsor endorsement and approval.
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Integrate Across Key HR Processes
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Integrate Across Key HR Processes
Performance
Management
Employee
Development
Strategic
Needs
Integrated HR Systems
Talent Management
Competencies
Strategic Staffing
On-boarding
Training Curriculum
Rewards & Recognition
Image courtesy of Global Novations, Inc.
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Integrate Across Key HR Processes (cont’d)
Example: Workforce Development
Sales Training & Development Roadmap
Time
Core
Orientation
Technical/Solutions
Basic 1
Stage I
Basic
Basic 2
Stage II
Intermediate
Stage III
Advanced
Manager Toolkit
Stage IV
Key
Management 1
Function specific
Management 2
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Cross functional
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Integrate Across Key HR Processes (cont’d)
Example: Leadership Development
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Integrate Across Key HR Processes (cont’d)
Example: Career Development
(based on Horizontal growth and not traditional Vertical growth)
Enterprise Leaders
Technical Fellows
Middle Managers
Business Functional Leaders
Technical Leaders
Individual Contributors
Business Leaders
Group Leaders
Idea Leaders
Project Team Leaders
First Line Managers
Stage 4
Stage 3
Stage 2
Stage 1
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Integrate Across Key HR Processes (cont’d)
Review Competencies at start of year
Measure Performance at start of year
1. Strategic Agility (Stage Level 4)
Performance (Check One)
Helps others anticipate trends and execute strategies that drive competitive advantage.
Understands what drives the Company’s competitive advantages. Adapts strategy and
tactics to changing business environments.
Self
Rating
Supervisor
Rating
1 2 3 4 5
1 2 3 4 5
Critical Incidence(s):
2. Executes (Stage Level 4)
Assumes personal accountability. Goes the “extra mile” to satisfy business requirements,
both externally and internally. Looks for opportunities to improve individual performance.
Critical Incidence(s):
Example:
Performance
Appraisal
1 2 3 4 5
1 2 3 4 5
3. Motivates and Inspires Others (Stage Level 4)
Performance (Check One)
Demonstrates enthusiasm for the organization's directions and plans. Fosters mutual
respect. Encourages others to succeed.
Self
Rating
Supervisor
Rating
1 2 3 4 5
1 2 3 4 5
Critical Incidence(s):
4. Identifies and Develops Talent (Stage Level 4)
Actively pursues self-development and feedback. Plans and assesses contributions and
development needs. Sets and achieves standards of personal excellence.
Critical Incidence(s):
5. Drives Creativity and Innovation (Stage Level 4)
Individually, or with the group, produces new ideas and concepts that go beyond the status
quo, that achieve results and that eliminate unnecessary bureaucracy.
Critical Incidence(s):
Performance (Check One)
Self
Supervisor
Rating
Rating
1 2 3 4 5
1 2 3 4 5
Performance (Check One)
Self
Supervisor
Rating
Rating
1 2 3 4 5
1 2 3 4 5
6. Optimizes Communication (Stage Level 4)
Performance (Check One)
Effectively represents the Company in formal and informal presentations.
Personally expresses oral and written ideas in a clear and concise manner.
Self
Rating
Supervisor
Rating
1 2 3 4 5
1 2 3 4 5
Critical Incidence(s):
7. Promotes Teamwork (Stage Level 4)
Supports and builds collaborative relationships at all levels and across the organization as
well as with external constituents (suppliers, customers, communities, etc.)
Critical Incidence(s):
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Performance (Check One)
Self
Supervisor
Rating
Rating
Performance (Check One)
Self
Rating
Supervisor
Rating
1 2 3 4 5
1 2 3 4 5
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Key Success Factors
Key Success Factors
• Success Factors:
Select “staged” approach
Keep process very simple
Engage C-Suite and business stakeholders
Engage Executive Sponsors
Leverage representative HIPO teams
Focus on the business/future orientation
Keep commitment/cost to minimum
Focus on integration not communication
Amend competencies to meet business needs.
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Good Luck…but don’t say
goodbye…
Let me know when you get stuck and need to move forward quickly.
talentminders.com
andrewjzak@talentminders.com
Complimentary tools can be accessed by following link http://bit.ly/JDjVy8
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