Post on 01-Nov-2014
description
Attracting, Retaining and
Engaging Technology
Talent
Presented by:
Rena Rasch & Melissa Tessendorf
June 14, 2012
Rena Rasch is the manager of the Kenexa High Performance
Institute‟s Minneapolis team, which she joined in 2008. She also
manages the Institute‟s WorkTrends™ study, an annual employee
opinion survey of over 35,000 workers in 29 countries around the
world.
Rena strives to provide empirically-based solutions to HR
practitioners‟ biggest questions. Topics of interest include
employee engagement, generational differences in the workplace,
trust in leadership, work-life balance and work stress, unionization
intent, why employees join and leave their organizations, and
many others.
Rena will receive her Ph.D. in I/O psychology from the University
of Minnesota in the summer of 2012.
Rena Rasch, Research Manager
Kenexa High Performance Institute
Melissa supports the Competency Solutions and Executive Compensation
businesses and contributes to the organization's thought leadership activity
and strategic direction. Prior to joining Kenexa, Melissa was Managing Director
of Professional Services Operations with Salary.com supporting the Talent
Management, Human Capital Management Consulting and Payroll groups.
Melissa began her career in compensation as a consultant at BankBoston working with the
Wholesale Bank and Debt Capital Markets businesses. Continuing to build expertise in
Executive Compensation, she joined W.T. Haigh & Company, a boutique executive
compensation and human resources consulting firm in Cambridge, MA. As one of the firm's
Consultants, Melissa was responsible for client relationships, design and implementation of
executive compensation and broader human resources plans and programs.
Melissa Tessendorf, Client
Relationship Director, Kenexa
Agenda
Copyright Kenexa® High Performance Institute, 2012
• WorkTrends survey data and questions
• How do we attract US technology employees?
• How do we engage them?
• How do we retain them?
• Addressing Drivers with Competencies
• Competencies
• The “Job”
• Career Advancement
• Training and Development
• Summary
WorkTrendsTM Survey
Copyright Kenexa® High Performance Institute, 2012
• Administered annually or bi-annually since 1984
• In 2012 taken online by 33,500 full-time workers across 29 countries
• Currently includes over 200 questions about workplace issues, employee attitudes, management behaviors, and organizational practices
• Diverse sample of the working population across organizations, industries, job types, ages, gender, etc.
What are these US technology employees like?
Copyright Kenexa® High Performance Institute, 2012
• Technical jobs (e.g., medical technician, computer programmer, engineering technician)
• N = 1,210
• 57% in an IT-related department or role
• 46% have a bachelors degree, 19% have a graduate/professional degree
• All major industries represented, biggest industries are:
– Health Care Services (14%)
– Electronics and Computer Manufacturing (11%)
What questions did we ask them?
Copyright Kenexa® High Performance Institute, 2012
• Why did you join your current organization? (distribute 100 percentage points to these categories)
– Development and growth opportunities
– The job itself, including the type of work I’d be doing, meaningfulness of my work, and work/life balance
– Organization’s values and reputation
– Compensation, benefits and recognition
– The people I work with; my boss, coworkers and leaders
– Other work-related reasons
– Other personal reasons, such as spouse relocation
What questions did we ask them?
Copyright Kenexa® High Performance Institute, 2012
• Employee Engagement
– Pride - I am proud to tell people I work for my company.
– Satisfaction - Overall, I am extremely satisfied with my company as a place to work.
– Advocacy - I would gladly refer a good friend or family member to my company for employment.
– Commitment - I rarely think about looking for a new job with another company.
• Turnover Intentions - I am seriously considering leaving my organization within the next 12 months.
What questions did we ask them?
Copyright Kenexa® High Performance Institute, 2012
• We also asked about 22 other topics
– Career Advancement
– Compensation
– Control Over Work
– Cooperation
– CSR and Business Ethics
– Customer Orientation
– Direct Manager Effectiveness
– Diversity
– Goals and Feedback
– Innovative Climate
– Job Security
– Process Formalization
– Quality Emphasis
– Recognition
– Safe Work Environment
– Senior Leader Effectiveness
– Training and Development
– Transparent Communication
– Work Life Balance
– Work Processes and Equipment
– Work Stress
– Workload
How do we attract US technology employees?
Copyright Kenexa® High Performance Institute, 2012
30%
26% 15%
10%
8%
6% 5% The job
Compensation
Development
The Organization
The People
Other Work-Related
Other Personal
Why Join?
How do US technology employees compare to others?
Copyright Kenexa® High Performance Institute, 2012
0%
5%
10%
15%
20%
25%
30%
35%
Technical Clerical Sales Service
Wh
y Jo
in?
The job
Compensation
Development
The Organization
The People
Other Work-Related
Other Personal
How do US technology employees differ by organizational level?
Copyright Kenexa® High Performance Institute, 2012
0%
5%
10%
15%
20%
25%
30%
35%
Individual Supervisor Manager
Wh
y Jo
in?
The job
Compensation
Development
The Organization
Other work-related
The people
Other personal
How do technology employees differ by market type?
Copyright Kenexa® High Performance Institute, 2012
0%
5%
10%
15%
20%
25%
30%
35%
Established Emerging
Wh
y Jo
in?
The Job
Compensation
Development
The Organization
Other work-related
The People
Other personal
Note: Established markets are the G7 (US, Canada, UK, France, Germany, Italy, and Japan) and emerging markets are the BRIC countries (Brazil, Russia, India, and China).
How do US technology employees differ by generation?
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Note: Baby boomers born between 1943 and 1960. Generation X born between 1961 and 1981. Millennials born 1982 and later.
0%
5%
10%
15%
20%
25%
30%
35%
Boomers Gen Xers Millennials
Wh
y Jo
in?
The Job
Compensation
Development
Other Work-Related
The Organization
The People
Other Personal
Summary: How do we attract US technology employees?
Copyright Kenexa® High Performance Institute, 2012
Why do they join? • US technology employees joined their current organization primarily for
the characteristics of the job and compensation, and to a lesser extent growth and development opportunities
• Compared to clerical and services workers, they put more emphasis on potential for growth and development
• Technology employees who are supervisors or managers place even more emphasis on growth and development
• Technology employees in emerging markets exhibit different profiles; more emphasis on pay and growth, less on the job
• Technology employees also vary by generation; Millennials place more emphasis on growth and development
How do we engage US technology employees?
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Unexplained 28%
Career Advancement 8%
Senior Leader Effectiveness 5%
Recognition 4%
Training and Development 4%
Work Life Balance 4%
CSR and Business Ethics 4%
Compensation 3%
Quality Emphasis 3%
Job Security 3%
Innovative Climate 3%
Cooperation 3%
Diversity 3%
Transparent Communication 3%
Customer Orientation 3%
Safe Work Environment 3%Direct Manager Effectiveness 3%
Work Stress 3%
Workload 3%Work Processes and Equipment 2%
Goals and Feedback 2%Control Over Work 2%
Process Formalization 2%
Explained 72%
How do US technology employees differ by organizational level?
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Driver Individual Supervisor Manager
Career Advancement 10% 8% 6%
Compensation 4% 3% 3%
Control Over Work 2% 3% 2%
Cooperation 3% 3% 4%
CSR and Business Ethics 4% 3% 3%
Customer Orientation 3% 4% 2%
Direct Manager Effectiveness 2% 3% 3%
Diversity 3% 3% 3%
Goals and Feedback 2% 2% 3%
Innovative Climate 3% 5% 5%
Job Security 3% 3% 5%
Process Formalization 1% 1% 3%
Quality Emphasis 3% 3% 4%
Recognition 4% 7% 5%
Safe Work Environment 3% 3% 3%
Senior Leader Effectiveness 6% 3% 6%
Training and Development 4% 5% 4%
Transparent Communication 3% 3% 4%
Work Life Balance 3% 4% 4%
Work Processes and Equipment 2% 2% 2%
Work Stress 2% 3% 3%
Workload 2% 3% 3%
Unexplained 29% 22% 21%
Unexplained 28%
Career Advancement 7%
Compensation 4%
Control Over Work 2%Cooperation 2%
CSR and Business Ethics 5%
Customer Orientation 3%Direct Manager Effectiveness 2%
Diversity 3%
Goals and Feedback 2%Innovative Climate 2%
Job Security 4%
Process Formalization 2%Quality Emphasis 3%
Recognition 4%
Safe Work Environment 3%
Senior Leader Effectiveness 5%
Training and Development 4%
Transparent Communication 3%
Work Life Balance 5%
Work Processes and Equipment 2%
Work Stress 3%Workload 2%
Explained 72% Unexplained 30%
Career Advancement 8%
Compensation 5%
Control Over Work 2%Cooperation 2%
CSR and Business Ethics 3%
Customer Orientation 3%
Direct Manager Effectiveness 3%
Diversity 2%Goals and Feedback 2%
Innovative Climate 3%
Job Security 4%
Process Formalization 2%Quality Emphasis 2%
Recognition 4%
Safe Work Environment 3%
Senior Leader Effectiveness 4%
Training and Development 4%
Transparent Communication 3%
Work Life Balance 3%Work Processes and Equipment 2%
Work Stress 3%
Workload 3%
Explained 70%
How do technology employees differ by market type?
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Established Markets
Emerging Markets
Summary: How do we engage US technology employees?
Copyright Kenexa® High Performance Institute, 2012
How do we engage them? • Out of over 20 workplace factors, 6 are most important to US technology
employees’ engagement: – Having opportunities for career advancement (8%) – Having trustworthy and effective senior leaders (5%) – Receiving recognition for their work (4%) – Receiving training needed to do their jobs (4%) – Working for an organizational that supports the balance between
personal and work goals (4%) – Working for an organization that has a socially responsible and
ethical business culture (4%) • Importance varies slightly by level; career advancement is more important
to individual contributors , senior leader effectiveness is less important to supervisors, recognition is more important to supervisors, and job security is more important to managers
• In emerging markets career advancement and compensation are more important, while in established markets WLB , CSR, and ethical business practices are more important
How do we retain US technology employees?
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Unexplained 64%
Career Advancement 7%
Compensation 3%
Work Life Balance 2%
Senior Leader Effectiveness 2%
Transparent Communication 2%
Recognition 2%
Work Stress 2%
Job Security 2%
Cooperation 2%
Training and Development 2%
Workload 1%
CSR and Business Ethics 1%
Diversity 1%Direct Manager Effectiveness 1%
Innovative Climate 1%Work Processes and Equipment 1%
Quality Emphasis 1%Goals and Feedback 1%Control Over Work 1%
Safe Work Environment 1%Customer Orientation 1%
Process Formalization 0%
Explained 36%
How do US technology employees differ by organizational level?
Copyright Kenexa® High Performance Institute, 2012
Driver Individual Supervisor Manager
Career Advancement 10% 5% 4%
Compensation 4% 2% 2%
Control Over Work 1% 1% 1%
Cooperation 2% 1% 2%
CSR and Business Ethics 1% 1% 2%
Customer Orientation 1% 2% 1%
Direct Manager Effectiveness 2% 1% 1%
Diversity 1% 1% 2%
Goals and Feedback 1% 1% 1%
Innovative Climate 1% 4% 2%
Job Security 2% 3% 2%
Process Formalization 0% 1% 1%
Quality Emphasis 1% 1% 2%
Recognition 2% 4% 2%
Safe Work Environment 1% 1% 1%
Senior Leader Effectiveness 2% 1% 4%
Training and Development 2% 2% 1%
Transparent Communication 2% 3% 4%
Work Life Balance 3% 1% 2%
Work Processes and Equipment 1% 1% 1%
Work Stress 2% 1% 2%
Workload 2% 1% 2%
Unexplained 58% 64% 61%
Unexplained 69%
Career Advancement 4%
Compensation 1%Control Over Work 1%
Cooperation 1%
CSR and Business Ethics 3%
Customer Orientation 1%Direct Manager Effectiveness 1%
Diversity 1%
Goals and Feedback 1%Innovative Climate 1%
Job Security 2%
Process Formalization 1%Quality Emphasis 1%
Recognition 1%
Safe Work Environment 1%
Senior Leader Effectiveness 2%
Training and Development 2%
Transparent Communication 1%
Work Life Balance 2%
Work Processes and Equipment 1%
Work Stress 2%
Workload 1%
Explained 31%Unexplained 78%
Career Advancement 4%
Compensation 2%
Control Over Work 0%Cooperation 1%
CSR and Business Ethics 1%Customer Orientation 0%
Direct Manager Effectiveness 2%
Diversity 0%Goals and Feedback 0%Innovative Climate 1%
Job Security 2%
Process Formalization 0%Quality Emphasis 1%
Recognition 2%
Safe Work Environment 1%
Senior Leader Effectiveness 1%
Training and Development 1%
Transparent Communication 1%
Work Life Balance 1%Work Processes and Equipment 0%
Work Stress 0%Workload 1%
Explained 22%
How do technology employees differ by market type?
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Emerging Markets
Established Markets
Summary: How do we retain US technology employees?
Copyright Kenexa® High Performance Institute, 2012
• The two most important reasons US technology employees leave are: – Dead-end jobs (7%) – Unfair and unclear compensation practices (3%)
• Organizational practices that engage employees also help keep them: opportunities for advancement
• Compensation practices both draws people in and runs them off • Similar to employee engagement, career advancement is more important
to individuals than supervisors or managers, senior leader effectiveness is less important to supervisors, recognition is more important to supervisors
• Similar to employee engagement, socially responsible and ethical business culture is more important in established markets
Key Drivers
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Attraction
• “The Job”
• Compensation
Engagement
• Career Advancement
• Training & Development
• Fair/Transparent Compensation
Retention
• Career Advancement
• Fair/Transparent Compensation
Aligning with Drivers
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• Define your organization’s jobs to ensure that candidates who value the job itself understand how to be successful in the role.
“The Job”
• Leverage compensation market data to ensure that initial offers and ongoing rewards are competitive.
• Educate the organization on how compensation is determined and how to maximize it.
Fair/Transparent Compensation
• Define career paths for each job. Career
Advancement
• Build development plans for individual employees. Training &
Development
Fair/Transparent Compensation
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Compensation
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“Fair”
• Market-competitive, internally equitable
“… and Transparent”
Understand how pay is determined
Know how to maximize pay
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Compensation
External competitiveness
3rd party benchmark salary data
Industry-specific
Internal equity
Analyze actual pay against stated practices
Compare pay for similarly situated employees
Transparency
Decide what and how much you want to communicate
Spend your time on education, not data management
Competencies
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Copyright Kenexa®, 2012
Competencies
Functional Competencies
Core, Leadership
& Levels-Based Competencies
Technical and Domain Specific Competencies
Reflects strategy and culture Supports selection and hiring Reflects the leadership pipeline Applicable to all roles
Reflects functional strategy and key skills
Applies to all functional incumbents and candidates
Reflects job/role specific knowledge and skills
Well suited for skills assessment, skills inventory analysis and development
Applies to incumbents and candidates by position
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Competency Models/Job Profiles
Leadership competencies
Functional/Job Specific Competencies
Fin
an
ce &
Acco
un
ting
Core organizational competencies
Pu
rch
asin
g
& P
ayab
les
Researc
h &
Develo
pm
en
t
Cre
dit &
Co
llec
tion
s
Info
rmatio
n
Tech
no
log
y
Innovation
Alignment
Business
Analysis
Innovation
Alignment
Business
Analysis
Copyright Kenexa®, 2012
The Common Denominator
High Tech Software
Development
Adaptability
Coaching & Mentoring
Project Management
Technology Toolkits
Domain Expertise
Innovation Create a mix of
innovation,
adaptability,
domain expertise
in a candidate, a
team or an
organization
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Competencies in the Organization
Competencies Understand | Measure | Improve
Learning and Development
• Identify areas of development;
• Align resources to business
strategy.
Succession
• Identify and prepare
succession
candidates.
• Establish expectations
for progression.
Recruitment • Match candidates to
positions based on
competencies.
• Establish competency
requirements for „new
hires‟.
Performance Management
• Provide a clear understanding
of what „good‟ looks like.
• Provide a basis for
performance discussions and
coaching and feedback.
Resource Management
Career Planning
• Provide a career planning
framework that aligns to
company objectives and
career aspirations.
• Assign employees to project teams
based on critical requirements.
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Competencies enable you to…
• Better Define the Role
• Select the Right Person for the Right Role
• Facilitate Growth and Development
• Identify Career Opportunities
• Provided Open and Productive Feedback
The “Job”
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Copyright Kenexa®, 2012
Defining the Role
Engage Technology Professionals through:
Information
Clear Expectations
Room to Move
Acknowledging Contributions and Ideas
Logic and Objectivity; remove subjectivity where
possible
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What Defines the Role
Job Descriptions Roles and Responsibilities
Key Tasks Education
Years of Experience Requirements
Compensation Opportunity
Pay for
Performance
Job – Specific
Competencies
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Defining Job Components
Job XYZ Responsibilities
include
Innovating new
analysis
techniques to
create the highest
quality…..
Xxxx
xxx
Job XYZ
Responsibilities
1. Create applications for
sale to the open
market….
2. xxxx
3. xxxx
Innovation –
Level 3
Communications –
Level 2
Systems Analysis –
Level 4
System Testing –
Level 2
Copyright Kenexa®, 2012
Communicating the Role
Job Title Software Development Specialist, Master
Description
Leads the technical design and development of new or enhanced
software products or systems.
Resp. 1
Architects new software products. Defines software platforms,
components, and interfaces and selects development tools.
Resp. 2
Designs complicated software products, modules, and routines.
Selects and applies software development tools and methodologies
for projects.
Resp. 3
Counsels product and development planners on new and improved
development technologies, methodologies and tools.
Resp. 4
Provides technology direction for software development strategies
and plans. Provides technical guidance to development teams.
Copyright Kenexa®, 2012
Beyond Responsibilites
Competency Innovation
Definition Develops new ideas and initiatives that improve the organization's performance.
Level 1: Basic Understanding
Suggests better ways of completing own work.
Demonstrates the ability to generate ideas organically or in a brainstorming session.
Supports innovations that are introduced by team leaders and managers.
Seeks help to shape ideas into workable proposals for change.
Level 2: Working Experience
Seeks new or non-traditional ideas to improve effectiveness in own area of responsibility.
Participates in efforts to develop ideas generated by team members.
Seeks applicable new ideas and approaches.
Surfaces ideas from other groups that have applicability to the team.
Helps develop implementation plans for introducing innovations to the group.
Level 3: Extensive Experience
Encourages exploration of non-traditional ideas from team members.
Seeks new or non-traditional ideas to improve effectiveness in team's area of responsibility.
Fosters a team culture that encourages exploration of non-traditional ideas.
Guides team members in the development and fulfillment of proposed innovations.
Develops change initiatives that target improvement of significant organizational capabilities.
Implements strategies for renewing or deepening change efforts.
Level 4: Subject Matter
Depth and
Breadth
Introduces new perspectives and information to the team in order to stimulate innovation and change.
Supports new ideas and technologies that produce competitive advantage.
Shares best practices and benchmarks of excellence.
Provides ongoing sponsorship for innovation programs and change initiatives.
Mentors team to question established practices and propose innovations.
Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.
Copyright Kenexa®, 2012
Describing Good or Target Performance
Competency Innovation
Definition Develops new ideas and initiatives that improve the organization's performance.
Level 1: Basic
Understanding
Suggests better ways of completing own work.
Demonstrates the ability to generate ideas organically or in a brainstorming session.
Supports innovations that are introduced by team leaders and managers.
Seeks help to shape ideas into workable proposals for change.
Copyright Kenexa®, 2012
Filling the Role – Interview Questions
Interview Question
Name Interview Question Description
Interview
Question Group
Names
Innovation for Impact Can you give an example of an
idea you introduced that was
implemented? What was the
impact?
Results
Generating Ideas What are some of the ideas
you've come up with recently?
Results
Evaluating Ideas How do you decide which ideas
to turn into proposals?
Solution
Copyright Kenexa®, 2012
Filling the Role – Interview Guides
Innovation Question 1
1. Innovation for Impact: Can you give an example of an idea you
introduced that was implemented? What was the impact?
How did you come up with this idea?
Was this solution successful?
Interviewer
Rating:
(Circle ONLY one)
Below Average Average Above Average
Gives an
ordinary answer.
Demonstrates
moderate
innovation; or likely
answer.
Describes a
creative approach;
AND tells why it
was successful.
0 1 2
Innovation Management Notes
Copyright Kenexa®, 2012
Problem: Excessive First Year Turnover
Actions and Decision
• Talent Acquisition retrieves a existing job descriptions, reviews with hiring manager, and
begins to screen based on prior positions, years of experience and education.
• Several seasoned individuals are hired in the first three months. Half are going before
year-end, either washing out of the organization or self-selecting out.
• Talent Acquisition revamps interview process making it “more robust” but continues to
source using the same criteria.
Cost to Company
• First year turnover is extreme
• Company is losing $100,00-250,00 per position in terms of cost to hire
• Morale and productivity is begin to suffer as current staff continues to pick up
responsibilities of lost hire
Background:
• Organization is fast-moving, innovative company that values collaboration and
adaptability.
• A new five year contract has been signed.
• A staffing plan has been created and Talent Acquisition has begun the recruiting
process to fill key positions in three months
Copyright Kenexa®, 2012
Solution: Candidate/Success Profiles
Actions and Decision
• Using the job description as a starting point, a candidate profile is created.
• Core competencies linked to the values of the company are added to determine
potential fit of the candidate.
• Working with subject matter experts, job-specific competencies are added to determine
readiness of the candidate.
• Interview questions and guides are prepared to asses the candidates against each of
the dimensions of the job profile.
Value to Company
• First year turnover is reduced.
• Talent pipeline grows with new hires that fit the culture and prepared to be successful in
their roles
• Employee satisfaction and engagement improves as new hires clearly understand the
expectations of the role.
Background:
• Talent Acquisition has been furiously executing against the staffing plan and
continuing to source candidates
• First year hires have a high failure rate. They years of experience are attracting
candidates that do not fit with the current culture.
• While good on paper, many candidates do not have the skills to be successful in the
role.
Career Advancement
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Copyright Kenexa®, 2012
Benefits Of Career Pathing/Planning
Align Employee Desire with Business Needs
Support Talent Mobility
Maximize Workforce Potential
Dual Track
Path for Management
Path for Individual Contributors
Copyright Kenexa®, 2012
Identifying Opportunities – Verticial /Depth: The Job Family
Progression
Software Development
Director
Software Development
Specialist, Master
Software Developer,
Sr.
Software Developer
Software Developer,
Jr.
Alignment 4 3
Innovation 3 3 2 1 1
Producing Results 4 3 2 1 1
SOFTWARE ENGINEERING
4 3 2 2 1
Software Product Design/Architecture 4 2 1 1
Software Development 3 3 2 2
Software Problem Management
3 2
Software Product Testing 3 3 2 2
Required Proficiency Levels
Copyright Kenexa®, 2012
Identifying Opportunities – Horizontal/Breadth: Across the
Function or Organization
Job Family Name Software
Engineering Software Field
Support Software Product
Quality Management
Job Family Description
Design, development, delivery, and enhancement of software products, systems and platforms.
On-site and remote customer support for installation and operation of company's software products, systems, and platforms.
Quality management, quality assurance, quality control, testing and compliance services for software products, systems and platforms.
2 Senior Management
Strategy formulation; Vision implementation; Operational responsibility; Cost and risk management; Enterprise view
Software Development Director
Field Service Director Quality Assurance Director
3 Management; Senior Level Consulting
Functional, technical or process leadership; Management of multiple teams; High complexity and ambiguity; Tactical responsibilities
Software Development Manager, Group
Field Service Manager, Region
Quality Assurance Manager, Group
Software Development Specialist, Master
Field Service Specialist, Master
Testing Manager, Senior
Quality Assurance Architect
Copyright Kenexa®, 2012
Identifying Opportunities – Horizontal/Breadth: Across the
Function
Example Competencies Target Proficiency Level
Software Developer
Specialist, Master
Target Proficiency Level
Testing Manager, Senior
Jim's Current
Proficiency Level
Knowledge of Organization 2 2 2
Products and Services 3 3 3
Earned Value Management 3 3 3
Software Development 3 3
RAD (Rapid Application
Delivery) 4 4 4
Extreme Programming (XP) 4 3 3
IT PROJECT
MANAGEMENT 3 2 3
INFORMATION SECURITY
MANAGEMENT 3 2 2
Configuration Management 3 2 3
ISO 9000-3 3 1 2
Copyright Kenexa®, 2012
Across the Organization
ORGANIZATIONAL FUNCTIONS Information Technology
Job Family Names Software
Engineering Software Field
Support
2 Senior Management
Strategy formulation; Vision implementation; Op responsibility; Cost and risk management; Enterprise view
Software Development Director
Field Service Director
3 Management; Senior Level Consulting
Functional, technical or process leadership; Management of multiple teams; High complexity and ambiguity; Tactical responsibilities
Software Development Manager, Group
Field Service Manager, Region
Software Dev. Spec, Master
Field Service Specialist, Master
Oil & Gas Industry
Exploration Production
Exploration Director Production Director
Geoscientist Manager Drilling Operations Manager
Exploration Manager Oilfield Manager
Geophysicist Production Engineer
Reservoir Engineer (Exploration)
Reservoir Engineer (Production)
General Corporate Functions
Compensation and Benefits
Human Resources
Benefits Director Human Resources Director
Compensation and Benefits Director
International Human Resources Director
Compensation and Benefits Manager
Health and Safety Manager
Compensation Manager
HRIS Manager
Corporate Insurance Manager
Human Resources Consultant, Senior
Executive Comp Manager
Recruitment Manager
Copyright Kenexa®, 2012
Problem: Dramatic Drop in Engagement between Years 3 and 5
Solution: Career Pathing/Planning
Actions and Decision
• With competencies as the foundation, both vertical and horizontal opportunities are
communicated to the organization.
• Employees are encouraged to consider increasing the breadth of their experience and
skills not just depth.
• These moves are supported with the appropriate development and learning support.
Value to Company
• Turnover returns to normal levels.
• Level of engagement dramatically rises.
• Company benefits from new ideas and perspective from cross pollination of talent.
• Talent mobility enabled.
Background:
• An organization committed to best practices conducts an employee engagement
survey.
• The survey uncovers that employees with 3 to 5 years of tenure have unusually low
levels of engagement.
• This is supported by turnover rates for that population
Training and Development
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Copyright Kenexa®, 2012
Training and Development
Facilitate Employee Growth
Understand Where Gaps Exist
Better Allocate Training and Development
Budgets
Build Skills for Future Success
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Competency-Based Development Plans
Development
Statement Name Description
Devel.
Statement
Group Types
Fostering
Innovation
Foster innovation by increasing R&D
expenditures by 20% in the next year.
Quantitative
Prompting
Innovative
Thinking
Attend industry-specific conferences on
a quarterly basis, and look for products
of offerings that could be improved or
expanded on as a way to jumpstart
innovative thinking.
Qualitative
Rewarding
Innovation
Offer a quarterly award to the most
innovative employee, as measured by
the number or success of innovations.
Qualitative
Copyright Kenexa®, 2012
Competency-Based Coaching
Coaching Tip
Name Description
Coaching Tip
Type
Looking for
Alternative
Solutions
Look for alternative solutions to business
problems, without initially evaluating
feasibility or likelihood of success.
Exploring|Planning
Sharing Problems
for Second
Opinions
Encourage your team to share problems
with coworkers for second opinions.
People not directly involved in the problem
can provide ideas and points of view not
previously explored.
Promoting
Out-of-the-Box
Thinking
For major projects, hold brainstorming
meetings with your team that facilitate out-
of-the-box thinking. Let employees
bounce ideas off of each other without
requiring an immediate solution.
Exploring
Copyright Kenexa®, 2012
Bridging the Gap – Learning and Development Plans
Learning
Reference
Learning Reference
Name
Learning Reference
Description
Activities On & Off
the job
Quality initiative
participation
Participate in the
implementation of a significant
quality initiative that includes
process mapping, developing
improvement strategies,
negotiating tradeoffs and buy-
in for resources, and
developing follow-up
measurements
Activities On & Off
the job
Observe role models Observe and analyze the
behavior of potential role
models for change
Activities On & Off
the job
Create benchmarks Benchmark other groups or
external organizations to get
new ideas for productive
change
Copyright Kenexa®, 2012
Problem: Failed Opportunity for Development
Actions and Decision
• Marty asks Jim to write up his accomplishments for the year
• The review lasts 15 minutes with Marty choosing the “3” in the scale for most areas to
avoid confrontation or protracted discussion – suggests Jim select some classes to take
for the year.
• Jim feels underappreciated and under utilized, but has no way to talk to Marty about
specific skills. He pursues training that will help him become more marketable outside
of the company
• Marty is relieved that review is over so that he can get back to work
Cost to Company
• Jim‟s potential is not being tapped., and he performs at the same level the next year
• Training dollars may not be spent addressing critical company competencies
• Employees focus on salary and bonus only.
• Marty is not assessed on his people development skills – he sees the performance
reviews as a distraction which takes him away from his real work
Background:
• Annual Performance Review for past year and Development Planning for next
• Marty meets with Jim to review year‟s work
• Jim is bright, but his performance is mediocre and his personality irksome to Marty
• HR has provided a form with 5 point scale and blank text boxes for comments
• Marty has an unrelated project deadline he needs to attend to
Copyright Kenexa®, 2012
Solution: Focus on Development
Actions and Decision
• The discussion focuses on the effective application of the learning Roger has done over
the year by reviewing his execution of the development plan
• Mary and Roger continue the development conversation, discussing competencies that
are both needed by the team and an individual knowledge gap in preparation for a new
project assignment. They discuss the new competencies he will learn.
• Roger is excited about the new opportunities to learn and apply the learning to the
forthcoming project.
Value to Company
• The Performance Review and Development Plan not only looks at past performance,
but enables the manager and employee to plan for future requirements.
• Detailed competencies provide an effective communications tool for a more objective
discussion around performance, needs of the company, and desires of the individual.
Background:
• Annual Performance Review and Development Planning time
• Mary, who has met with Roger every quarter to review development plan
execution, meets with him to review year‟s accomplishments
• Roger is a quick learner, with the ability to put acquired knowledge to work
• Mary has set aside an hour for the review
Summary
Copyright Kenexa®, 2012
Copyright Kenexa®, 2012
Moving Ahead
Build a foundation
Don‟t create; customize
Understand your jobs and their place within the
organization
Have a communication strategy
Copyright Kenexa®, 2012
Benefits of Competencies are Compelling and Tangible
• Evaluating Talent
• Retaining Talent
• Engaging Talent
• Acquiring Talent
Cost of a poor hire: $300K-$500K
Operational efficiency rate due to poor employee
engagement: 30%
Cost of losing a talented employee: $250K-$500K
Value of a top
performer: 2-4X
performance of
average
employees
Melissa Tessendorf Client Relationship Director
Phone:
Melissa.tessendorf@kenexa.com
Rena Rasch Research Manager
Phone: 612-217-5056
Rena.rasch@kenexa.com