A competency management strategy is key to an organization’s ability to deliver focused and efficient learning and development plans to employees. Job competencies provide a consistent way to assess and measure the success of learning initiatives, focusing on results of the programs themselves and the positive impact on the business. This webinar will discuss five critical steps in defining and implementing a job-specific competency-based approach to development. Objectives: Understand the challenges to deploying competency-based development plans. Review the five-step methodology to deliver competency-based development. Learn key tips and tools that can help you overcome common objections and delays.

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2. Speaker: Gordon Ritchie
Director, Competency Solutions
Kenexa, an IBM Company
Amy Erickson
Senior Competency Solutions Consultant
Kenexa, an IBM Company
Moderator: Kellye Whitney
Managing Editor
Chief Learning Officer magazine
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6. Kellye Whitney
Managing Editor
Chief Learning Officer magazine
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7. Gordon Ritchie
Director, Competency Solutions
Kenexa, an IBM Company
Amy Erickson
Senior Competency Solutions Consultant
Kenexa, an IBM Company
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8. 5 STEPS TO DEVELOPING
A COMPETENCY-BASED
DEVELOPMENT PLAN
Amy Erickson
Gordon Ritchie
To us, business is personal

9. IBM
SMARTER WORKFORCE
Leaders and employees transforming organizations for business advantage in three significant ways
Motivate
Build a workforce of innovative leaders
Attract
Attract and recruit top talent and
and teams that solve problems
source the best people for your
together—resulting in stronger
culture and business needs.
engagement, increased productivity
and higher profit.
Land the perfect job:
Employee strengths, career
Make an impact:
aspirations, and personality are
Employees are motivated to
matched to the role and company
outperform, using tools to measure
culture.
their progress, and transform the
organization and their careers.
Empower
Empower employees to hit the ground running and A Smarter Workforce has
to continually learn and develop their skills so that employees who are:
they can make the greatest impact.
Motivated, Committed, Loyal,
Hit the ground running: Productive, Creative, Proactive,
Employees are empowered with the right tools and
and High Value
easily connect to expertise across the organization
to grow their skills and start contributing
immediately. 9
© 2012 Kenexa Corporation

10. WHAT THE ANALYST SAY…
“Best‐In‐Class organizations are more than twice as
likely to identify competency data for each employee.”
SHRM recognized in their 2012 Employee survey, being
recognized in using your skills is now the #1 employee job
satisfaction issue, above pay, benefits etc.
“If we can apply science to improving the selection,
management, and alignment of people, the returns can be
tremendous.” Forbes Leadership Article February 2013
“… companies realize they cannot solve their skills shortages
externally. To achieve competitive advantage, they must
commit to developing the right skills internally” Corporate
Learning Factbook 2012
© 2012 Kenexa Corporation 10

11. CHALLENGES DEFINING
COMPETENCIES
What prevents you from implementing
competencies (or extending the competencies you
have) in your organization?
70.0%
60.0%
50.0%
40.0%
30.0%
20.0%
10.0%
0.0%
Manual Budget Too difficult to Too many Lack of
process Constraints define jobs executive
competencies support
Source: Competencies, Compensation and
Technology Luncheons.- 2012
Copyright Kenexa®, 2012
© 2012 Kenexa Corporation 11

12. TODAY’S
OBJECTIVES
• Understand the challenges to deploying competency
based development plans
• Review the 5 step methodology to successfully deliver
competency based development
• Learn key tips and tools that can help you overcome
common objections and delays
© 2012 Kenexa Corporation 12

13. THE 5 STEPS
1. Create a Consistent Competency Architecture
2. Identify Critical Competencies based on Business
Strategies; Map to Jobs, Projects, CV’s…
3. Map Learning to Competencies
4. Determine Knowledge Gaps for each Competency
5. Create Development Plans
© 2012 Kenexa Corporation 13

14. STEP 1 –
CREATE A CONSISTENT
COMPETENCY
ARCHITECTURE

15. ELEMENTS OF A JOB
PROFILE COMPETENCY
PROGRAM
Technology
Methodology
/ Adoption
Strategies
Architecture
Content
Copyright Kenexa®, 2012
© 2012 Kenexa Corporation 15

16. COMPETENCY
IMPLEMENTATION: FOCUS
Recommended Approach
20% of the effort 80% of the effort
Application
Integration Launch & Long‐Term
Development
Iteration Communication Implementation
Get the “big things right”; Position models as Develop and use quickly and update over time.
“don’t dwell on the small prototypes for learning Focus on buy‐in and change management processes.
stuff”. how to change Make sure you get to the applications; don’t get stuck
Apply existing materials behaviors (vs. a perfect in model development.
and best practices in output image).
developing a rapid draft
Focus on the overall
architecture
Key success criteria and
themes.
Typical Approach 20% of the effort (if able to move out of
80% of the effort development stage)
© 2012 Kenexa Corporation 16

17. TYPES OF COMPETENCIES
AND IMPACT
Reflects strategy and culture
Core, Supports selection and hiring
Leadership Reflects the leadership pipeline
& Levels‐Based Applicable to all roles
Competencies
Reflects functional
strategy and key skills
Functional
Applies to all functional
Competencies incumbents and
candidates
Reflects job/role specific knowledge
and skills
Technical and Domain Well suited for skills assessment, skills
Specific Competencies inventory analysis and development
Applies to incumbents and candidates by
position
“A combination of knowledge, skills and abilities describing the
demonstrable indicators of proficiency.”
© 2012 Kenexa Corporation 17

18. CONSISTENTLY
DEFINING
SKILLS AND
EXPERTISE
Copyright Kenexa®, 2012
© 2012 Kenexa Corporation 18

19. BUILDING THE PROFILE
COMPETENCY ARCHITECTURE
Competency Innovation
Definition Develops new ideas and initiatives that improve the organization's performance.
Suggests better ways of completing own work.
Level 1: Demonstrates the ability to generate ideas organically or in a brainstorming session.
Basic Understanding
Learning References
Supports innovations that are introduced by team leaders and managers.
Seeks help to shape ideas into workable proposals for change.
Seeks new or non‐traditional ideas to improve effectiveness in own area of responsibility.
Participates in efforts to develop ideas generated by team members.
Level 2: Seeks applicable new ideas and approaches.
Working Experience Coaching Tips
Surfaces ideas from other groups that have applicability to the team.
Helps develop implementation plans for introducing innovations to the group.
Encourages exploration of non‐traditional ideas from team members.
Seeks new or non‐traditional ideas to improve effectiveness in team's area of responsibility.
Level 3: Extensive Fosters a team culture that encourages exploration of non‐traditional ideas.
Experience Development Statements
Guides team members in the development and fulfillment of proposed innovations.
Develops change initiatives that target improvement of significant organizational capabilities.
Implements strategies for renewing or deepening change efforts.
Introduces new perspectives and information to the team in order to stimulate innovation and change.
Level 4: Supports new ideas and technologies that produce competitive advantage.
Subject Matter Shares best practices and benchmarks of excellence.
Depth
Provides ongoing sponsorship for innovation programs and change initiatives.
and
Mentors team to question established practices and propose innovations.
®
Breadth
© 2012 Kenexa Corporation
Copyright Kenexa , 2012 19
Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.

20. IMPLEMENTATION
PROCESSES & KNOWLEDGE
TRANSFER
Organizational
Strategies & Goals
PLAN &
DEFINE
MONITOR & On‐the‐Job Training DESIGN &
Implementation Guide Templates CONFIRM
IMPROVE • working group agendas
• internal team roles and resp
• sample project plan
• FAQ’s
• communication strategy and samples
Governance Considerations
ANALYSE &
DEPLOY
ACT
© 2012 Kenexa Corporation 20

21. DEFINING JOB
COMPONENTS
Job XYZ Responsibilities
1. Create applications for
sale to the open market….
2. xxxx
3. Xxxx
Job XYZ
Responsibilities
include Innovation –
Innovating new Level 3
analysis techniques
to create the Communications –
highest quality….. Level 2
Xxxx
xxx Systems Analysis –
Level 4
System Testing –
Level 2
© 2012 Kenexa Corporation 21

22. WHAT ARE JOB
PROFILES?
Job
Responsibilities Job Family Profile Matrix
Step
1 Primary Responsibilities Mgr Sr. Jr. Assoc.
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ Job Job Job Job
Title Title Title Title
Core
Competencies 4 3 2 1
Competency
Step Knowledge, Skills, Leadership
2 Abilities required to 4 3
Competency
successfully carry out Job
Responsibilities Functional
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐
4 3 2 1
Competency
Proficiency Levels Technical
4 2 1
Step Level of expertise Competency
3 required to be successful
in a job
‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐ Proficiency Levels
Copyright Kenexa®, 2012
© 2012 Kenexa Corporation 22

23. JOB CLARITY / CAREER
OPPORTUNITIES
Director of Cloud Risk & IT Compliance Cloud Computing
Cloud Computing Cloud Security
Computing Manager ‐ Cloud Infrastructure
Solution Architect Architect
Operations Computing Architect
Competency Name Proficiency Proficiency Proficiency Proficiency Proficiency
2 - Working 2 – Working 2 – Working
3 - Extensive 3 - Extensive
Knowledge of Organization experience Experience Experience
experience experience
2 - Working
3 - Extensive 2 - Working 2 – Working
Innovation experience
experience experience Experience
Mobile Operating Systems and 4 - Subject matter 3 - Extensive 3 - Extensive 2 - Working 2 - Working
Platforms depth and breadth experience experience experience experience
Information Security 3 - Extensive 2 - Working
Technologies experience experience
3 - Extensive 2 - Working 3 - Extensive
Information Security Architecture
experience experience experience
3 - Extensive
Information Security Audits
experience
3 - Extensive 2 - Working
Data Privacy
experience experience
4 - Subject matter 3 - Extensive 2 - Working 3 - Extensive
Cloud Computing
depth and breadth experience experience experience
3 - Extensive 3 - Extensive 2 - Working 2 - Working 2 - Working
Cloud Computing Architecture
experience experience experience experience experience
Copyright Kenexa®, 2012
© 2012 Kenexa Corporation 23

24. STEP 2 –
IDENTIFY CRITICAL
COMPETENCIES BASED ON
BUSINESS STRATEGIES

25. BUILDING & EVOLVING THE
STRATEGIC ORGANIZATIONAL
MODEL
Existing Company Purchased
Competency Content Competency Content
Company Goals & Priorities,
Industry Trends,
Company Subject Matter Expertise
Strategic Organizational
Model
© 2012 Kenexa Corporation 25

26. BUSINESS REQUIREMENTS
RISK MANAGEMENT:
• Do we have the critical workforce competencies to compete today and in the future?
• What knowledge, skills, and abilities are walking out the door when an employee
leaves? (baby boomers)
• How will we address changing governmental regulations / compliance issues?
SUCCESSION PLANNING / LEADERSHIP PIPELINE:
• How do we know a ‘hi-pot’ is ready to move?
• What is our bench strength should an incumbent leave a critical job (at any level)
DEVELOPMENT PLANNING:
• Are we expending our development resources in the right areas, in the most efficient
way?
ORGANIZATIONAL ALIGNMENT AND COMMUNICATION:
• How do employees know what the company expects of them?
• Are individuals’ jobs and competencies aligned with corporate objectives, strategies,
and goals with individuals’ jobs?
• What can we do to improve employee engagement scores?
STAFFING AND RECRUITING:
• Are we hiring in the right competencies at the right levels for the right positions?
• Do we have the talent in-house?
© 2012 Kenexa Corporation 26

27. STEP 3 –
MAP LEARNING
RESOURCES TO
COMPETENCIES

28. ASSIGNING LEARNING
RESOURCES
Competency Innovation
Definition Develops new ideas and initiatives that improve the organization's performance.
Suggests better ways of completing own work.
Level 1: Demonstrates the ability to generate ideas organically or in a brainstorming session.
Basic Understanding Supports innovations that are introduced by team leaders and managers.
Seeks help to shape ideas into workable proposals for change.
Seeks new or non‐traditional ideas to improve effectiveness in own area of responsibility.
Participates in efforts to develop ideas generated by team members.
Level 2: Seeks applicable new ideas and approaches.
Working Experience
Surfaces ideas from other groups that have applicability to the team.
Helps develop implementation plans for introducing innovations to the group.
Encourages exploration of non‐traditional ideas from team members.
Seeks new or non‐traditional ideas to improve effectiveness in team's area of responsibility.
Level 3: Extensive Fosters a team culture that encourages exploration of non‐traditional ideas.
Experience Guides team members in the development and fulfillment of proposed innovations.
Develops change initiatives that target improvement of significant organizational capabilities.
Implements strategies for renewing or deepening change efforts.
Introduces new perspectives and information to the team in order to stimulate innovation and change.
Level 4: Supports new ideas and technologies that produce competitive advantage.
Subject Matter Shares best practices and benchmarks of excellence.
Depth
Provides ongoing sponsorship for innovation programs and change initiatives.
and
Mentors team to question established practices and propose innovations.
®
Breadth
© 2012 Kenexa Corporation
Copyright Kenexa , 2012 28
Leads a continuous cycle of innovation that incorporates feedback to improve future initiatives.

29. DEVELOPMENT AND COACHING
DISCUSSIONS-
INNOVATION
Development Statement Devel. Statement Group
Name Description Types
Fostering Innovation Foster innovation by increasing R&D expenditures by 20% in the Quantitative
next year.
Prompting Innovative Thinking Attend industry-specific conferences on a quarterly basis, and look Qualitative
for products of offerings that could be improved or expanded on as a
way to jumpstart innovative thinking.
Rewarding Innovation Offer a quarterly award to the most innovative employee, as Qualitative
measured by the number or success of innovations.
Coaching Tip Name Description Coaching Tip Type
Looking for Alternative Solutions Look for alternative solutions to business problems, without initially Exploring|Planning
evaluating feasibility or likelihood of success.
Sharing Problems for Second Encourage your team to share problems with coworkers for second Promoting
Opinions opinions. People not directly involved in the problem can provide ideas and
points of view not previously explored.
Out‐of‐the‐Box Thinking For major projects, hold brainstorming meetings with your team that Exploring
facilitate out‐of‐the‐box thinking. Let employees bounce ideas off of each
other without requiring an immediate solution.
Copyright Kenexa®, 2012
© 2012 Kenexa Corporation 29

30. LEARNING REFERENCES -
INNOVATION
Learning Type Examples
Activities On & Off the job “OJT” ‐ 70‐20‐10
Books Full spectrum of business and technical subjects
Learning Reference Learning Reference Name Learning Reference Description
Conferences job
Activities On & Off the
Professional conferences Participate in the implementation of a significant
Quality initiative participation
quality initiative that includes process mapping,
Government Resources Government regulatory agencies, resources, practices
developing improvement strategies, negotiating
tradeoffs and buy-in for resources, and developing
Internal References Company‐specific materials, best practices, resource center
follow-up measurements
Activities On & Off the job Observe role models Observe and analyze the behavior of potential role
Organizations, models for change
Not‐for‐profit, professional associations and user groups
Associations job
Activities On & Off the Create benchmarks Benchmark other groups or external organizations to
get new ideas for productive change
Professional journals, periodicals, newsletters, newspapers;
External Publications and
Surveys, reports, government, regulatory and industry
References
guidelines
Instructor‐led in‐house, local, regional classes; Higher
Training Programs;
education institutions with programs for the business
Universities
community
Vendors For‐profit training, software or service vendors and publishers
Internet Websites with relevant information
© 2012 Kenexa Corporation 30

31. INVOLVED FROM
BEGINNING
Organizational
Strategies & Goals
PLAN &
DEFINE
MONITOR & DESIGN &
IMPROVE CONFIRM
ANALYSE &
DEPLOY
ACT
© 2012 Kenexa Corporation 31

32. CRITICAL ROLE IN CORE
TEAM
Plan & Define • Assign Learning Advisor to Core Competency Team
• Facilitate Learning Resource Sessions with SME’s at end of Working Sessions
• Assemble Learning Team to review and map existing training materials and
Design & Confirm activities to chosen competencies.
• Create a learning reference repository – each item can be used more than once.
• Ensure Learning References are mapped to competencies and are
Deploy communicated to organization at time of implementation.
• Often the first and most substantial “WIIFM” – key to adoption
• Analyze the results if performing gap assessments.
Analyze & Act • Determine with Managers key competency gaps, consult with options.
• Arrange for training – OJT, job rotations, conferences…
• Ensure involvement on competency reviews
• Periodically (Annually? Semi‐annually) scan the data base for outdated
Monitor & Improve materials, update with new.
• Scan database to ensure there are learning resources for every competency and
© 2012 Kenexa Corporation visa versa 32

33. STEP 4 –
IDENTIFY KNOWLEDGE
GAPS

34. THE COMMON
DENOMINATOR
Job
Learning Resources Individual
Competencies
Project Resume
© 2012 Kenexa Corporation 34

35. INDIVIDUALS
Sample Competencies
Cloud Computing Application Jim's Current
Architect, Senior Proficiency Level
Knowledge of Organization 2 2
Products and Services 3 3
Earned Value Management 3 3
Software Development 3 3
Extreme Programming (XP) 4 3
IT PROJECT MANAGEMENT 3 3
INFORMATION SECURITY
3 2
MANAGEMENT
Configuration Management 3 3
CLOUD RESOURCE
4 1
MANAGEMENT
Copyright Kenexa®, 2012
© 2012 Kenexa Corporation 35

36. TEAM COMPETENCY
GAP ANALYSIS
What competency gaps do we have which would
prevent us from meeting our business objectives? How
will these impact each function within the organization?
Copyright Kenexa®, 2012
© 2012 Kenexa Corporation 36

37. CANDIDATE ANALYSIS
How do we find out who is best suited for
each role in the organization? Or which
other roles would better suit them?
Copyright Kenexa®, 2012
© 2012 Kenexa Corporation 37

38. STEP 5 –
CREATE DEVELOPMENT
PLANS

39. WHERE ARE THE GAPS?
• Individual Knowledge Gaps: Not necessarily “bad.” Perhaps new to
role, or it is a new competency for the company – pro-active, future-looking
requirement. Organizational movement.
• Team Gaps: Used to isolate the skills to develop in individuals. Provides
a reason why individual is receiving development in one competency over
another.
• Prepare for a Career Move: Mindful, planned development to build
the competencies needed for a new job. Also for the incumbent who will
be moving into the job.
• Close Resume “Gap”: e.g., if operational experience is missing from a
leader’s curriculum vitae – assign project with operation competencies as a
requirement.
• Address a new Project’s Requirements: plan for future.
• Support Organization’s move into new Market: be pro-active;
manage organization risk
© 2012 Kenexa Corporation 39

40. DEVELOPMENT
PLANNING
• Identify Competencies to Develop
– Individual knowledge gaps
– Filling Leadership CV Gaps
– Address Project Critical Competencies for Future
– Address organization risk due to lack of core competencies
• Identify Key Learning References for each Competency
– OJT; Coaching; Mentoring; SME’s; Job Rotations; Project Assignments
– Filling Leadership CV Gaps
• Work with Manager to create schedule for learning
© 2012 Kenexa Corporation 40

41. LEARNING RESOURCE
GOVERNANCE
• Assign a learning specialist to the core competency team
permanently.
• Determine frequency of updates in lieu of any organizational shifts
– annually?
• Develop processes and criteria for adding, updating and deleting
learning resources.
• Client feedback
• Dated material
• Obsolete websites
• SME’s
• New vendor offerings
• New technologies
© 2012 Kenexa Corporation 41

42. COMPETENCY IMPLEMENTATION
(BEST PRACTICES)
Model Building
• Ensure linkage between competencies and organization strategies
• Keep models simple at launch
• Add dimensional criteria and keep the momentum
• Start with a library or Competency Framework
Applications
• Focus on assessment and development first, then evaluation and pay applications
• Integrate of the competencies with all processes, even if tools aren’t
• Ensure consistency of applications rather than allowing too many variations
Change Management
• Clarify and communicate specific objectives of your applications up front
• Ensure top management and line management buy-in and ongoing support
• Be focused in implementation (i.e., one function, one pilot group first)
• Provide training and communication more consistently and carefully (building in training at
all stages of implementation)
• Develop and consistently apply a measurement system used to evaluate the effectiveness
of implementation over time
© 2012 Kenexa Corporation 42

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