Maximize the Productivity of Your Organization: Design and Benchmark Key Roles

In this session we will: Understand the context & importance Learn a process for defining key accountabilities See a tool that defines and assesses competencies Review the 3 different types of competencies Identify next steps, tools and resources for you

Today’s Context “The challenge of business today is to provide more with fewer people, for customers who demand more for less.” -Bill Bonnstetter, founder of TTI

7 Purposes for Benchmarking a Role 1.Leader/Manager clarity 2.Ensures alignment with your strategic plan 3.Ensures alignment between team members 4.Employee knows what you do & don’t want them to do 5.Framework for performance management 6.Streamlines your staffing process 7.Selects the best candidate for the role

The Payoff - ROI Eliminates costs of non-value added work (Lean estimate-90%) Ensures all your precious resources dedicated to the strategies and actions in your plan Provides strong decision making tools that help you optimize your human capital

Distinctions: JobRole Job DescriptionKey Accountabilities CompetenciesSkills VS.

Benchmarking the Role - Process Clarifying and defining key accountabilities CLARIFYING

Benchmarking the Role - Process Clarifying and defining key accountabilities Describing performance requirements in terms of personal characteristics- behaviors, values and personal strengths. CLARIFYING DESCRIBING PERFORMANCE REQUIREMENTS

Benchmarking the Role - Process Clarifying and defining key accountabilities Describing performance requirements in terms of personal characteristics- behaviors, values and personal strengths. Assessing employees and candidates personal strengths, behaviors and values. CLARIFYING DESCRIBING PERFORMANCE REQUIREMENTS ASSESSING

Benchmarking the Role - Process Clarifying and defining key accountabilities Describing performance requirements in terms of personal characteristics- behaviors, values and personal strengths. Assessing employees and candidates personal strengths, behaviors and values. Evaluating the fit or lack of fit between the person and the specific role. CLARIFYING DESCRIBING PERFORMANCE REQUIREMENTS ASSESSINGEVALUATING

Benchmarking the Role - Process Clarifying and defining key accountabilities Describing performance requirements in terms of personal characteristics- behaviors, values and personal strengths. Assessing employees and candidates personal strengths, behaviors and values. Evaluating the fit or lack of fit between the person and the specific role. Communicating expectations and making ongoing assessments of individual's capabilities and development needs. CLARIFYING DESCRIBING PERFORMANCE REQUIREMENTS ASSESSINGEVALUATINGDEVELOPING

Benchmarking the Role - Process Clarifying and defining key accountabilities Describing performance requirements in terms of personal characteristics- behaviors, values and personal strengths. Assessing employees and candidates personal strengths, behaviors and values. Evaluating the fit or lack of fit between the person and the specific role. Communicating expectations and making ongoing assessments of individual's capabilities and development needs. CLARIFYING

Identify no more than 5 key activities Make them SMART: Specific, Measurable, Action Oriented, Realistic, Timed Weigh the importance of each Define the amount of time to be spent on each THIS IS THE TEST: If the person in the role completed “these 5 things” you would forgive them if ALL OTHER tasks were not completed. Clarifying Key Accountabilities

Bookkeeper Example Maintain AR at a maximum of 45 days on 95 percent of customers. 30 percent Maintain computerized wage reporting so job costing can be obtained. 20 percent Ensure Accountant has all needed reports by the 10th of the month. 10 percent Keep AP within 35 and 45 Days. 10 percent Prepare, and track annual budget and forecasts and provides management with the needed analysis reports on a monthly basis. 10 percent

THIS TEMPLATE AVAILABLE at

The key to successful individual excellence lies in the combination of a person’s behaviors, values and personal talents.

Benchmarking the Role - Process Clarifying and defining key accountabilities Describing performance requirements in terms of personal characteristics- behaviors, values and personal strengths. Assessing employees and candidates personal strengths, behaviors and values. Evaluating the fit or lack of fit between the person and the specific role. Communicating expectations and making ongoing assessments of individual's capabilities and development needs. DESCRIBING

Describing the Performance Requirements “If the Job could talk” it would identify: Knowledge Hard skills Behavior Values or Motivators Personal Attributes or Soft Skills Talents

TriMetrix© is a tool that can be used to scientifically capture and measure 37 distinct factors of Performance:

Behavioral: Frequent Interaction with Others Versatility Customer Oriented Frequent Change Analysis of Data Urgency Organized Workplace Competiveness

Personal Strengths: Accountability for Others Conceptual Thinking Conflict Management Continuous Learning Customer Focus Decision Making Developing Others Diplomacy and Tact Empathetic Outlook Flexibility Goal Achievement Influencing Others Interpersonal Skills Leading Others Planning and Organizing Problem Solving Resiliency Results Orientation Self Management Self Starting Ability Teamwork Personal Accountability Objective Listening

Values (Rewards/Culture): Theoretical Traditional/Regulatory Individualistic/Political Utilitarian/Economic Aesthetic Social

Trimetrix’ reporting capability and breadth is a significant source of value for leaders needing information to ground their decisions. Lets take a look at the some of the reports…

SAMPLE: JOB BENCHMARK

Similar treatment to sample job assessment. Two overlaying snapshots. One of the comparison bars… And one of the gap analysis page SAMPLE: TALENT ASSESSMENT

TTI Special Offer for April Benchmark as many roles as you want, with as many stakeholders. FREE. (Unbelievable offer!) Key accountabilities are critical to a good benchmark, and now you can have the knowledge!

Find Resources and Tools online

3 Ways to Get Value From this Webinar 1.Create key accountabilities for your role to add focus and clarity to what you should be doing and delegating. 2.Go to style-report/ and take the free leadership style assessment yourself. style-report/ 3.Develop key accountabilities and take advantage of the free offer to benchmark them for current superior-performance/ superior-performance/

About Us ColemanEnnis, LLC works with organizations of all sizes, helping business leaders achieve their vision by making their people, processes and technology as effective and efficient as possible. We specialize in helping organizations transform themselves; evolving their products and services for the rapidly changing marketplace, and adopting new ways of working to ensure competitive advantage. MAUREEN ENNIS, President, CPBA, CPVA, CPTA Certified Professional in Behaviors, Values and TriMetrix Maureen Ennis is a dynamic change leader with a unique blend of expertise in strategic planning, human resources and technology. Maureen has over 20 years of corporate experience with Honeywell and Prudential in Human Resources and Information Technology. She consults with large corporations in the midst of organization transformation, and works with private business owners looking to leverage their human capital. Maureen is a certified distributor of the unique TTI TriMetrix © system. This offers a unique system that examines all three areas of human performance: the why, how and what which drives each of us. Maureen also holds certifications from The Alternative Board as a facilitator and strategic business leadership coach. She has completed Honeywell’s Black Belt program, the Center for Creative Leadership’s HR Leadership program

aligning people, processes & technology People Process Technology Change Process – the way people do their jobs and business gets done Technology – the tools used for people to do their jobs People – the resources that affect and are affected by the change