Best Practices in Competency Models - cemla.org · CEB Corporate Leadership Council™ Best...

CEB Corporate Leadership Council™

Best Practices in

Competency Models

CEB Corporate Leadership Council

Mark Whittle, Director CEB, Latin America

Friday, April 22nd

Santiago, Chile

2 © 2016 CEB. All rights reserved. CLC5302216SYN

Detail about CEB Inc. and its subsidiaries can be found at cebglobal.com/offices. cebglobal.com

¿Quienes Somos?

■ 30 años apoyando la toma de

mejores decisiones que impactan

el negocio

■ 4. 000 empleados en 32 oficinas

a nivel global

■ 89% de las Fortune 500

■ 3. 000 empresas miembros en

programa recursos humanos

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Nueva York

Lista Parcial de Asociados

en América Latina

CEB es una compañía de mejores prácticas y benchmarking. En conjunto con miles de compañías en el mundo, desarrollamos soluciones innovadoras para impulsar el desempeño organizacional y gestión de talento.

Fast and Right es una promesa de la marca: Ayudar a nuestros miembros a aprovecharse de los hallazgos de las mejores compañías para ahorrar tiempo (be fast) y hacer mejores decisiones (be right).



Desafíos que Resolvemos a Través de Hallazgos, Benchmarking,

Mejores Practicas y Guías de Implementación

Compromiso de Empleados

Propuesta de Valor de Empleo

Desarrollo Organizacional

Sucesión Altos Potenciales Liderazgo

Estructura de RR. HH HR Business Partners Métricas y Analíticas

de Talento

Desempeño Gestión del Cambio Planificación de la

Fuerza Laboral

Planificación Estratégica de RR. HH

Diseño Organizacional Carreras

Reclutamiento y Selección

Compensación y Total Rewards

Gestión del Conocimiento



La membresía

anual incluye

Múltiples Canales

para Apoyar Sus

Prioridades

de manera

ilimitada

Por Donde Comenzar…

Definición de Sus Prioridades en

Consulta con su Gerente de Cuenta

Recibir una Orientación del Servicio para

Usted y Su Equipo de RR. HH

Lanzar el CEB Ignition™

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Apoyo de Consultores

Especializados de CEB

Hallazgos (Insights) y Tendencias

■ Networking Ejecutivo

■ Acceso al Portal de

CEB

Eventos Presenciales y Virtuales de Capacitación

Apoyo Continuo de un Gerente de Cuenta Dedicado

Benchmarking

Mejores Prácticas Diagnósticos, Plantillas, y Guías de Implementación



Fast and Right—Valor de Membresía en CEB

■ Acceder a mejores prácticas y benchmarking globales

■ Hacer las cosas bien la primera vez y evitar errores comunes. ¡No reinventar la rueda!

■ Minimizar el tiempo para la toma de decisiones

■ Mantenerse al tanto de las tendencias críticas de RR. HH

■ Capacitar y profesionalizar su equipo de RR. HH, evitando la dependencia en la consultoría tradicional.

■ Crear una función de RH con impacto estratégico en el negocio.

■ Ahorrar en sus presupuestos en comparación con consultores tradicionales.

■ Reducir riesgo del cambio continuo a través del modelo de apoyo ilimitado de la membresía

Fast and Right es una promesa de la marca: Ayudar a nuestros miembros a aprovecharse de los hallazgos de las mejores compañías para ahorrar tiempo (be fast) y hacer mejores decisiones (be right).

Be Fast

Be Right

and



Apoyo para RR. HH y para el Negocio

Gerente de

RR. HH

Equipo de RR. HH

Líderes y Gerentes del Negocio

Innovar y Liderar la Función de RR. HH

Le ayudamos a establecer e implementar una dirección para la estrategia

de capital humano, y a impulsar mejoras continuas en su función. Le

mantenemos al tanto de las tendencias y riesgos críticos para aumentar

su influencia con el CEO y junta directiva.

Mejorar los Procesos, la Planificación y el

Relacionamiento con el Negocio

Les ayudamos a mejorar la eficiencia de los procesos de RR. HH en base

a mejores practicas, y a mejorar el relacionamiento con el negocio e

impacto al negocio. Le equiparamos a su equipo con las herramientas

para hacer las cosas “fast and right”, lo cuales mejora la productividad y

compromiso de su equipo.

Desarrollar al Equipo de RR. HH

Una de nuestras metas principales es desarrollar su equipo para hacerles

mejores profesionales de capital humano

Fomentar la Buena Gestión de las Personas por los

Gerentes

Les ayudamos a desarrollar a los lideres y los gerentes del negocio para que

sean buenos gerentes de personas. Les proporcionamos guías y

herramientas para los gerentes.

1. Best Practices in Competency Models

2. The New Path Forward: Creating Compelling Careers

for Employees and Organizations

3. Leveraging Engagement to Support Business Priorities

Agenda

© 2016 The Corporate Executive Board Company. All Rights Reserved.

7

8

Types of Assessments

Traditional intelligence tests, such as numerical reasoning, vocabulary, critical thinking

Questions map to traits, attitudes, and motivations known to predict performance

Interactive demonstration of skills, aptitude or ability. May not include items to answer, but rather tasks to perform

Custom job/culture fit • Retention predictor• RJP/RCP

Ask about past experiences (education, work, life) • Past performance,

Future performance

Ask what candidates think is best response in a work-related situation

9

Objective assessment provides a better prediction of a candidate’s likely job performance than many typical methods

How Well Do Assessments Work?

Perfect prediction

+.65 Assessment Centers

+.45 Ability Tests/Job Samples

+.40 Group Exercise/Personality Composites

+.35 Structured Interviews/In-Tray Exercises

+.30 Biodata (e.g., work history)

+.15 Employment Interviews

+.10 Educational Qualifications

Graphology/Astrology/Phrenology

Random prediction 0

+1

CEB Learning & Development Leadership Council

Designing and Implementing Competency Models

10

11

© 2015 CEB. All rights reserved. LDR1360115SYN

THE BUSINESS CASE FOR COMPETENCY MODELS

Clearly Communicating Performance Standards Drives Employee Performance

Our research demonstrates that clearly communicating performance standards and providing fair, accurate, and informal feedback drives employee performance.

■ Organizations need a fair and simple framework to assess employee performance and support continued improvement.

We surveyed 19,000 employees from 34 companies and 29 countries and found that an employee’s understanding of performance standards can impact performance by up to 36.1%.

We also found that providing fair, accurate, and informal feedback has a maximum impact of 39.1% on performance. To achieve this impact, organizations must establish a framework to measure employee performance fairly and accurately. A well-designed and -implemented competency model will provide managers with an actionable and realistic understanding of performance and allow them to positively influence performance through informal feedback.

Impact of Fairness and Accuracy on Informal Feedback

1x

1.36x∆ = 36.1%

Performance of an Employee with a

Poor Understanding of Performance

Standards

Performance of an Employee with a

Strong Understanding of Performance

Standards

1.39x

1x

∆ = 39.1%

Performance of an Employee Receiving Unfair and Inaccurate

Informal Feedback

Performance of an Employee Receiving

Fair and Accurate Informal Feedback

Providing Fair and Accurate Informal Feedback Drives Employee PerformanceImpact of Employee Understanding on Performance Standards

Source: CEB analysis.

DERF 11-4266

Catalog # HRLC1554811SYN

Title Oct 2011 Competency Models

Source: CEB analysis.

12


THE ADVANTAGES AND DISADVANTAGES OF COMPETENCY MODELS

Organizations Typically Measure Employees’ Performance in Two Ways

Organizations use a combination of behavioral and technical competencies in performance management processes.

■ Behavioral competencies are transferable behaviors that typically compose attitudes, values, and leadership competency models.

■ Technical competencies are specific skills and knowledge linked to particular roles and activities.

■ Management by Objectives (MBOs): A system in which specific performance objectives are jointly determined by subordinates and their superiors. Progress toward objectives is periodically reviewed, and evaluation and rewards are based on this progress.

■ Competency Models: The knowledge, skills, and behaviors required to perform job responsibilities are correlated with on-the-job performance measured during formal performance processes.

Advantages and Disadvantages of Competency Models

Advantages Disadvantages

MBOs ■ Measure output that can be directly linked to business unit and organizational goals

■ Ensure employees within the organization are aware of the link between their roles and responsibilities and the goals of the business by coordinating objectives from the top down

■ Can be overly focused on output and ignore other core responsibilities of a role

■ Do not measure adherence to organizational values ■ Do not break down performance at a role into actionable behaviors

■ Tend to be more applicable to certain positions than others

Competency Models ■ Standardize performance management criteria to enable the comparison of performance within job families across business units and geographies

■ Standardize development expectations across the organization

■ Help to create a unified corporate culture ■ Enable organizations to strengthen leadership bench and facilitate the identification of future leaders

■ Create a more robust hiring process by ensuring better candidate fit

■ Help integrate HR processes such as recruiting, development, succession planning, and performance management

■ Creating and updating competency models is a time- and data -intensive process.

■ Competency models present serious design and implementation challenges. Failing to overcome these challenges can have the following consequences: – Competency models can become complex and unwieldy, thus overwhelming employees and managers.

– Competency models can become outdated rapidly and fail to reflect the changing reality of employee roles.

– Competency models can be too abstract and nonactionable.

– Competency models can be insufficient for developing skills needed for future strategy.

DERF 11-4266



Best-in-class competency models are:

1. Aligned with core values and company mission and strategy

2. Balance comprehensiveness and simplicity

3. Streamline the number of competencies and provide flexibility

4. Are anchored in specific behaviors

5. Are embedded in the talent management process

6. Use ‘talent analytics’ to identify the most impactful competencies

Best in Class Competency Models


13

CISCO: NEW LEADERSHIP COMPETENCIES MODEL

Modelo C-

LEAD de

“competenci

as

diferenciante

s”

Liderazgo

tradicional

(Pasado)

Liderazgo para

hoy día

(Presente)

Liderazgo para el maña

na

(Futur

o) Colaborar

Mantiene el

enfoque

primario en el

éxito

funcional

Colabora entre

distintas

funciones,

informando a

los demás sobre

soluciones y

criterios

Colabora entre

distintas

funciones para

desarrollar

soluciones que

beneficien la

función, la región

y la empresa

Aprender

Desarrolla una

profunda pericia

dentro del área

funcional

Procura el

desarrollo fuera

de la función y el

área de

especialidad

Se desafía a sí

mismo para ver

las cosas desde

otra perspectiva

y

hacerlas de otra

manera

Ejecutar

Demuestra un

enfoque intenso

en una ejecución

impecable

Demuestra

pasión por la

ejecución como

así también los

objetivos

globales de la

empresa

Incentiva en los

demás la pasión

por las metas a

largo plazo y los

objetivos

empresariales Acelerar

Implementa la

estrategia tal

como se da

Participa en el

desarrollo de la

estrategia

Se adapta a las

condiciones del

mercado y del

mundo a fin de

evolucionar y

desarrollar una

nueva estrategia

Revolucionar

Soluciona

problemas para

procesos y

estrategias

comprobadas a

medida que

surgen

Hace que la

innovación sea

parte de la

ejecución

cotidiana y

prioriza el trabajo

y la planificación

en equipo

Desafía

continuamente el

estatu quo y fija

nuevos criterios

para el mismo

Juan Pérez: Encuesta de opinión 360 sobre las conductas del modelo C-LEAD

Resumen Superiores Colegas Subalternos

Colaborar

Trabajar más allá de los límites

Involucrar a los demás

Ganarse la

confianza Aprender

Autodesarrollo × × × El desarrollo de los demás

Ejecutar

Demostrar pasión × Facultar a los equipos

Obtener resultados

Acelerar Forjar la estrategia

Desarrollar la capacidad × × ×

×Liderazgo tradicional Liderazgo para hoy día Liderazgo para el mañana

Definir la diferenciación temporal—Cisco delinea la diferencia

entre las conductas pasadas, presentes y futuras del modelo C-

LEAD mediante demostraciones para ayudar a los líderes a

emprender cambios conductuales.

Desarrollar la

autoconciencia

—Las

evaluaciones

desarrollan la

autoconciencia

de los líderes

sobre si están

demostrando

una transición

del liderazgo

tradicional al

liderazgo para el

mañana de

Cisco.

Highlights of the Process for Creating a New Leadership Competencies Model

• Interview the best leaders to identify the ideal profile of the leaders in their area,and to understand how the leadership roles are changing for the future

• Use talent analytics to identify the competencies and behaviors that mostdifferentiate the best leaders from the average leaders

• Motivate the leaders to want to close the development gaps themselves

14

Competency

Translate Competencies in Behaviors that

Facilitate Performance Evaluation


Dri

vin

g fo

r R

esu

lts

Rating 1 Rating 2 Rating 3 …Rating 5

Creates generic plans without timeframes, milestones, or deliverables

Does not monitor or measure progress against the plan

Develops specific plans but has difficulty accurately estimating timelines and resource needs and may not consistently communicate the plan to others

Inconsistently or infrequently checks progress against the project/work plan

Creates and communicates specific, detailed, and comprehensive plans, which may need revisions throughout the course of the project

Regularly monitors and measures progress against the project plan

Develops realistic short and long-term project/work plans with accurate forecasts of all potential restrictions

Puts systems or processes into place to continuously monitor and measure progress against the project plan; effectively communicates project plans to others, checking for understanding and commitment 15

Competency

Translate Competencies in Behaviors that

Facilitate Performance Evaluation (CONT)


Dri

vin

g fo

r R

esu

lts

Rating 1 Rating 2 Rating 3 …Rating 5

Does not attempt to identify obstacles and is often unsuccessful at resolving problems once they have occurred

Does not make effective use of available resources; occasionally wastes time, money, materials, and/or people’s productivity

May give up when confronted with obstacles or resistance

Occasionally has difficulty resolving unanticipated resource problems

Consistently checks in with team members to identify and resolve obstacles early on

Organizes and coordinates resources to ensure that the project meets its overall objective

Works across organizational boundaries to overcome obstacles

Anticipates changes in resource needs and organizes those resources accordingly to prevent delays or problems; gets more out of fewer resources

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17


CASE PROFILE: IBM’S LEVEL-SPECIFIC PERFORMANCE DESCRIPTIONS FOR PROBLEM-SOLVING COMPETENCE

Best-in-Class Competencies Are Anchored in Specific Behaviors

To help employees understand their competency model, organizations should provide a definition of each competency, as well as behavioral anchors linked to each (examples of what the competency would look like in action). Behavioral anchors serve two purposes: a) they better enable managers and employees to understand how the abstract competency translates into observable behaviors and b) they enable organizations to define baseline levels of competency required for specific roles and levels in the organization. Organizations may use a single competency model covering all levels of seniority for a given job family and use behavioral anchors to specify the level of competence mastery required for each seniority level. The following IBM and Alpha Company1 case profiles provide examples of competencies that are anchored in specific behaviors, with different performance levels illustrated.

Case Profile 3: IBM’s Level-Specific Performance Descriptions for Problem-Solving Competence

Creative Problem Solving: Sees patterns not obvious to others; breaks problems apart to prioritize; identifies multiple causes and effects

Needs Development: Breaks down problems into basic components to devise a solution ■ Thinks through contingencies and consequences of actions, identifying pros and cons of different solutions ■ Quickly identifies the issues that must be resolved, using cause-and-effect thinking to plan out next steps

Demonstrated Competence: Synthesizes information from multiple sources to identify opportunities and solve problems (e.g., to pinpoint the customer’s compelling reason to act)

■ Assembles multiple data points into a coherent whole to prioritize action ■ Identifies a trend in the marketplace and uses this insight to solve problems and identify opportunities

Strength: Redefines the problem by getting underneath the surface to gain insight into the underlying issue being faced ■ Quickly identifies the root of the problem or issue rather than being distracted by the details surrounding it ■ Demonstrates significant mental flexibility, moving quickly and easily among complex problems to move the opportunity forward

Extraordinary Strength: Brings multiple disparate factors (technical, pricing, negotiations, etc.) together in new and creative ways to structure an elegant business solution

■ Simplifies complex situations to create a unique vision of a solution that brings business value to the customer ■ Identifies options that others have not seen, finding fundamentally new and different opportunities (e.g., applications, ways to structure deals, market opportunities)

DERF 11-4266



Source: IBM; CEB analysis.1 Pseudonym.

18


CASE PROFILE: COMPETENCY BLIND SPOT ANALYSIS (ALPHA COMPANY1)

Deplyoing Competency Models for Training and Development

Case Profile 8: Alpha Company Uses Performance Management Data to Identify Blind Spots

Situation: Multiple competency models do not provide a clear overview of skill gaps.

A review of performance management practices revealed that there were 16 different competency models in use at Alpha Company—making the identification of skill gaps across employee groups very difficult.

Action: Alpha Company uses data from its performance management system to identify skill gaps.

Following a redesign of its performance management processes, Alpha Company is able to generate blind spot competency reports that identify skill gaps for teams and departments. HR can then pinpoint the number of individuals in a team or department who do not meet the required level of competence for their positions and provide managers with a view of aggregate talent problems. The graphic below is a sample blind spot analysis report.

Sample Blind Spot Analysis Based on Pilot Data

Development Priorities

Specialist Generalist

Competencies L1 L2 L3 L4 L1 L2 L3 L4

Leadership 1

Planning and Prioritization 4 6 4 1

Efficiency 1 4 1 3

Influencing 6 5 5 5

Decision Making 1

Project Management 1 5 3 1 9

Selection and Assessment 4 8 6 3 7

How do we develop project management skills?

Meeting or Exceeding Profile Requirements

3 People Not Meeting Profile Requirements

Areas of Serious Concern

Blind spot analysis automatically highlights areas where individuals at different levels fail to meet performance expectations, including team-wide skill gaps.

Areas of Deficiency

...as well as the number of individuals not meeting their profile requirements.

Not Applicable to Profile

Problem Areas

Areas of Excellence

Blind spot analysis identifies where individuals at different levels meet or exceed their required competency performance levels...

Source: Alpha Company; CEB analysis.

1 Pseudonym.

DERF 11-4266



19


GUIDELINES FOR CREATING COMPETENCY MODELSBest-in-class organizations apply competency models to all employees and align competency models with business needs.

Case Profile 10: TD Bank’s Strategy-Driven Competency Model Development

TD Bank Financial Group employs an iterative process for developing its leadership competency model. Using internal executive interviews, focus groups, and CEO review, TD Bank refines competency data from external sources to ensure its competency model reflects the unique organizational values and maps to its new strategic direction. In addition, TD Bank’s model provides leaders with clear performance expectations and serves as the overarching framework for its leadership development initiatives.

Benchmarking

Owner: L&D

Executive Interviews

Owner: L&D and HR Directors

Profile Development

Owner: Steering Committee

Focus Group Testing

Owner: Steering Committee

Final Review

Owner: CEO

Three Months Three Months One Year Three Months One Month

Expert opinion identified through a review of secondary literature, benchmarking, and input from external consultants

Steering committee consolidates, analyses, and discusses all collected information to identify and synthesize attributes that reflect the values and strategic direction of the organization.

Interviews conducted with 50 executives to ensure the leadership profile aligns with current and future needs of the organization

Steering committee pressure-tests the draft in cross-functional, executive focus groups; changes are then integrated into a final version of the leadership profile.

CEO reviews and edits the leadership profile to ensure that the attributes reflect the organization’s values and strategic direction.

Source: TD Bank; CEB analysis.

DERF 11-4266



20

© 2013 The Corporate Executive Board Company. All Rights Reserved. RR6104513SYN

LEARNING MORE ABOUT THE THINGS THAT MATTER MOST

Novo Nordisk’s Competency-Based Interviewing Approach

Novo Nordisk reduces the number of competencies being assessed to the four most critical for each requisition and drives a more detailed discussion with candidates based on those competencies.

■ To avoid having to conduct wide-ranging conversations that cover the whole competency model, Novo Nordisk identifies and focuses on the competencies that have disproportionate impact on business results.

■ Interviewers use behavioral interviewing questions that show how a competency manifests itself in a candidate rather than simply whether or not he or she possesses the competency.

Streamlined Job-Specific Competency Model: Current Approach

All candidates for Job A to be assessed for:

■ Problem solving

■ Task execution

■ Results orientation

■ Communication

All candidates for Job B to be assessed for:

■ Problem solving

■ Innovation

■ Flexibility

■ Task execution

Solutions:

1. Prioritize competencies by how they drivebusiness results.

2. Identify how competencies manifest themselvesin candidates.

Challenges:

1. Too many competencies to assess for

2. Insufficient level of candidate informationregarding each competency

Organizational Competency Model:Prior Approach

All candidates to be assessed for:

■ Problem solving

■ Inquisitive nature

■ Innovation

■ Relationship building

■ Communication

■ Leadership

■ Resilience

■ Flexibility

■ Detail orientation

■ Supporting others

■ Task execution


■ Ethics and integrity

SITUATION OVERVIEW PRIORITIZED COMPETENCIES QUESTION COMPASS RESULTS

21

© 2013 The Corporate Executive Board Company. All Rights Reserved. RR6104513SYN

PRIORITIZE COMPETENCIES BY DEFINING HOW THEY DRIVE BUSINESS RESULTS

Novo Nordisk’s Competency Prioritization Exercise

To avoid conducting wide-ranging conversations covering the whole competency model, Novo Nordisk identifies and evaluates candidates on only the competencies that have disproportionate impact on business results.

■ Prior to needs definition, hiring managers identify the objectives for the role and the tasks required to meet those objectives.

■ Alternatively, they do this during needs definition with a recruiter’s support.

1. Set Objectives:Hiring managers set roleobjectives and prioritize thembased on alignment to businessstrategy and alignment withpeers’ objectives.

2. Define Tasks:Hiring managers define thetasks required to meet thoseobjectives (prioritizing thetasks if needed).

3. Prioritize Competencies:Recruiters and hiringmanagers select the fourcompetencies that bestreflect the tasks.

Objectives for Role

■ Identify new ways to cross-sell.

■ Align new product offerings with emerging customer needs.

■ Conduct market mapping.

■ Develop relationships with new customers.

■ Identify organization-wide development opportunities.

■ Share technical expertise.

■ Provide coaching on specific skill gaps.

■ Exceed last year’s sales by 7%.

■ Increase prospect pipeline by 10%.

■ Manage and develop team of six direct reports.

■ Win back at least two key accounts.

■ …

■ Problem solving

■ Task execution


■ Communication

Implementation Tip Store the competencies identified for each role to

help prompt discussions the next time the role needs to be filled.

SITUATION OVERVIEW PRIORITIZED COMPETENCIES QUESTION COMPASS RESULTS

22

© 2013 The Corporate Executive Board Company. All Rights Reserved. LDR6574413SYN

drives for Results ■ Manages time effectively, delivers on commitments, and meets deadlines

■ Adjusts actions to respond to changing situations

drives innovation ■ Is prepared and willing to challenge the status quo

■ Identifies root-cause problems

dRivE AWARENESS By CLARiFyiNg KEy BEhAviORSTo make the concept tangible for leaders and to translate it into American Express’s context, L&d held interviews and focus groups with senior leaders to understand what differentiates the best leaders.

■ To get an unbiased definition of leadership from today’s current and rising senior leaders, the interviews did not explicitly ask about state of mind.

■ L&D then summarized and translated the leaders’ own words into a set of behaviors that characterized a “growth mindset.”

■ L&D then highlighted where in their current leadership competency model these key behaviors already existed to make it tangible for leaders.

Step 1: Interview Senior Leaders to Ask Them What Defines Leadership (Without Specifically Asking About Mindset)

Step 2: L&D Translates Interviews into Key Behaviors That Define a “Growth Mindset”a at American Express

interview QuestionsIllustrative

■ What does leadership need to look like in American Express now and in the future to ensure our sustained success and transformation?

■ Are there behaviors that you see in leaders today that will be less important in the future?

■ What should be unique and distinctive about leadership here in the future?

■ Welcome new ideas ■ Anticipate and act ■ Test and learn ■ Welcome new voices ■ Operate at the edge of our comfort zone ■ Gather input from across the organization ■ Welcome candid assessment ■ Encourage stretch goals ■ Embrace change

Step 3: Highlight Presence of Behaviors in Existing Leadership Frameworks

SITUATION OVERVIEW MAKE TANGIBLE MAKE ACTIONABLEREINFORCETHROUGH

DEVELOPMENTRESULTS

a “Growth mindset” is a term coined by Professor Carol Dweck from Stanford University.

Source: American Express; CEB analysis.

23

© 2012 The Corporate Executive Board Company. All Rights Reserved. LDR3561512PRO

DERF 05-0654

Catalog # TD12WBPMT

Title

WHEN STRENGTHS BECOME WEAKNESSESDeere uses explicit key talent criteria to identify situations in which strengths become weaknesses.

■ Put simply, Deere believes that strong attributes of key talent employees can, when taken to an extreme, also represent common causes of leadership derailment.

– To ensure that this is addressed, Deere provides managers of key talent with specific “red-flag” indicators concerning negative behavioral tendencies sometimes associated with overused leadership attributes of key talent.

– Managers are then asked to indicate the extent to which any key talent employee reporting to them has exhibited these behavioral tendencies.

Criteria to Evaluate Key Talent Identifying Coaching Opportunities: Tendencies to Watch For

Rapid Mastery of Assignments

High performance among peers; masters new role assignments quickly; engages others effectively in new assignments; anticipates and readily meets deadlines

Performance

Dependability

Sensitivity to Culture

Team Building

Sensitivity to Others

Composure

Political Savvy

Decision Making

Strategic Thinking

Adapting to Differences

Learning Agility

Learns faster than peers; keeps abreast of functional/technological trends; shows curiosity outside of normal scope; actively pursues learning, self-study, interaction with role models and networking

Initiative

Shifts priorities, adapts roles, takes on new “higher value” work; champions change, proposes new ideas, takes risks, suggests and pursues improvements in processes and practices; builds alliances across the organization and externally

Emotional Maturity

Shows humility, self-awareness, and sensitivity to others; shares credit with peers and subordinates; builds mutually supportive relationships with peers; puts things into perspective; seeks balance; makes prudent, independent judgments

Initiative: Coaching Opportunities

Political Savvy Displays Tendency?

Can sometimes state own position, not taking into account the backgrounds, knowledge, and interests of others involved; needs to do more pre-selling of new ideas; may at times show a lack of respect for sensitive information in the change-management process

Yes

No

Decision Making Displays Tendency?

May experience difficulty making tough decisions; may take too long or overanalyze; may defer too quickly in the face of opposition when right

Yes

No

Learning Agility: Coaching Opportunities

Strategic Thinking Displays Tendency?

Can overmanage people; sometimes gets too far into the details beyond what is warranted for the situation; has trouble stepping back to understand the big picture

Yes

No

Adapting to Differences Displays Tendency?

Can get wedded to one idea and be reluctant to consider other views; sometimes has difficulty differentiating which ideas to spend the most time on

Yes

No

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