A client asked me to help assess the effectiveness of their leadership development framework and the competency pillars of their talent programs. The company had invested in a competency model several years ago and the leader was questioning the effectiveness of those competencies in driving the knowledge, skill and aptitude of potential leaders in her organization.
Our assessment of the current strategic objectives of the organization with particulate focus on key business objectives, recommended closer alignment of well-defined competencies with the business priorities. It was clear to our client that when major changes in the strategic direction of the company took place, the competencies should have been updated. For example, fostering a culture of diversity and inclusion is a key tenet in support of their strategic plan. This competency was not well-developed in existing model.
Our experience is that well-defined competencies are the vehicle to communicate the expectations and requirements relevant to each position level in alignment with business priorities. When integrated into talent management framework, competencies provide the common language and standard when applied via:
- Talent Acquisition: Managers and Leaders use the competencies to craft behavior interview questions and help high performing companies find the best knowledge, skill and cultural fit
- Development: individual development plans guided by competency assessment via Performance Management
- Performance Management: provides the common language to calibrate the “how” work has been achieved
- Succession Management: competencies provide targets areas of development within succession pool candidates and give senior leaders the common language to calibrate
- Learning Framework: high performing organizations are using competencies to provide future-focused career planning templates that are aligned with learning management systems
What we offer is our practice model of the top five competencies of global leadership and the advanced competencies of high performing organizations.
|1. Drive Client Success and Value
· Relationship Management
|2. Operational Excellence
||· Performance Management
· Structure, Systems, Process
· Strategy to Direction
· Quality Management
|3. Collaborate Globally
|· Build relationships
· Communicate effectively cross-culturally
· Leverage networks
· Build trust and display integrity
|4. Influence Through Credibility
· Value-added Solutions
· Relationship Management
· Lead by Example
· Negotiating Persuasively
· Strategic Agility
· Build trust and display Integrity
|5. Effectively Be a Talent Champion
· Coach and Develop
· Effective Succession Management
· Capability Builder
· Retention of Key Talent
|2. Culture Steward
||· Diversity and Inclusion
· Learning Culture
· Talent Master
|3. Foster Continual Transformation
||· Industry and Organizational Knowledge
· Organization Development
· Growth Mindset
The value of competencies is well-established. An example from the Aberdeen Group reported 89% of best-in class organizations had core competencies defined for all roles. [i] What we have learned is that competencies are like other key human capitals programs, the effectiveness comes from the alignment to the strategy, the clear communication of that alignment and the work to define by level.
The Woodshire Group is a consultancy practice to help clients create and invest in the best culture for high performing teams.
Find us at: www.thewoodshiregroup.com
[i] Lombardi, M and Saba, J (2010) Talent Assessment Strategies A Decision Guide for Organizational Performance, Aberdeen Group
Companies spend more money developing high potentials than any other group of leaders. High-potential leaders also spend more hours per year in formal leadership training than any other leadership group. How can companies ensure that they’re reaping the benefits of these would-be high performers?
— Read on www.ddiworld.com/glf2018/high-potential-talent
Your team is extremely powerful and an important tool for getting the most out of the most important resource you have: your human resource.
— Read on www.inc.com/peter-economy/build-really-strong-teams-using-these-5-uncommonly-powerful-secrets.html
Successful career advancement requires leadership, direction, intuition, hard work, and flow. It also requires this.
— Read on www.inc.com/melanie-curtin/in-4-words-billionaire-melinda-gates-lays-out-some-unforgettable-career-advice.html
Organizations need great leaders who not only deliver effective results and develop their teams. As we head into performance management season, it is important to balance that conversation between the review of goals and what it will take to achieve performance in the future. We know the conversation is different when the employee is self-directed, knows where they want to take their career and when the employee looks to you for that guidance. This is where leaders need tools to meet the challenge of aligning the self-directed employee and the employee who is looking to be directed so the result is a more engaged talent who is doing the work you need, and she can see supports her development.
I worked with a client who was thinking hard about aligning strategic business objectives within corporate functions like HR, Legal & Finance. As we broke down the steps in developing a strategic plan, it occurred to me (eureka!), we can guide our talent through similar steps for career development:
As with strategic planning, you start with the landscape analysis:
- Where am I now in my career?
- Where do I want to get to? What is my vision for the future?
- How am I going to get there?
- What is my organization’s vision for the future? How will that impact my role/team?
- How are we going to get there?
- What is the alignment between what my organization needs and what I want?
The 5 Phases of Strategic Development Planning:
- Define the overall career goal (often a role like VP Sales and Marketing) and establish the strategic mission of the career/role (to lead organizational effectiveness through high performing sales and marketing teams)
- Set career development goals and performance targets (strategic projects to lead; be a mentor and a mentee; earn top performance rating; advanced management course on effective teams)
- Formulate a strategy to achieve the development goals and performance targets (how the career development and performance goals will be achieved)
- Implement and execute the strategy developed in step 3
- Evaluate performance on a quarterly review, reformulate as step 2 as changes, challenges and opportunities are presented
As always, I do recommend that leaders seek out their HR Business Partner and Learning Consultant to talk through specific development opportunities for your team. Having a highly self-directed talent is often as challenging as someone who still figuring it out. What I know for sure is the leaders who figure out how to facilitate learning, development and collaboration on their teams is who we want to work with. Consider the tools you have to help guide the career development conversations within your team.
Dyan Connolly, SPHR, CCP
Director Talent Management, The Woodshire Group