1. Competency Modeler Designing the Project
Learning Pack – prereads:
Competency Modeler Designing the Project

2. The Power of Linkage G O A L S VISION Set Vision & Mission
Develop Supporting
Strategy & Goals G O A L S
Select Competencies C O M P E T N Y
Focus Hiring / Target Development C O P E T N
Assess Competencies

3. Initiating the Projects
Competency Modeler
What is current state? What is the business driver? What is and isn’t working with the current state? Is there language around the current state that needs to be incorporated? How can you achieve buy-in with key stakeholders?
These are examples of the questions which need to be thought through with either of these projects. This is where the consulting part comes in. Designing these projects is less about the technology than how they are going to use the results. That information should be known to you through the meetings you have already had with the client.
For this reason, the “designing” section of this course will
High Touch/Consulting-Centered

4. Competency Model Project Timeline
Partner
Partner or ThinkWise
Partner or ThinkWise
DEVELOP
Integrate into Leader programs
Provide ThinkBox and/or Learning Packs
………
SCOPE & DESIGN
Why?
Who is involved?
Map existing competencies, if applicable
Review other processes
INFORM
Develop Comm Plan
Write s
Deliver messages
Competency Modeling Workshop Part I
SETUP & LAUNCH
Start TW project
Setup s
Launch
MONITOR & ADMIN
Address access issues
Monitor progress
Send reminders
Provide stats to client
REPORTS
Generate reports
Review with project sponsor
Distribute according to plan
FEEDBACK
Competency Modeling Workshop Part II
Organization- wide presentation
Consulting Opportunities!
Competency Modeler is almost always part of a Competency Modeling Workshop
Propose additional competency modeling at the department or job level
Integrate results into Leadership Development Program
Propose 360 to measure current workforce against new competencies

5. Competency Modeling Key Players
Make decisions on how competency models will be used
Sponsor
Key Decision Team
Update/confirm your Competency Model launch plan
Sponsor Launch Manager
Conduct Workshop Part I
Key Organizational Leaders
Workshop Participants Complete Sort (2 weeks)
Conduct Workshop Part II
Customize the Competency Model communication materials
Launch Manager
Communicate the high-level Competency Model to the organization as appropriate
Customize the Competency Model by function or job (optional)
Functional Leaders Hiring Managers

6. Competency Modeler Best Practices
TIMING AND USAGE
When should the Competency Modeler be used? When should it not be used?
DESIGN
How can we facilitate the best result from this exercise?
PARTICIPANTS
Who should be involved in the workshop? Who is the project sponsor?
Who will be the launch manager?
RESULTS
What will you do with the results?
WHEN and HOW
Use it to define the future state for an organization.
Do not do a competency modeling exercise until the organization has a vision of where they are going. No vision? Do a visioning workshop.
The key stakeholders need to agree on the direction that the organization is going – if they don’t agree on this, it will surface as part of the competency modeling workshop.
When does this need to take place? Are there upcoming development events (e.g. performance reviews) that will drive the date?
DESIGN
Does the client already have a leadership framework (competencies)? Do we need to map their competencies to ours to facilitate an easier sort? (Note that we cannot put custom competencies into the competency modeler.)
The competency modeler can be sent out with competencies pre-sorted into categories. Does the organization want to start with an existing model or start fresh? Think about your audience and how they will react to either.
What do you need to build into the process to ensure that there is upfront buy-in, adequate communication during and effective messaging to the whole organization?
WHO
Determine who you need to get buy-in from prior to kicking off this exercise. Who are the approvers? Who is the project sponsor?
There is typically someone who is designated as the launch manager. This is the contact person that the partner will use in order to obtain the list of participants for the project and get the various meetings on their schedules. This person will also be responsible for managing the project communications. Those communications may come from the project sponsor, but the launch manager usually drafts them.
WHAT NOW?
This is where you can extend your reach into the organization.
Come prepared to discuss how you can leverage the results in other HR processes. For example:
Doing a 360 to assess how the current workforce measures against the new model
Extending the competency model down to the department or job level
Revamping the hiring tools used by the organization to reflect the new model
Providing learning and development programs that will fill any gaps

7. Tools to Help
Competency Modeler Checklist
Pricing Tool

8. Build from the Ground Up
Remember to include pricing!
Action
Consulting
Analysis
Understanding
How can you make it actionable?
What services can you provide?
What tool(s) should you use?
What are their pain points?

9. Questions
If you have any Questions please feel free to contact

10. Thank you!