Now What? Maximizing Your Competency Model Investment

You Just Spent

$50K
On Your Company’s
Competency Model,
NOW WHAT?
a presentation brought to you by:
John Bradford

John Bradford
John Bradford is the Senior Vice President of Profiles International Consulting and Coaching
Services. John is the driving force behind Profiles’ global consulting team, helping
organizations identify, develop and deploy mid- and executive-level leadership talent. His
ability to identify the business context of an organization and apply creative thought to
desired business results enables him to craft practical and realistic solutions that can be
implemented from the C-Suite to the front line.

Most recently, John and his team worked with a global multi-national company to identify
the executive competencies that indicate Leadership readiness. Using projected business
results and the company’s 2020 Vision, John’s team developed an Executive Assessment
Process that accurately and reliability identifies incumbent leaders who are candidates for
higher lever positions, strengthening the leadership pipeline and allowing for succession
planning.

John’s team provides Executive Coaching Services for incumbent and aspiring global leaders
Senior Vice President on five continents. He has worked with business of all sizes and within a wide variety of
Training & Consulting Services industries. John’s focus on the achievement of business results and ability to help clients
implement simple, practical and cost-effective solutions makes him a sought after resources
for clients around the world. Some of John’s recent clients include AECOM, Eastman
Chemical and Raytheon Corporation.
A thought leader in the area of leadership development, John authored the Profiles’
CheckPoint Leadership Skill Building and Coaching series consisting of 18 Leadership Skill
Builders. These Skill Builders include an on-the-job leadership process, practical leadership
development activities, and a supporting coaching guide.

Prior to joining Profiles International, Bradford served on the faculty at the University of
Missouri-Columbia. He’s held senior positions with Fortune 100 and 500 companies,
imagine great people
®
shouldering full responsibility for organizational and employee development. He has also
served as President and CEO for a U.S.-based consulting firm.

www.profilesinternational.com
©2012 Profiles International, Inc. All rights reserved.

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Test Publishers
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Client Highlights
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• Represented in nearly 130 countries

Clients We’ve Served


Receive a Complementary Critical Job Study!

1. Select a critical job
2. Assess Job Incumbents
3. Complementary
Job Study


Critical Job Study
Identifies what is really required for success in
any give job – in terms of:

• Learning
• Reasoning
• Communication
• Problem Solving
• Behaviors
• Interests


A Clear Target for Success…
…against which people can be graphically and quantifiably
compared, has implications for…

• Selection
• Development
• Coaching
• Managing
• Succession Planning


Facilitator: John Bradford
What I have learned over time!
Optimize
2006 - Current
Predictable
1997’s
Measured
1993’s
Define
1987’s
Mastery
1979’s Implementing Competencies
1

Case Study - The Challenge

• Dramatic change

• Organization poised for growth

• Critical need identified

• Competency gap

2

Case Study - The Solution

• Close the competency gap

• Create a competency framework, dictionary,
model

• Collaborate with 3rd party vendor

• Invested $50K plus

3

Case Study - The Result
18 months later
– Invested in thousand plus staff hours in training

– Herculean effort but nothing has really changed.

• Not leader behavior

• Not the corporate culture

• Not business results

4


WHY!

Zero Change?
5

Welcome to the Real World of . . .

CHANGE!
1. Organization Change
2. Leadership Change
3. Behavioral Change

6

What’s the Deliverable?
The Competency Model?
Leading & Deciding
Deciding & Takes responsibility for actions, projects and people; takes initiative and works
Initiating Action under own direction; initiates and generates activity and introduces changes into
work processes; makes quick, clear decisions which may include tough choices
or considered risks.
Leading & Provides others with a clear direction; motivates and empowers others; recruits
Supervising staff of a high calibre; provides staff with development opportunities and
coaching; sets appropriate standards of behaviour.
Supporting & Co-operating
Working with Shows respect for the views and contributions of other team members; shows
people empathy; listens, supports and cares for others; consults others and shares
information and expertise with them; builds team spirit and reconciles conflict;
adapts to the team and fits in well.
Adhering to Upholds ethics and values; demonstrates integrity; promotes and defends equal
Principles & Values opportunities, builds diverse teams; encourages organisational and individual
responsibility towards the community and the environment.
Interacting & Presenting
Relating & Easily establishes good relationships with customers and staff; relates well to
Networking people at all levels; builds wide and effective networks of contacts; uses humour
appropriately to bring warmth to relationships with others.
Persuading & Gains clear agreement and commitment from others by persuading, convincing
Influencing and negotiating; makes effective use of political processes to influence and
persuade others; promotes ideas on behalf of oneself or others; makes a strong
personal impact on others; takes care to manage one’s impression on others.
Creating & Conceptualising
Formulating Works strategically to realize organisational goals; sets and develops strategies;
Strategies and identifies, develops positive and compelling visions of the organisation’s future
Concepts potential; takes account of a wide range of issues across, and related to, the
organisation.
Organising & Executing
Planning & Sets clearly defined objectives; plans activities and projects well in advance and
Organising takes account of possible changing circumstances; identifies and organizes
resources needed to accomplish tasks; manages time effectively; monitors
performance against deadlines and milestones.
Delivering Results Focuses on customer needs and satisfaction; sets high standards for quality and
& Meeting quantity; monitors and maintains quality and productivity; works in a systematic,
Customer methodical and orderly way; consistently achieves project goals.
Expectations
Adapting & Coping
Adapting and Adapts to changing circumstances; tolerates ambiguity; accepts new ideas
Responding to and change initiatives; adapts interpersonal style to suit different people or
Change situations; shows an interest in new experiences.
Enterprising & Performing
Achieving personal Accepts and tackles demanding goals with enthusiasm; works hard and puts in
work goals and longer hours when it is necessary; seeks progression to roles of increased
Objectives responsibility and influence; identifies own development needs and makes use
of developmental or training opportunities.
Entrepreneurial & Keeps up to date with competitor information and market trends; identifies
Commercial business opportunities for the organisation; maintains awareness of
Thinking developments in the organizational structure and politics; demonstrates financial
awareness; controls costs and thinks in terms of profit, loss and added value.

7

What the Deliverable?
Competency is “An underlying characteristic of an
individual that is causally related to criterion-referenced
effective or superior performance in a job or situation.”

Competence At Work:
Models For Superior Performance
Lyle M Spencer Jr & Signe M Spencer. (1993).

8


?
Competency is “An of an
individual that is causally related to criterion-referenced
effective or superior performance in a job or situation.”

9

Skills
Knowledge
The Iceberg Model

Self-Concept

Attitude

Value

Trait

Motive
Page 11 Figure 2-1
Central and Surface Competency

Competence At Work: Models For Superior Performance
10 Profiles International, Inc. AllLyle M Spencer
©2012 rights reserved. Jr & Signe M Spencer. (1993).

Skills
Knowledge
Here what you see!

Self-Concept

Attitude

Value Here’s what
Trait you get!
Motive

11 Profiles International, Inc. All rights reserved.
©2012

Competence is a “fuzzy concept” and defined as
“an empirically validated, systematic
description of professional activities within a
certain professional domain.”

The Investigation of Competencies within Professional Domains
Marcel van der Klink & Jo Boon
Human Resources Development International
Pages 41-424, 1469-8374, Volume 5, Issue 4. (2002)

12

Today’s Objective

What would be the benefit to you and
your organization if you knew how to
achieve the desired business results
when implementing competency
models?
13

Let’s Start With the End in Mind!

Performance!

14

Work Performance!

15

Competency Implementation
Why Do We Start The implementation?

16

Hiring with the Competency Model

Ben Jill

17

Differentiating Factors

Ben Jill

18

When Can You Identify Performance?

Regions Time

60% Below
Ben Prospect Sales Quota

Training
Jill Support 125% of
Sales Quota

Hire 18 Months
Later

19

Here’s what you see &
Here’s what
select and manage…
you get!

©2012

Skills
Knowledge
Here what you see!

Self-Concept

Attitude

Value Here’s what
Trait you get!
Motive

©2012

18 months later
– Invested in thousand plus staff hours in training

– Herculean effort but nothing has really changed.

• Not leader behavior

• Not the corporate culture

• Not business results

22

WHY!
Modest at best results?
Ben Jill

23

Organization are Competency Challenged!
Leading & Deciding
Deciding &
Initiating Action
Takes responsibility for actions, projects and people; takes initiative and works
under own direction; initiates and generates activity and introduces changes into
How does the competency
Leading &
Supervising
Provides others with a clear direction; motivates and empowers others; recruits
staff of a high calibre; provides staff with development opportunities and
model link to business results?

How does the model

differentiate performance?

Is there a prioritization among

the competencies?
organisation.
- Critical
takes account of possible changing circumstances; identifies and organizes

- Significant
Organising
& Meeting
Customer
Expectations
quantity; monitors and maintains quality and productivity; works in a systematic,
methodical and orderly way; consistently achieves project goals. - Relevant
Adapting & Coping
Are all the competencies equal?
Objectives

Entrepreneurial &
responsibility and influence; identifies own development needs and makes use
Keeps up to date with competitor information and market trends; identifies
- Selectable
- Developable

24
- Trainable

People are Competency Challenged!
Leading & Deciding
Deciding &
Initiating Action
1. Interviewing
- Listen for relevance
Leading &

- Qualify and quantify

Adhering to
Upholds ethics and values; demonstrates integrity; promotes and defends equal
- Accurately, reliably, assess
responsibility towards the community and the environment. for competency mastery

2. Observing on-the-job
- Differentiate performance
* Novice
organisation.
Planning & Sets clearly defined objectives; plans activities and projects well in advance and * Performs with Assistance,
* Demonstrated Competence,
Organising

* Achievement of excellent performance
Expectations
Adapting & Coping

3. Coaching for competence
work goals and
Objectives
longer hours when it is necessary; seeks progression to roles of increased
- Understanding/buy-in/commitment
- Accelerating competency performance

- Coaching for competency mastery

25

WHY!

Modest at best results?
Ben Jill

26

Competent – Yes . . . Valuable . . . Maybe?

Congratulations, your
competencies ratings
are all exceptional!
Now as soon as we
can figure out
what you actually
accomplish for the
company . . .?

27

End in Mind - Work Performance!

Occupational DNA

28

Why the Productivity Disparity… Performance Predictors
How well does each factor correlate with on-the-job success?
Full Glass = Exact Correlation

Interests Education Training Interview

Experience References Behaviors Cognitive

29

Why the Productivity Disparity… Performance Predictors
How well does each factor correlate with on-the-job success?
Full Glass = Exact Correlation

.10 .15 .13 .14

Interests Education Training Interview

.18 .26 .38 .53

Experience References Behaviors Cognitive
Source: Professor Mike Smith, University of Manchester; John E. Hunter & Rhonda Hunter, “Validity and Utility of Alternative Predictors of Job Performance”, Psychological Bulletin,
30 Vol. 96, No. 1, p. 90; Robert P. Tett, Douglas N. Jackson and Mitchell Rothstein, “Personality Measures as Predictors of Job Performance: A Meta-Analytical Review”, Personnel
Psychology, p. 703, Michigan state University’s School of Business

Selecting the Best Measures of Job Performance
Occupational DNA • What are the specific
building blocks of
competencies for a
particular job?

• What measurable
characteristics
differentiate your best
performers from those
challenged in the
position?

• Can you measure these
characteristics at the
decision point?
31

Individual Characteristics are Critical
Building Blocks of Competencies

Cognitive
Abilities Behavior

Behavioral + Learning
Traits
COMPETENCY

Interest
PERFORMANCE

32

ProfileXT® Differentiating Factors

Cognitive
Abilities

Behavioral
Traits

Interest

33
Page 44

How to Measure
Characteristics or

Does the person have the
cognitive abilities that
match the requirements of
the job?

How will the person typically
behave on the job?

Are the job activities consistent
with their interests?

34

Building Blocks + Competency = Integrated Solution

35

Our Solution

Having done this, we can
show you - graphically and
quantifiably - to what degree
current employees, or
candidates for employment,
match that standard.

36


• Selection
• Development
• Coaching
• Managing

37

The ProfileXT® & Profile Sales Assessment™

Drives a single job-match number

Good Match

38

Key Take Away:
Measuring the Building Blocks of Competencies – The ProfileXT®

A clear understanding of how to
measure the underlying
characteristic of an individual that
is causally related to criterion-
referenced effective or superior
performance in a job or situation.”

39

The Deliverable - Competency Model
Leading & Deciding
Deciding & Takes responsibility for actions, projects and people; takes initiative and works
Initiating Action under own direction; initiates and generates activity and introduces changes into
Leading & Provides others with a clear direction; motivates and empowers others; recruits
organisation.
Organising takes account of possible changing circumstances; identifies and organizes
Expectations
Adapting & Coping
Objectives responsibility and influence; identifies own development needs and makes use

40

What’s the Difference Between

Most organizations apply their resources
towards the creation and implementation of
the competency model rather then realizing
the anticipated benefit.

41

Competency
Model

42
?

Down the path of Realization

1. Communication

2. Accountability

3. Skill

4. Alignment

5. Measurement

43

1. Communication: Make and address the business
case for the competency model.

– Identification of the competency business drivers
Example: Increase Market Share
Improve Sales Capability
Improve Leadership Capability
Reduction of key talent turnover

- Articulate Advocate

44

1. Communication: Make and address the business
case for the competency model.

How do senior leaders show their passion and commitment to an
initiative and its desired results?

Articulate Advocate,
Jack Welch

The consistently advocate, cajole, recognize, reward, and
encourage all key employees In the change effort!

45

2. Accountability: Clearly define roles and
accountabilities for all key stakeholders, starting with
the CEO.

Define for each leader . . .
• What are they accountable for and to whom?
• Establish measures of success
• Plan to cascade down the accountabilities

46

3. Skill: Develop the skills of each key player in the
implementation.

• Executive: communicate and create buy-in

• HR Staff: how to streamline for realistic & practical use

• Front Line Leadership: Coach and reinforce the use

• Employee directly impacted: how this is part of the
natural way work gets done.

47

4. Alignment: Align processes/systems to reinforce the
desired behaviors and outcomes.

Before engaging a major initiative,
the processes and systems must
be diagnosed for the barriers
that Impede or prevent an
organization from realizing its
expected outcomes.

48


49

5. Measurement: Provide clear lead and lag measures
of the desired outputs of the change.

- “You can’t manage what you don’t measure.”
Why are doing this in the first place?
Have we been successful?

50

5. Measurement: Provide clear lead and lag measures
of the desired outputs of the change.

Lag Measure:
- Measure of implementation success (Milestones)
- Number of employees trained
- Satisfaction with training.

Lead Measure:
- Development activities linked to the competencies
- Competencies as part of performance management
- Competencies integrated into professional development plans

51

Competency
Model

52
?

Down the Path of Realizations!
Leading & Deciding
Deciding &
Initiating Action
1. Interviewing
Leading &
Supervising
staff of a high calibre; provides staff with development opportunities and
- Listen for relevance
- Qualify and quantify

Adhering to
Upholds ethics and values; demonstrates integrity; promotes and defends equal
- Accurately, reliably, assess
for competency mastery
Persuading &
Influencing
Gains clear agreement and commitment from others by persuading, convincing
and negotiating; makes effective use of political processes to influence and
2. Observing on-the-job
Formulating
Strategies and
Works strategically to realize organisational goals; sets and develops strategies;
identifies, develops positive and compelling visions of the organisation’s future
- Differentiate performance
* Novice
organisation.
Planning &
Organising
Sets clearly defined objectives; plans activities and projects well in advance and
* Performs with Assistance,
Delivering Results
& Meeting
Focuses on customer needs and satisfaction; sets high standards for quality and
quantity; monitors and maintains quality and productivity; works in a systematic,
* Demonstrated Competence,
Customer
Expectations
methodical and orderly way; consistently achieves project goals.
* Achievement of excellent performance
Adapting & Coping
3. Coaching for competence
Objectives

Entrepreneurial &
Keeps up to date with competitor information and market trends; identifies
- Understanding/buy-in/commitment
Commercial
Thinking
business opportunities for the organisation; maintains awareness of
developments in the organizational structure and politics; demonstrates financial
- Accelerating competency performance
53 - Coaching for competency mastery

Receive a Complementary Critical Job Study!

1. Select a critical job
2. Assess Job Incumbents
3. Complementary
Job Study

54

Critical Job Study
Identifies what is really required for success in
any give job – in terms of:

• Learning
• Reasoning
• Communication
• Problem Solving
• Behaviors
• Interests

55


• Selection
• Development
• Coaching
• Managing

56

Poll
Would you like to receive a complementary
critical job study?

a. Yes
b. No
57

Contact Us

Profiles Assessment Asia (Pte.) Limited
An Authorized Strategic Business Partner of Profiles International

14 , Robinson Road, #08-01A, Far East Finance,
Singapore 048545
Email: info@profiles.com.sg
Telephone: 65717031
Fax: 63334636

Website: http://www.profiles.com.sg

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Now What? Maximizing Your Competency Model Investment

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