Prove It To Me! Resilient Talent Management that Delivers

Prove It To Me! Resilient Talent Management that Delivers

Prove It To Me! Resilient Talent Management that Delivers2

Have you ever wondered why some people…

Seem to perform better than others? Receive promotions and others do not? Are more highly regarded and respected?


Have you ever wondered why some people… Seem to perform better than others? Receive promotions and others do not? Are more highly regarded and respected?

It’s about competencies!

Presentation Objectives Illustrate how to use competencies in talent management to

evaluate performance, identify competency gaps, determine promotions, build learning plans

Discuss with your peers how to integrate a competency approach into your company


Introducing O-Equip

O-Equip is dedicated to meeting the office needs of all of our customers, big and small. Our goal is to provide office equipment solutions that increase

your productivity and free up your valuable time.


O-EquipOffice EquipmentQuality products, Unmatched

Service

Profile: Derek Jay, Sales Rep, O-Equip

Title: Sales Representative, Office Equipment, Western British Columbia

Education: BA Commerce Experience: 6 years in sales, Sales Rep in previous company, 2 years with

O-Equip in current position Track Record: Met all goals in past 2 years, exceeded last two quarters;

considered a “go-getter”; star player of corporate Hockey team Position considered for: Regional Manager


Profile: Lea Kater, Sales Rep, O-Equip

Title: Sales Representative, Office Equipment, City of Vancouver

Education: BA Psychology Experience: 9 years with O-Equip, 2 years Customer Service, 3 years Sales

Administrator, 4 years as Sales Rep Track Record: Met all goals in position, exceeded sales targets in previous

year; loyal client base; very organized; active in fundraising Position considered for: Regional Manager


The Performance Development & Review Cycle


Need to LearnNeed to Learn& Develop& Develop

TheTheWhatWhat

PERFORMANCE GOALSCascade from the Strategic/Departmental Plan and Team Priorities

TheTheHowHow

COMPETENCY OBJECTIVESRequired to achieve the Goals

LEARNING & DEVELOPMENT OBJECTIVESAreas that will assist employees achieve their accountabilities, competencies and career objectives

Key Focus Areas


Goals: Sales Rep, O-Equip

Goals(Specific, Relevant)

Success Measures & Targets(Measurable, Achievable, Time-Bound)

Achieve sales targets for standard equipment

Quarterly targets $200K

Introduce new product line into existing client base

Achieve $100K in sales by end of year

Renew and Increase service contracts Renew 90% of current contracts $20K in new contracts (4 new contracts) by end of year


Competencies Defined Any motive, attitude, behaviour or

other personal characteristic that is critical to success and differentiates outstanding performance.

Why are they important? characteristics that enable you to

perform a job in more situations, more often, with better results

tell us “How” superior performance is created.

What are Competencies?


The competency in detail

Client Focus


Competency Profile – Sales Representative


Competency Profile – Sales Representative


Assessing the Competencies


Derek’s Competency Assessment


Lea’s Competency Assessment


L&D Objectives Areas that need improvement to support

accountabilities or competencies Focus on the job specific skills to be developed

Why are they important?

Assist you in performing your current job and/or preparing you for likely future jobs

Develop abilities so you can make a greater contribution to the team or organizational performance

What Are Learning and Development Objectives?


Considerations for Setting L&D ObjectivesL & D Objectives Support goals and career

planning Help you grow in relevant

skills and experiences.

Activities can include: Self learning (reading,

videos) On-the-job activities

(challenging assignments, mentoring, etc.)

Learning programs (workshops, professional meetings, training)

Education Based Relationship Based Experience Based

TrainingWorkshopReadingVideos

Role Modelling FeedbackCoaching

Develop in Role Full Job Change

Skill Building & Practice New Knowledge

Copy of a particular skill or behaviour

360 feedbackMentor relationships

Projects Assignments Task forces

Stretch assignments

Less Development Impact More

10% 70-85%


Derek’s Learning Plan


Derek’s Learning Plan


What else should you consider?

Career Planning Discussions

Discussions on career plans typically take place during the ‘Plan’ phase and are critical to helping you set your Learning & Development objectives

Career planning is a joint responsibility that is initiated by staff and supported by management.

Spend the time and discuss short & long term goals and welcome the coaching and support from your manager


Software Enablers – What to look for?


Robust competency dictionary with behavioral indicators

Robust competency dictionary with behavioral indicators

Competency ProfilesCompetency Profiles

Competency Gap AssessmentsCompetency Gap Assessments

Learning Plan & Bank of Learning Resources

Learning Plan & Bank of Learning Resources

Performance

Management

Succession Planning

Succession Planning

• Process Efficiency• Predictability of Best

Job Fit• Objective

Assessments• Transparent

Communication• Data for Decision

Making

DISCUSSION QUESTIONS



1. Would competencies improve the performance management system in

your company? Why or why not?


2. What would prevent you from implementing competencies tomorrow? What can you do

about it?

Thank you!Thank you!


For more information, please contact:

Lorraine McKayVice-President, HRSG

613-745-6605 [email protected]

www.hrsg.ca

mailto:[email protected]

http://www.hrsg.ca/

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Prove It To Me! Resilient Talent Management that Delivers