- 1. Talent Management for Talent Managers: HRCompetencies for
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2. Talent Management for Talent Managers: HRCompetencies for
2013 and BeyondSpeaker: Gordon Ritchie Director, Competency
Solutions KenexaModerator: Deanna Hartley Senior Editor Talent
Management magazine#TMwebinar 3. Tools You Can Use Q&A Click on
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business days to receive these materials. #TMwebinar 6. Talent
Management for Talent Managers: HRCompetencies for 2013 and
BeyondDeanna HartleySenior EditorTalent Management
magazine#TMwebinar 7. Talent Management for Talent Managers:
HRCompetencies for 2013 and BeyondGordon RitchieDirector,
Competency SolutionsKenexa#TMwebinar 8. TALENT MANAGEMENT FORTALENT
MANAGERS: HR COMPETENCIES FOR 2013AND BEYOND Gordon Ritchie
November 29, 2012To us, business is personal 9. PRESENTATION
OUTLINE HR trends and demands Where HR roles and a competency
framework could go How should HR competencies be implemented?
Questions and discussionCopyright Kenexa, 2011 20128 10. ANALYST
INSIGHT Bersin Research 2012: Challenges Our talent problem may be
sales, . no standard places to find data aboutpeople Start with the
problem, not the data six percent of HR teams rate themselves
excellent in data analysis, while 56percent rated themselves poor.
HR, training, recruiting, and HR generalists are all going to have
to go back to school. Aberdeen Group: The Talent Acquisition
Lifecycle 2012 Best in class strategies Identify important roles
Assess demonstrated skills or competencies Results Twice as many of
their organizational goals met 5 X improvement in customer service
compared to all others 9% cost reduction over others, no change.
Summary: Define your functional job related competencies enables
you to find the best talent, internally or externally first, and
accelerate time to productivity enabling you to maintain
advantage.Copyright Kenexa, 2011 20129 11. HR SPEAKING THE BUSINESS
LINGO Acquiring Engaging Talent Talent Operational Cost of a poor
efficiency rate due to poor hire:employee $300K-$500Kengagement:30%
Cost of losing a Value of a top talented performer: 2-4X
employee:performance of $250K-$500Kaverageemployees Retaining
Evaluating Talent Talent AconsolidationofnumbersfromtheHCI.
Copyright Kenexa, 2012 10Copyright Kenexa, 2011 10 12. THEY SAY.
More complex employment, regulatory and specialty requirements
Increasingly knowledgeable, independent and demanding employees
Workforce demographic challenges More application of technologies
Demand to support business capabilities Focus on managing talent as
competitive mandate Emphasis on process capabilities and metrics
Need for coaching business partners More demand for organization
design and development Changing workforce values, needs and
preferences Increasingly complex, virtual work settings Increasing
globalizationCopyright Kenexa, 2011 201211 13. WE HEAR.Werenotgonna
competewithteamsthathavebigbudgets.Weregonna
workwithintheconstraintsthatwehaveandyouregoingtogooutanddothebestjobyoucanrecruitingnewplayers.Iwantyoutogofindreplacementsfortheguyswelostwiththemoneywedohave.Billy
Beane and his Talent teamsmission was to find, build andreward a
team that can winagainst richer competitors. Copyright Kenexa, 2012
12Copyright Kenexa, 2011 12 14. BIG GOALS, BIG TOOLS, BIG DATA
Disconnected information: I dont mean multiple databases/multiple
tools Garbage in garbage out. Dont let the tool tail, wag the data
dog. What behaviours drive what results and where are
thosemeasures? What behaviours can TM influence/change/enforce?
Compliance, Service, Quality, EBITDA, ..Copyright Kenexa, 2011 2012
13 15. WE WANT Alignmentof HR to business goals Clarityin areas of
responsibility for and from each other Consistencyin communicating
expectations Contribution to our own function and to the
organization Flexibilityin applying our skills and experience in
new areas Professional demonstration of success and engagement
Profitable results in developing our own successCopyright Kenexa,
2011 201214 16. POLL QUESTION #1 How good are your data analysis
and reporting skills? A. Excellent/SME B. Extensive C. Working D.
BasicCopyright Kenexa, , 2012 Copyright Kenexa 2011 1515 17. THE HR
TEAM: MASTER OF BOTH TRADITIONAL AND FUTURE ROLESTraditionalFuture
Job Compensation and Benefits Reward and Recognition Systems
Transaction ManagementHuman Capital Management Strategy
Organization and Employee Continuous Change and Policies and
PracticesInnovation Tactical Problem SolvingProgram and Process
Management Employee Advocacy Business Partnerships Support for
InternalPartnership With Community and ConstituenciesProfessional
GroupsCopyright Kenexa, 2011 2012 16 18. THE HR TEAM: MASTER OF
BOTH TRADITIONAL AND FUTURE ROLESTraditional Future Labor
RelationsEmployee Involvement Coaching and CounselingHigh
Performance Team IndividualsDevelopment Training Program
DesignLearning OrganizationDevelopment Recruiting and
StaffingTalent Systems Design Local FocusGlobal Business
PerspectiveCopyright Kenexa, 2011 2012 17 19. HR FUNCTIONAL
IMPERATIVES Inner DirectedOuter Directed Business
partnershipSupport for leveraging human capital (alignment,
selection, performance, development) Focus on business worth of HR
Protect and service quality attitude activities and products
Improve, eliminate or outsource Support for process excellence
(process any non-value added activitiesimprovement, capture of IP
and best practices metrics) Improved OD/OE capabilities Support
culture of coaching, development and continuous learning Automation
of products andChange management championship servicesCopyright
Kenexa, 2011 2012 18 20. POLL QUESTION #2 How many of you have HR
Functional and Job Specific technical competencies defined for your
roles? A. All HR Functions/Job Roles B. Some C. NoneCopyright
Kenexa, , 2012 Copyright Kenexa 2011 1919 21. PRESENTATION OUTLINE
HR trends and demands Where HR roles and a competency framework
could go How should HR competencies be implemented? Questions and
discussionCopyright Kenexa, 2011 201220 22. KEY HR ROLES Focuses on
Focuses on Focuses on product andThe HR Product/Service
accountbusiness team service The HR GeneralistThe HR Strategist
developmentpartnership and development and andconsultation,
support,management,human resourceSpecialist including installation
strategy selecting and anddevelopment, managingcustomizationand
alignment outsourcedof HR products of human vendors and and
services,resource developing andand consulting consulting, applying
keyinterventionsproducts and technologies. to maximizeservices with
team the effectiveness. organizationsstrategy.Copyright Kenexa,
2011 2012 21 23. HR COMPETENCY FRAMEWORK: DEVELOPMENT ASSUMPTIONS
Aligned with current and future HR work context Comprised of
observable behaviors focused on excellence andconsistent,
easy-to-understand structure Created with clusters or competency
groupings that highlight thedifferent types of behavioral
requirements Designed to be flexible to support the various
applications(hiring/selection; assessment and development;
performancemanagement, career planning; talent management)
Encompassing to include the entire range of behavioralrequirements
for the total HR teamCopyright Kenexa, 2011 201222 24. HR
COMPETENCY FRAMEWORK Required forSuccess factors excellent that
differentiate performance Leadership &Personal performance
across Management across all levelsAttributes career levels or
bands and Competencies functions Success factorsHR Success factors
that HR Functional distinguish that areRole-Specific
Competenciessub-functional/ Shared across Competencies all HR
rolesrole-specific competenciesCopyright Kenexa, 2011 2012 23 25.
PERSONAL ATTRIBUTES ChallengePersonal Attributes Competencies &
Definitions Producing a valuable product and/orResults Orientation:
Maintains focus on those activities that have servicethe greatest
impact on meeting work commitments. Energetically supporting the
Commitment: Demonstrates initiative and personal accountability
organizations vision and strategy to meet work demands according to
the highest standards. Taking personal responsibility to growth
Continuous Learning: Proactively seeks performance feedback and
change and identified approaches to improve own and others
performanceand learning. Exhibiting highest day-to-day work Honesty
& Integrity: Demonstrates the highest level of business
standardsethics and consistently adheres to and promotes key values
andprinciples in all business and personal transactions.Copyright
Kenexa, 2011 201224 26. LEADERSHIP AND MANAGEMENT COMPETENCIES
Organization Leadership andLeadership and Management Competencies
and Definitions LevelManagement Processes WholeCreating a
Compelling Visioning and Alignment: Creates and communicates a
vision of the Organization Vision for Change organization that
inspires and aligns the workforce.Developing a CompetitiveStrategic
Thinking: Actively pursues strategies and high potential
opportunitiesStrategyfor the benefit of the organization.
Operations Generating an IntegratedNetworking: Creates and
leverages a diverse range of key relationships toNetwork improve
access to resources and expertise.Mobilizing and Leveraging
Resource Management: Identifies, mobilizes and tracks resources to
fulfill keyResources objectives and plans GroupBuilding Motivated
TeamsTeamwork: Develops collaborative work groups that maintain
focus on a commonpurpose and leverage the unique talents of its
members.Defining and Implementing Process Excellence: Continuously
improves processes and work products.Core Processes Individual
Maximizing Individual Performance Development: Consistently coaches
and develops team membersPerformance by articulating key
expectations, identifying strengths and development needs
andproviding ongoing support to maximize performance.Reaching
Critical Goals Goal Setting: Develops and tracks challenging goals
aligned with organizationstrategies.Copyright Kenexa, 2011 2012 25
27. CORE HR COMPETENCIES (1 OF 3) Challenges Core HR Competencies
and HR ImpactDefinitions Ethical PracticesStewardship: Provides
advice and Facilitating the design of ethical practicessupport for
values, practices and policies and policiesthat sustain ethical and
legal business Providing guidance to business leaderspractices.
about what is right for the business,Compliance: Applies an
understanding employees, and the communityof key legal precedents,
policies, andpractices to protect the interests of theorganization
and individual employees. Demanding CustomersCustomer Focus:
Responds to Increased focus on customercustomers needs in a manner
thatresponsivenessprovides added value and generates Taking the
lead in organizationalsignificant customer
satisfactionquality/process customer interventions that product
customer value Focus on Core Capabilities Coaching and Consulting:
Provides More focus on strategy, structure, andappropriate advice,
feedback and alignmentdevelopment resources to improve the More
emphasis on process capabilitieseffectiveness of individuals and
teams. Greater emphasis on best practices and benchmarkingCopyright
Kenexa, 2011 2012 26 28. CORE HR COMPETENCIES (2 OF 3)
ChallengesCore HR Competencies and HR Impact Definitions Leveraging
Talent Talent Management: Generates Increased focus on employee
value consistent approaches across the proposition enterprise for
hiring, selecting, retaining, Greater emphasis on maximizing the
valuing and leveraging key talent. impact of human assets
Streamlining and Automating Technology Expertise: Helps to identify
Increased focus on employee value Key Activitiestechnology needs
and mobilizeproposition technologies that provide easy access to
Greater emphasis on maximizing the HR services and methods for
enhancingimpact of human assets learning and personal productivity.
Vendor Management: Selects and managers vendors in a manner that
maximizes benefit to the organization. Access to Information and
Knowledge Management: Demonstrates Identification and leveraging of
soft Expertise a conceptual and practical understanding ofassets
approaches and tools to help organization Developing and leveraging
expert groups, units (team, functions, divisions, networks regions,
subsidiaries) capture, share and Providing online access to key
information exploit knowledge to support achieving to everyone
objectives).Copyright Kenexa, 2011 201227 29. CORE HR COMPETENCIES
(3 OF 3) ChallengesCore HR Competencies andHR Impact Definitions
The Virtual Workplace Virtual Teamwork: Develops and Move toward
more global organizations implements strategies for maximizing the
More cross-team collaboration collaboration of non co-located work
Better use of networks groups. Creation of communities of practice
Focus on MetricsAssessment and Measurement Skills: Focus on
streamlining processes Demonstrates the ability to determine key
More focus on measuring the business needs, diagnose and address
problems, impact of people interventions identify key metrics, and
accurately monitor progress of important initiatives and
activities. Making People Feel Safe and Employee Advocacy:
Maintains focus More focus of leveraging diversity Empowered on
supporting a fair and empowering work Improved HR services
environment for all employees. More emphasis on creating a
supportive organization culture and practiceCopyright Kenexa, 2011
2012 28 30. HR ROLE-SPECIFIC COMPETENCIES Distinguishing HR
Strategist Distinguishing HRDistinguishing HR Competencies and
Generalist CompetenciesSpecialist Competencies Definitionsand
Definitionsand Definitions Business Acumen: Focuses activities
Human Capital Management Strategy:Product/Service Strategy and
decisions on opportunities that Collaboratively develops an
approachDevelopment: Develops and leverages produce significant,
strategic business and methods for leveraging humanperspectives and
insights into HR impact. assets to reach business partner
goalsproduct and service principles and and strategies. strategies
aligned with business strategies. Strategic Influence: Collaborates
withRelationship Management: Develops Situation Analysis:
Accurately others to build buy-in and support forpositive
relationships by demonstrating assesses key customer needs related
to critical initiatives. respect for others perspectives
andproduct/service area. attention to their needs. Strategic
Influence: Collaborates withOrganization Design, DevelopmentProgram
Design: Translates data and others to build buy-in and support
forand Effectiveness: Performs work andinsights into practical,
high-impact critical initiatives. process redesign to improve
individual, program elements, goals, and tasks. team and
organizational effectiveness. HR Strategy Development: Creates an
Project and Product Management: Product and Service Delivery:
integrated plan for leveraging HR Plans and implements
projects,Develops and delivers products and capabilities that
balances support forprograms, and product development services
related to specialty area that business strategy and employee
needs. efforts.produce maximal customer impact and
satisfaction.Copyright Kenexa, 2011 201229 31. FUNCTIONAL
COMPETENCIES What competencies are required for you as an HR
Business partner to effectively align HR to functional needs and
performance measures of the group you are partnering with? HR BP
for IT? Downtime, training, upgrades,. HR BP for Finance? Rev rec,
SarBox, Debt Age,. HR BP for Manufacturing operations? ISO, CMMI,
HR BP for Sales? Booking, Rev Rec, Closure time,.. Should your
Operational Business Partners share those Talent Management
competencies too?Copyright Kenexa, 2011 2012 30 32. WHAT IS YOUR
PROFICIENCY WITH DATA ANALYSIS TOOLS? Basic
Identifiesthescopeandfeaturesofdataanalysistools.
Listscommonlyuseddataanalysistools(e.g.Excel).
Documentsthekeyusesandbenefitsofdiversedataanalysistools.
Collectsupdateddataanalysistoolsfromindustrypublications.WorkingConductsavarietyofdataanalysisprojects,e.g.dataminingandcategorization.
Comparestheusesandbenefitsofdiversedataanalysistools.
Selectsadataanalysistoolforaspecificcasewhileminimizingrisk(e.g.dataloss).
Explainsdataanalysisresultsfromabusinessdevelopmentperspective.
Monitorsdataprocessingproceduresandadjustsdataanalysistoolsaccordingly.
Extensive
Anticipatestheneedfordataanalysistoolsbasedontheorganizationssituation.
Evaluatesdiversetoolsfordataanalysisandcategorizationfunctions.
Predictsrisksindiversedataanalysistoolsandpreparescontingencyplans.
Appraisestheassociatedcostsandbenefitsofvariousdataanalysistools.
Minimizespotentialrisksinvolvedintheprocessofusingdataanalysistools.
Coachesothersontheproperselectionanduseofvariousdataanalysistools.
Excellent/SME
Designsnewdataanalysistoolstoincreasedataprocessingeffectiveness.
Developsstrategiestominimizepotentialriskswhenusingdataanalysistools.
Designsbestpracticestoensuretheefficiencyofdataanalysis,receipt,retrieval,etc.
Expoundsonfuturedevelopmentsindataanalysistoolsandtheirapplications.
Establishesbestpracticesinusingdataanalysistoolstosatisfydataanalysisneeds.
Developsatheoreticalunderstandingofdataanalysistools.Copyright
Kenexa, , 2012 Copyright Kenexa 20113131 33. HR COMPETENCY
FRAMEWORK Results orientation Visioning and Alignment Continuous
learning Strategic Thinking Commitment PersonalLeadership &
Networking Honesty and IntegrityAttributesManagement Resource
Management Teamwork Required forCompetencies Process
Excellenceexcellent Success factors that Performance Development
performance across differentiate Goal Setting all levels &
performance acrossfunctionscareer levels or bands Stewardship HR
Strategist Compliance Business Acumen Customer Focus HR Strategic
Influence Coaching and HR Core Role-Specific Change Management
CompetenciesConsulting Competencies HR Strategy Development Talent
ManagementHR Generalist Success factors that Success factors that
Technology Expertise Organization Design, are shared across
alldistinguish sub Vendor ManagementDevelopment and Knowledge HR
rolesfunctional/role specific Effectiveness Managementcompetencies
Project and Product Virtual Teamwork Management Assessment and
Measurement Skills Relationship Management Employee AdvocacyHR
Specialist Strategy Development Situation Analysis Program Design
Product and Service DeliveryCopyright Kenexa, 2011 2012 32 34.
PRESENTATION OUTLINE HR trends and demands Where HR roles and a
competency framework could go How should HR competencies be
implemented? Questions and discussionCopyright Kenexa, 2011 201233
35. WHAT SHOULD I ASK TO TESTORGANIZATIONAL READINESS?Readiness
FactorHigh=3 Medium=2Low=1 What is the current level of commitment
to competencies in your organization? How sophisticated are your
managers and employees in using competencies? What is the current
level of use for competencies in Talent Management and/or
Operational Effectiveness? What is the level of perceived buy-in,
ownership or validity required? What is the level of capability of
your managers for coaching and performance development? How
sophisticated is your organization in implementing significant
changes?High Level of Readiness = 11-15Medium Level of Readiness =
6-10Copyright Kenexa, 2011 2012 Low Level of Readiness = Less than
6 34 36. COMPETENCY IMPLEMENTATION:FOCUS ON IMPACT
RecommendedApproach80%oftheeffort20%oftheeffortApplicationIntegrationLaunch&LongTermDevelopment
IterationCommunicationImplementation Get the big thingsPosition as
prototypesDevelop and use quickly and update over time. right; dont
dwell onfor learning how to Focus on buy-in and change management
the small stuff.change behaviors (vs. a processes. Apply existing
materials perfect output).Make sure you get to the applications;
dont get and best practices instuck in model development.
developing a rapid draft Focus on the overall architecture Key
success criteria and themes. Typical
Approach20%oftheeffort(ifabletomoveoutof
80%oftheeffortdevelopmentstage)Copyright Kenexa, 2011 201235 37. HR
TRANSFORMATION: COMPETENCY IMPLEMENTATION BEST PRACTICES Model
Building Ensure linkage between competencies and organization
strategies Keep models simple at launch, and leverage tools and
databases to quick start model building Review models frequently to
ensure relevancy, add dimensional criteria and keep the momentum
Applications Focus on assessment and development applications
first, then evaluation and pay applications Focus on integration of
the competencies with all HR processes Improve consistency of
applications rather than allowing too many variations Automate the
processes and tools to minimize paperwork and enable end-users to
have ongoing access Change Management Clarify and communicate
specific objectives of your applications up front Ensure top
management and line management buy-in and ongoing support Involve
managers and employees more deeply in competency development early
in the process Be focused in implementation (i.e., one function,
one pilot group first) Provide training and communication more
consistently and carefully (building in training at all stages of
implementation) Develop and consistently apply a measurement system
used to evaluate the effectiveness of implementation over
timeCopyright Kenexa, 2011 201236 38. ACTIONS Stablize ABCs
Alignment, Behaviours, Communication Do No Harm: Not: Ready, Fire,
Aim Identify what critical measures are used before pulling levers.
Save yourself before you save others: Place your own mask on first.
Lead from the front demonstrates success and results
Professionalise the profession to your business = scalability
andsustainabilityCopyright Kenexa, 2011 2012 37 39. SUMMARY The
climate, practices and competitive environment for
currentorganizations are changing radically The core HR mission of
the future will be to maximize the impact ofthe organizations human
assets HR professionals must respond with significant changes in
bothbehavior and the focus of their roles and relationship with
bothemployees and business partnersCopyright Kenexa, 2011 2012 38
40. QUESTIONS Gordon Ritchie phone: +1 781-851-8319 email:
[email protected] Kenexa, 2011 2012 39 41. Join
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