1. Prove It To Me! Resilient Talent Management that Delivers

2. 2 Have you ever wondered why some people…  Seem to perform better than others?  Receive promotions and others do not?  Are more highly regarded and respected?

3. Prove It To Me! Resilient Talent Management that Delivers 3 Have you ever wondered why some people…  Seem to perform better than others?  Receive promotions and others do not?  Are more highly regarded and respected? It’s about competencies!

4. Presentation Objectives Illustrate how to use competencies in talent management to evaluate performance, identify competency gaps, determine promotions, build learning plans Discuss with your peers how to integrate a competency approach into your company Prove It To Me! Resilient Talent Management that Delivers 4

5. Introducing O-Equip O-Equip is dedicated to meeting the office needs of all of our customers, big and small. Our goal is to provide office equipment solutions that increase your productivity and free up your valuable time. Prove It To Me! Resilient Talent Management that Delivers 5 O-Equip Office Equipment Quality products, Unmatched Service

6. Profile: Derek Jay, Sales Rep, O-Equip Title: Sales Representative, Office Equipment, Western British Columbia  Education: BA Commerce  Experience: 6 years in sales, Sales Rep in previous company, 2 years with O-Equip in current position  Track Record: Met all goals in past 2 years, exceeded last two quarters; considered a “go-getter”; star player of corporate Hockey team  Position considered for: Regional Manager Prove It To Me! Resilient Talent Management that Delivers 6

7. Profile: Lea Kater, Sales Rep, O-Equip Title: Sales Representative, Office Equipment, City of Vancouver  Education: BA Psychology  Experience: 9 years with O-Equip, 2 years Customer Service, 3 years Sales Administrator, 4 years as Sales Rep  Track Record: Met all goals in position, exceeded sales targets in previous year; loyal client base; very organized; active in fundraising  Position considered for: Regional Manager Prove It To Me! Resilient Talent Management that Delivers 7

8. The Performance Development & Review Cycle Prove It To Me! Resilient Talent Management that Delivers 8

9. Need to Learn & Develop TheWhat PERFORMANCE GOALS Cascade from the Strategic/Departmental Plan and Team Priorities TheHow COMPETENCY OBJECTIVES Required to achieve the Goals LEARNING & DEVELOPMENT OBJECTIVES Areas that will assist employees achieve their accountabilities, competencies and career objectives Key Focus Areas Prove It To Me! Resilient Talent Management that Delivers 9

10. Goals: Sales Rep, O-Equip Goals (Specific, Relevant) Success Measures & Targets (Measurable, Achievable, Time-Bound) Achieve sales targets for standard equipment Quarterly targets $200K Introduce new product line into existing client base Achieve $100K in sales by end of year Renew and Increase service contractsRenew 90% of current contracts $20K in new contracts (4 new contracts) by end of year Prove It To Me! Resilient Talent Management that Delivers 10

11. Competencies Defined  Any motive, attitude, behaviour or other personal characteristic that is critical to success and differentiates outstanding performance. Why are they important?  characteristics that enable you to perform a job in more situations, more often, with better results  tell us “How” superior performance is created. What are Competencies? Prove It To Me! Resilient Talent Management that Delivers 11

12. The competency in detail Client Focus Prove It To Me! Resilient Talent Management that Delivers 12

13. Competency Profile – Sales Representative Prove It To Me! Resilient Talent Management that Delivers 13

14. Competency Profile – Sales Representative Prove It To Me! Resilient Talent Management that Delivers 14

15. Assessing the Competencies Prove It To Me! Resilient Talent Management that Delivers 15

16. Derek’s Competency Assessment Prove It To Me! Resilient Talent Management that Delivers 16

17. Lea’s Competency Assessment Prove It To Me! Resilient Talent Management that Delivers 17

18. L&D Objectives  Areas that need improvement to support accountabilities or competencies  Focus on the job specific skills to be developed Why are they important?  Assist you in performing your current job and/or preparing you for likely future jobs  Develop abilities so you can make a greater contribution to the team or organizational performance What Are Learning and Development Objectives? Prove It To Me! Resilient Talent Management that Delivers 18

19. Considerations for Setting L&D Objectives L & D Objectives  Support goals and career planning  Help you grow in relevant skills and experiences. Activities can include:  Self learning (reading, videos)  On-the-job activities (challenging assignments, mentoring, etc.)  Learning programs (workshops, professional meetings, training) Education Based Relationship BasedExperience Based Training Workshop Reading Videos Role ModellingFeedback Coaching Develop in RoleFull Job Change Skill Building & Practice New Knowledge Copy of a particular skill or behaviour 360 feedback Mentor relationships Projects Assignments Task forces Stretch assignments LessDevelopment ImpactMore 10%70-85% Prove It To Me! Resilient Talent Management that Delivers 19

20. Derek’s Learning Plan Prove It To Me! Resilient Talent Management that Delivers 20

21. Derek’s Learning Plan Prove It To Me! Resilient Talent Management that Delivers 21

22. What else should you consider? Career Planning Discussions Discussions on career plans typically take place during the ‘Plan’ phase and are critical to helping you set your Learning & Development objectives Career planning is a joint responsibility that is initiated by staff and supported by management. Spend the time and discuss short & long term goals and welcome the coaching and support from your manager Prove It To Me! Resilient Talent Management that Delivers 22

23. Software Enablers – What to look for? Prove It To Me! Resilient Talent Management that Delivers 23 Robust competency dictionary with behavioral indicators Competency Profiles Competency Gap Assessments Learning Plan & Bank of Learning Resources Performance Management Succession Planning Process Efficiency Predictability of Best Job Fit Objective Assessments Transparent Communication Data for Decision Making

24. DISCUSSION QUESTIONS Prove It To Me! Resilient Talent Management that Delivers 24

25. Prove It To Me! Resilient Talent Management that Delivers 25 1. Would competencies improve the performance management system in your company? Why or why not?

26. Prove It To Me! Resilient Talent Management that Delivers 26 2. What would prevent you from implementing competencies tomorrow? What can you do about it?

27. Thank you! Prove It To Me! Resilient Talent Management that Delivers 27 For more information, please contact: Lorraine McKay Vice-President, HRSG 613-745-6605 x229 lmckay@hrsg.ca www.hrsg.ca