?Are you currently using competencies in your training program?

Does competency-based training (CBT) remain a relevant in today’s evolving workplace?

V U C AVOLATILITY UNCERTAINTY COMPLEXITY AMIBIGUIT

Y

With each generation entering the workplace, a greater emphasis is placed on continual development as these new employees know that they are unlikely to stay more than a few years;

…IT’S ABOUT WHAT THEY CAN DEVELOP AND ACQUIRE TO TAKE TO THE NEXT STOP IN THE CAREER JOURNEY.

We know that effective leaders are one of the most important influences on levels of engagement.

Source: Rebecca Ray, Employee Engagement in

a VUCA World

“[T]he most successful strategies are those that make learning a continuous process, hardwired into a company's metabolism.“

Meghan Biro, The New Rules of Leadership

EXTERNAL CHALLENGES:Change and capacity to adapt

INTERNAL CHALLENGES:Employee retention

Workplace demographics

Competency-based training focuses on

identified workplace behaviors essential to

achieve organizational strategic goals.

Alignment

Employee Focused

Build on Strengths

Skills and Knowledge

Improved Performance

Key Characteristics of Competency-Based Training Programs

Managers have unique opportunities in their daily interactions with employees to empower them to discover and develop their strengths, and they have the ability to position employees in roles where they can do what they do best every day…

…Employees who feel engaged at work and who are able to use their strengths in their jobs are more productive and profitable and have higher quality work.

Source: Gallup Study, 2013 State Of The

American Workplace

7 Key Steps to Creating a Competency-Based Training Program

Performance Analysis

Establish Competencies

Establish Job Role Standards

Identify Skill Gaps

Create Individual

Development Plans

Assess and Measure

Repeat

Performance Analysis

Begin with the end in mind

Accomplishment of the organization’s goals

Need for speed and need for competency

Establish Competencies

Top performers across job roles

Critical competencies and capabilities

Common traits and strengths of top performers

Competency Levels

CORE COMPETENCIESIndustry and culture

JOB FAMILY COMPETENCIESBusiness discipline

JOB ROLE COMPETENCIESLevel of mastery required

What about new and emerging competencies?

SOURCE: www.thefutureworkplace.com

• Inclusive decision making

• Genuine solicitation of feedbackCollaborative Mind-set

• Mentors and coaches team

• Provides straight feedbackDeveloper of People

• Use technology to connect customers and employeesDigitally Confident

• Has a diverse mind-set

• Prioritizes social responsibilityGlobal Citizen

• Builds accountability across levels

• Champions innovation

Anticipants and Builds for the Future

Leadership 2020 Model

Learning Agility Defined:

The willingness and ability to learn from experience and the ability to apply what you’ve learned for effective performance in new or unfamiliar conditions.

People who are learning agile: Seek out experiences to learn from; enjoy complex problems and challenges associated with new experiences because they have an interest in making sense of them; perform better because they incorporate new skills into their repertoire.

A person who is learning agile has more lessons, more tools, and more solutions to draw on when faced with new business challenges.”

Source: Victoria Swisher, Becoming an Agile Leader

Establish Job Role Standards

The level of mastery required

Individual contributor, manager or executive

Identify Skill Gaps

Difference between desired and actual level of performance

Focus on 3-4 competencies at a time

Identify applied competencies

COMPETENCY SUPPORTING BEHAVIORS

Customer Focus Considers both short and long-term interests of the customer in making service decisions

Creates strategies to help the organization serve customers more effectively

Establishes and maintains effective relationships with customers and gains their trust and respect.

Identify Skills Gaps

Individual Development Plans

Clarity of expectations

Both manager and individual know the plan

Identify what support and resources are needed

Individual owns their own development and is proactive

What are my development objectives?

What activities do I need to undertake to achieve my objectives?

What support/resources do I need to achieve my objectives

What are the measures of success?

Target date for achieving my objectives

Create an Individual Development Plan

Assess and Measure

Performance improvement

Behavior change

Organizational capabilities

Repeat…

KEY TAKE-AWAYS

Take time to understand what competencies are important to your organization and employees.

Only focus on a few at time to be most effective.

Competency-based training focuses your training efforts based on business needs and performance improvement.

Manager: Transforming into a Culture of Accountability

NEW 5 Part Video Series

1. Employee: What is Accountability?

2. Employee: How to be Accountable

3. Manager: Getting Started on Accountability

4. Manager: Transforming into a Culture of Accountability

5. Manager: Leading Accountable Teams

Using Competencies Successfully -Communicating the Way We Want People To Work

How well do the people in your organization know and

apply your competency framework?

Competencies make explicit the way your organization wants its people to work. Using Competencies Successfully illustrates how to use them in appraisals, in promotion interviews and for self-development.

Wednesday, Feb. 17th1 p.m. Central, 2 p.m. Eastern

Thursday, Feb. 25th1 p.m. Central, 2 p.m. Eastern

Join us for future webinars!

www.bizlibrary.com/webinarsFor Upcoming and On-Demand Webinars

Presenter:

Chris Osborn

Vice President of Organizational Strategy

cosborn@bizlibrary.com

@chrisosbornstl.

Host:

Jessica Petry

Sr. Marketing Specialist

jpetry@bizlibrary.com

@JessLPetry