Half day interactive open workshop on competencies held in St Catharines.

1. Be competent about competencies by Toronto Training and HR September 2011

2. Contents 3-4 Introduction to Toronto Training and HR 5-6 Definitions 7-8 Competency-based interviews 9-12 What do competencies mean and how should they be used? 13-16 How are competency frameworks used? 17-19 Measures 20-23 Typical HR competencies 24-29 Typical management competencies 30-31 Typical leadership competencies 32-33 Functions of job analysis 34-35 Bad behaviours indicating risk-taking is healthy 36-37 Drill 38-41 Example One-entertainment riggers 42-43 Example Two-librarians 44-45 Example Three-IT specialists 46-55 Case studies 56-57 Conclusion and questions Page 2

3. Page 3 Introduction

6. Improving employee engagement & morale

8. Page 6 Definitions Competencies Core competencies Task competencies Group competencies Competence and competences Competency framework

9. Page 7 Competency-based interviews

10. Page 8 Competency-based interviews Definition What will the interview be like? How will competencies be used to make a final selection?

11. Page 9 What do competencies mean and how should they be used?

12. Page 10 What do competencies mean and how should they be used? 1 of 3 DEALING WITH THE LACK OF AGREEMENT Avoidance Acknowledging differences and seeking agreement through governance

13. Page 11 What do competencies mean and how should they be used? 2 of 3 CRACKING THE CODE OF COMPETENCIES Need a plan for today and tomorrow Continually drive superior levels of performance and leadership behaviour Organizations must stand out from their peers and gain customer loyalty through outstanding products and services

14. Page 12 What do competencies mean and how should they be used? 3 of 3 COMPLEMENTARY STRATEGIES Competence Productivity Brand

15. Page 13 How are competency frameworks used?

16. Page 14 How are competency frameworks used? 1 of 3 GOALS TO ACHIEVE Underpinning of employee reviews/appraisal Enhanced employee effectiveness Greater organisational effectiveness Better analysis of training needs Enhanced career management

17. Page 15 How are competency frameworks used? 2 of 3 CHECK IF FIT FOR PURPOSE Communicate the purpose Identify key themes Get conditions right Tackle the root cause Keep it simple Train don’t blame

18. Page 16 How are competency frameworks used? 3 of 3 Main benefits Main criticisms

19. Page 17 Using measures

20. Page 18 Using measures 1 of 2 0 Cannot Rate - Insufficient information to assess. 1 Introductory - Little or no knowledge/proficiency. Rarely demonstrates. Needs significant development. 2 Basic - Basic knowledge/proficiency. Sometimes demonstrates. May need development. 3 Proficient - Knowledgeable/proficient. Usually demonstrates. Little development required.

21. Page 19 Using measures 2 of 2 4 Very Proficient - In-depth knowledge/proficiency. Demonstrates most of the time. No development required. 5 Mastery - Expert knowledge/proficiency

22. Page 20 Typical HR competencies

23. Page 21 Typical HR competencies 1 of 3 Advocate Business partner Change agent HR expert Leader

24. Page 22 Typical HR competencies 2 of 3 ROLES Strategic partner Leader Employee champion Technical expert Change consultant

25. Page 23 Typical HR competencies 3 of 3 EMOTIONAL COMPETENCE FRAMEWORK Empathy Motivation Self-awareness Self-regulation Social skills

26. Page 24 Typical management competencies

27. Page 25 Typical management competencies 1 of 5 Adaptability Analytical thinking Change leadership Client focus Communication Conflict management Continuous learning Creative thinking Decision making

28. Page 26 Typical management competencies 2 of 5 Developing others Impact and influence Initiative Networking/relationship building Organizational and Environmental awareness Partnering Planning and Organizing Results orientation Risk management

29. Page 27 Typical management competencies 3 of 5 Stewardship of resources Stress management Teamwork Team leadership Values and ethics Visioning and strategic thinking

30. Page 28 Typical management competencies 4 of 5 TEN DIMENSIONS Unfamiliar responsibilities Developing new directions Inherited problems Problems with employees High stakes Scale and scope Influencing without authority Handling external pressure

31. Page 29 Typical management competencies 5 of 5 TEN DIMENSIONS Managing work group diversity Working across cultures

32. Page 30 Typical leadership competencies

33. Page 31 Typical leadership competencies Management of attention Management of meaning Management of trust Management of self

34. Page 32 Functions of job analysis

35. Page 33 Functions of job analysis Helps ensure that decisions made with respect to HR processes are good decisions, i.e. fair and accurate (e.g., selection of the right person for the job, appropriate decisions about training, performance management, development, etc.) Helps ensure the defensibility of decisions made (e.g. demonstration of the bona fide requirements used as the basis of selection)

36. Page 34 Bad behaviours indicating risk-taking is healthy

37. Page 35 Bad behaviours indicating risk-taking is healthy Talking back Overstepping authority Making mistakes Not following one’s job description Breaking the rules Saying no

38. Page 36 Drill

39. Page 37 Drill

40. Page 38 Example One-entertainment riggers

41. Page 39 Example One-entertainment riggers 1 of 3 PROFESSIONAL COMPETENCIESPlan the rigging work Prepare rigging equipment and systems Install rigging equipment Install production elements Install and operate performance/performer apparatus Inspect and maintain rigging equipment and systems

42. Page 40 Example One-entertainment riggers 2 of 3 PROFESSIONAL COMPETENCIESStrike rigging equipment and systems Utilize rigging material, equipment, instruments and tools Comply with pertinent laws, regulations, standards and best practice

43. Page 41 Example One-entertainment riggers 3 of 3 GENERAL COMPETENCIESDemonstrate communication and interpersonal skills Demonstrate personal skills

44. Page 42 Example Two-librarians

45. Page 43 Example Two-librarians Foundational knowledge Interpersonal skills Leadership and management Collections development Information literacy Research and contributions to the profession IT skills

46. Page 44 Example Three-IT specialists

47. Page 45 Example Three-IT specialists Software products Infrastructure Management Hardware products Testing and quality control Documentation and training Key activities Competencies

48. Page 46 Case study A

49. Page 47 Case study A

50. Page 48 Case study B

51. Page 49 Case study B

52. Page 50 Case study C

53. Page 48 Case study C

54. Page 52 Case study D

55. Page 53 Case study D

56. Page 54 Case study E

57. Page 55 Case study E

58. Page 56 Conclusion & Questions

59. Page 57 Conclusion Summary Questions