TEAMBUILDING: AFTER ECONOMIC RECOVERY, RETAIN TALENT and INCREASE PRODUCTIVITY with a Competency Model Strategy
Competency modeling gets teams moving in the same direction.
The economy will turn around. As a leader and manager, I owe it to my teams and the organization I serve to be prepared for that and retain key talent. According to 2009 research by Harris Interactive on behalf of the Adecco Group, 54% of employed Americans report they are likely to look for new jobs once the economy turns around. Are you prepared for this? The approach below is part of my due diligence in preparing managers and teams for strategic sustainability using a competency model.
Starting Point: Analysis
I have discovered that often organizations, struggle when asked to define their Vision, Mission, culture, organizational objectives and the knowledge, skills and abilities (KSA’s) required to fill key roles within their organization. This becomes my starting point when developing a training plan. I need to know what to measure in order to ensure my programs and people are effective.
As one that has had the privilege to facilitate strategic planning for executive teams, and earn award recognition for best practices in this area; having a competency model has served as a foundational roadmap for attracting talent and building successful teams that create a sustainable competitive advantage for the organization. Competency modeling, as I have used it, literally has become a roadmap for executives, managers and teams that support both career-pathing and accountability. Let’s go a bit deeper.
I have found this requires a strategic and complete analysis. This may sound like a long and drawn out process. Actually it is not. I have streamlined and had fun with it using a thorough and repeatable process for analysis and competency modeling I developed. Feedback from participants and business results confirmed this process to be effective.
Lets define two terms for clear alignment before moving further competencies and a competency model. Wikipedia indicates ”competencies are characteristics which drive outstanding performance in a given job, role or function. A competency model refers to a group of competencies required in a particular job and usually number 7 to 9 in total.”
Process: Creating the Solution
This is why, today, workplace learning and performance (WLP) professionals wear multiple hats, making training more strategic in its approach to serve organizations. Upon identifying gaps from answers to these questions, I have put on my traditional organizational development (OD) and performance management hats and brought stakeholders together to create a Competency Model which aligned on the “big rocks” or as Ray Kroc, the founder of McDonald’s suggested, identified the four corners. Said another way I have asked, “What are our ‘four corners’ to ensure a balanced focus on the Mission?”
Next, we created SMART objectives to support each of these at the organizational level. Each region/location then outlined objectives to support the organizational objectives in each of these strategic areas. This went to each level in the organization—teams created their goals to support the location objectives in each area. Last, and not least, each team player had individual goals to support the team goals. This created a clear “line of sight” strategy.
Using a competency model approach, each of the high level objective categories, the “big rocks,” appeared at the top of the pyramid. The base of the pyramid defined foundational cultural norms and values everyone would possess upon hire and continually develop as a member, playing on the team. This helped to define baseline hiring strategies, and was the foundation for retention and solid productivity results.
Finally, as I guided the organizational focus on developing this model, the center of the pyramid defined competency areas of focus everyone would need to successfully execute the “big rock” strategy areas. The level or depth of KSA’s in these areas would vary by level and role.
The organizations I have led consistently have higher retention and greater productivity as a result of this process. People had clear direction and the model provided a level of empowerment to all levels to execute and make decisions. Managers found this was a roadmap they could use to explain how their key performers could be successful in their roles and achieve their goals. It encouraged innovation. But, for me, this approach allowed me to clearly link my plan objectives and results to business objectives.
Foundation for Focused Growth in the WLP Profession
Examples of Two Useful Models
An example of one model I use for training teams is the American Society for Training and Development (ASTD) WLP Competency Model. It clearly outlines the foundational skills and competencies required to successfully execute learning. I recommend using it as a foundational roadmap to those managing the learning function and a developmental tool for team members. It is supported by quantitative research and removes the traditional mystery behind how learning can play a more strategic role and drive business results. I have traveled the country presenting this model to executives and leaders. The feedback has been overwhelmingly positive.
The new Sales Competency Model provides clear direction on what it takes to be successful in sales.
There is another model which is rather timely now for organizations, that is the ASTD Sales Competency Model. I view sales as an essential leadership skill. My role is always building solid relationships and selling programs and recommendations to stakeholders. But, more so, organizations in today’s economic climate need to drive revenue. This competency model has clear research to support what it takes to build and grow an effective sales organization. I spoke to this model last week in Sacramento, CA. Business leaders literally bombarded me with questions afterwards. This model removes the guess work and helps organizations move forward powerfully with confidence and clear direction, supported by empirical evidence that justifies recommendations I leverage when approaching executives.
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Conclusion: Final Observarions
Whenever I have created a model and performed strategic planning, I have found greater acceptance and a more thorough model and objectives are created when all levels had input on creating it. When each level can see their “fingerprints” on the model and the strategic objectives, they own it, they embrace it and they do it! The model can then used from year to year as an ongoing guide for the strategic planning process.
In the end, people like knowing what is expected of them. They like knowing how they contribute to the bottom-line and how what they do makes a difference. This approach gives them that and creates the foundation for a solid learning organization and constant innovation.
competency model, compentencies, leadership, manage, objectives, strategic, strategic planning, managing the learning function, managing, accountability, bottom-line, results, sales competency model, ASTD Competency Model, workplace learning and performance, ASTD, training and development, training
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