Competence assessment practices in SHL

1 1 SHL 2012 October 29, 2012 Competence assessment practices in SHL Dragos Iliescu, PhDManaging Director, 42 , The Approved SHL distributor for RomaniaPrepared for International Workshop, Sofia 1-2 November 2012 Project Development of Competence assessment System in Bulgaria 42 An approved SHL Distributor2 SHL 2012 October 29, 2012 People Intelligence Solutions Best in class innovation, assessment source and services to improve business results through superior people AfricaIsraelTurkeyItalyLatviaAsia PacificAustraliaChinaHong KongIndiaIndonesiaJapanNew ZealandSingaporeSouth Korea3 SHL 2012 October 29, 2012 SHL.

2 Some of our clients4 SHL 2012 October 29, 2012 World-class customers>50%of Global Fortune 500>40%of Fortune 500>80%of FTSE>50%of ASX5 SHL 2012 October 29, 20126 SHL 2012 October 29, 2012 The scientific management of human capital REALISETrue business value Demonstrable ROIIF THIS IS OUR GOAL DEFINEC ritical competencies that characterisehigh performanceWithout measurementFutileXREALISETrue business value Demonstrable ROIW ithout definitionMEASUREWith accurate and proven objective assessmentDangerous!XDEFINEC ritical competencies that characterisehigh performanceMEASUREWith accurate and proven objective assessmentREALISETrue business value Demonstrable ROI 7 SHL 2012 October 29, 20128 SHL 2012 October 29, 2012.

3 Underlying characteristic of a person which results in an effective or superior it may be a trait, motive, body of knowledge Boyatzis(1982) The Competent Manager ..the set of behaviour patternsthat the incumbent needs to bring to a position in order to perform its tasks and functions with Competence Woodruffe(1992)How can we define and measure competencies?Competencies9 SHL 2012 October 29, 2012 A is the repertoireof capabilities, activities, processes and responses available that enable a range of work demands to be met more effectivelyby some people than by others.

4 Bartram and Kurz(2002)How can we define and measure competencies?Competencies10 SHL 2012 October 29, 2012 BehavioursTechnical Skills & KnowledgeBrand / Values / CultureEffective Performance The Full StoryBehavioural Competenciesgeneral attributesof the individual that are important for effective performance in a role, that can be measured through behaviourTechnical Competenciesspecific skills and knowledgethat are important for effective performance, product knowledgeValue-Driven Competenciesaspirationalattitudes and beliefsthat influence the way that people conduct themselves at work.

5 This may be consistent with your organisation s brand?Introducing CompetenciesWHY?HOW?WHAT?11 SHL 2012 October 29, 2012 Risk ManagementTeamworkInnovationDemonstratin g IntegrityValuing CustomersCommercial KnowledgeProduct KnowledgeRespecting PeopleProject Management Developing PeopleFinancial ManagementProblem SolvingValues driven competencies support organisational imperatives and apply for all rolesBehavioural & technical competencies can be chosen for specific rolesKEYB ehaviouralCompetencyValues Driven CompetencyTechnical CompetencyEffective Performance -The Full StoryIntroducing Competencies12 SHL 2012 October 29.

6 2012 People ProcessesWorkforce PlanningPerformanceManagementPromotion DevelopmentSuccession & Career PlanningRecruitmentIntegrated People ProcessesTacticalStrategicCompetenciesAp plications of CompetenciesOrganisational Culture Change13 SHL 2012 October 29, 2012 Measurement of competencies Key point: The measurement approach to competencies should be dependent on their usage in specific decisions14 SHL 2012 October 29, 201215 SHL 2012 October 29, 2012 Identify the critical behaviours for successUniversal Competency Framework (UCF): Defines critical behavioursfor any role Firmly linked to observable behaviour Built on empirical evidence and extensive scientific research A valid predictor of performanceLeading organisationsacross the world, including GlaxoSmithKline, have built their competency models around SHL 2012 October 29, 2012 The Universal Competency FrameworkUCF Card SortUCF ReportManager Plus ReportUCF Interview GuideUCF Development Action Planner (OPQ)UCF 360 QuestionnaireEmployee Motivation Report (MQ)

7 UCF Online Competency Profiler17 SHL 2012 October 29, 2012 Linking the what, how and potential1. External/Industry Context2. Organisation Context3. Hard Results Areas Accountabilities4. Observable Soft (Lag)Competencies(Now)Potential(Lead)18 SHL 2012 October 29, 2012 The UCF Structure Breadth And DepthGreat 8 Factor level20 DimensionsCompetency level112 ComponentsBehaviour level19 SHL 2012 October 29, 2012 Leading & DecidingSupporting &CooperatingInteracting &PresentingAnalysing &InterpretingCreating &ConceptualisingOrganising &ExecutingAdapting &Coping1234567 Universal Competency FrameworkEnterprising &Performing8 Deciding &InitiatingActionAdhering toPrinciples &ValuesRelating &NetworkingWriting &ReportingLearning &ResearchingDelivering &MeetingExpectationsCoping withPressureAchievingGoals &ObjectivesLeading & SupervisingWorking withPeoplePersuading &InfluencingApplyingExpertise &TechnologyCreating &InnovatingFollowingInstructions

8 &ProceduresAdapting &Responding toChangeEntrepreneurial& CommercialThinkingPresenting &CommunicatingAnalysingFormulatingConcep ts &StrategiesPlanning & SHL 2012 October 29, 2012 Leading & DecidingSupporting &CooperatingInteracting &PresentingAnalysing &InterpretingCreating &ConceptualisingOrganising &Executing3456 PotentialMeasuresBehaviouralMeasuresCogn itive AbilityAgreeablenessExtroversionNeed for ControlBehaviouralInterviews360 SituationalInterviewsSimulationsCompeten cies to AttributesAdapting &Coping78 Enterprising &PerformingNeed for AchievementEmotional StabilityConscientiousnessOpenness to Experience1221 SHL 2012 October 29.

9 2012 SHL Universal Competency FrameworkThe SHL Great 8 Factors22 SHL 2012 October 29, 201220 Competency DimensionsSHL Universal Competency Framework23 SHL 2012 October 29, 2012112 ComponentsSHL Universal Competency Framework24 SHL 2012 October 29, 2012 The 4 Sets of Competency Card SortsSHL Universal Competency Framework25 SHL 2012 October 29, 201226 SHL 2012 October 29, 2012 Objective assessmentObjective assessment provides a better prediction of a candidate s likely job performanceSource: Mike Smith, UMISTP erfect prediction+.65 assessment Centres+.

10 45 Ability Tests/Job Samples+.40 Group Exercise/Personality Composites+.35 Structured Interviews/In-Tray Exercises+.30 Biodata+.15 Employment Interviews+.10 Educational QualificationsGraphology/Astrology/Phren ologyRandom prediction0+127 SHL 2012 October 29, 2012 assessment solutions across the range Sifting and screening solutions UCF Interview Guide Ability testing Personality testing Multi-rater feedback (360) assessment and Development Center exercises28 SHL 2012 October 29, 201229 SHL 2012 October 29, 2012 UCF Interview Guide30 SHL 2012 October 29, 2012 Cost/ time effective:Less than 15 minutes to completeEasy to use:Scored in less than 5 minutes!