9. Types of competencies
• MANAGERIAL:
– give direction
– organize work processes
– motivate people
• ORGANIZATION/UNIT
– client satisfaction
– communications
– work planning
– collaboration
– management support
• FUNCTIONAL
– deliver results
– improve processes
10. What is valuable – the need to build Leadership?
• Entrepreneurship
• Strategic Thinking
Some
• Make Money
examples
• Know the Business
• Leadership
• People Skills
• Corporate Values
11. Define each competency • Set Aggressive goals
– Drives for results
– demonstrates a strong commitment to
organizational success
Strategic Thinking – Works to do what is best for all
stakeholders.
• Financial Acumen
– Understand the meaning and
Makes Plan implications of key financial
indicators
– Manages overall financial
Entrepreneurship performance
– Leads sound financial processes
tailored to maximize profitability
Knows the Business • Driving Execution
– Assigns clear authority and
accountability
Leadership – Manage change, while maintaining
operating effectiveness
– Integrates efforts across units and
functions,
People Skills – monitors results, tackles problems
directly and with urgency
12. Example Defined
ENTREPRENEURSHIP
• Challenge the status quo and championing new
ideas and initiatives
• Identifying new business opportunities and
making them a reality
• Taking responsibility for decisions, actions and
results
• Driving for results and success with a sense of
urgency and persisting despite obstacles and
opposition
14. Manage Competency Development
•Know what matters most in the job
•Develop clear picture of where organization going
•Set specific goals and dates to achieve that vision get input
from the people affected by the CHANGE
•Outline the transition state in detail
•Determine action to achieve the desired CHANGE
•Develop/execute plan for managing transition
15. Architecture to competency
development
SHARED MIND-SET
• To what extent does our company have the right culture?
COMPETENCE
• To what extent does our company have the required HR knowledge,
skills and abilities?
CONSEQUENCE
• To what extent does our company have the appropriate HR measures,
rewards and incentives?
G0VERNANCE
• To what extent does our company have the right organisational structure,
communications systems, and policies?
CAPACITY FOR CHANGE
• To what extent does our company have the ability to improve work
processes, to CHANGE, and to learn?
LEADERSHIP
• To what extent does our company have the leadership to achieve its goals?
16. Critical factors for Competency
Development
KEY SUCCESS FACTORS FOR COMPETENCY DEVELOPMENT
• Leading CHANGE (Who is responsible?)
• Creating a shared Need (Why do it?)
• Shaping a Vision (What will it look like when we are done?)
• Mobilising/commitment (Who else needs to be involved)
• Modifying systems/structures (How will it be institutionalised?)
• Monitoring progress (How will it be measured?)
• Making it last (How will it get started and last?)
17. How to be
Successful…
DELIVERING VALUE
MAKES MONEY
•Innovation Management
•Timely decision making
•Drive for results
•Customer focus
SUCCESS
FACTORS
PEOPLE AND TEAM BUSINESS LEADERSHIP
LEADERSHIP •Managing vision & purpose
•Interpersonal effectiveness •Functional excellence
•Building effective teams •Dealing ambiguity
•Withstands pressure •Strategic with capability
•People development •Business acumen
•Takes ownership •Financial acumen
18. This mix of Competency Factors change . . .
DELIVER HR PEOPLE
TOP: STRATEGIES LEADERSHIP MANAGEMENT
DELIVER HR PEOPLE
MIDDLE:
RESULTS LEADERSHIP MANAGEMENT
DELIVER HR PEOPLE
ENTRY: PROGRAM LEADERSHIP MANAGEMENT
