Date(s) - 09/16/2020
1:00 pm - 2:15 pm
Competencies are defined as “an underlying characteristic of an employee which results in effective and/or superior performance.” One of the most important decisions a manager makes is who they select to hire. As such, companies are motivated to identify habits and behaviors that define superior performance. These habits and behaviors are referred to as “differentiating factors.”
This session presents common professional competencies (differentiating factors) and how to organize competencies into “models” by selecting 5 to 6 competencies, that when bundled together, help define the critical traits of “success.” Whether the role is an accounting intern, marketing analyst, project manager or senior leader – each position has inherent traits that underscore success.
You will learn how to use competencies to identify and interview top candidates. You will gain insights into the Behavioral Interview process and how to objectively “score” candidates. Additionally, you will be given strategies and practical ideas on incorporating competencies in performance management opportunities – such as one-on-one conversations and performance reviews. Finally, you will learn how to leverage competencies to challenge, develop and promote valuable team members. When used holistically, the competency “system” will enhance your hiring practices, provide additional tools to drive success and provide a system to best challenge and engage your employees.
- How to build competency models
- How and where to incorporate competency models into job description
- How to uncover a candidate’s competency level during the interview process and provide an objective “score” and compare interviewed candidates
- How to leverage competency models to best performance-manage employee
- How to leverage competency models to develop and promote employees
- In summary, how to leverage competency models throughout the employee life cycle
The discussion and concepts presented will provide a deeper understanding of “success” for each role. You will gain new pathways to identify, recruit and select employees in a competitive market. Used consistently, these concepts will provide a comprehensive management system to use through the life-cycle of the employee and result in higher employee satisfaction and enhanced employee engagement.
- Competency and Competency Model Defined
- Developing job specific Competency Models
- Characteristics and advantages of behavioral interviews
- Examples of behavioral interview questions tied to specific competencies
- A Competency Scoring Guide to accurately “score” the slate of candidates for a specific role
- Utilizing competency Models to set and measure performance goals
- Utilizing Competency Models for career development and promotion
- Tips to get started
- Senior Manager
- VP or C-level.
- Anyone in Human Resources or that typically is involved in the interview process could also benefit.
During his 9 years in third-party IT recruiting, Mitch completed his MBA from Texas A&M, Commerce. Shortly thereafter, he transitioned into Human Resources – and quickly took on leading talent management and cultural initiatives. Along his journey, he recognized a need for real strategies – a template or a map, if you will, for managers to use as they faced everyday challenges – how to communicate tough decisions, how to listen to a complaint without getting into an argument, how to objectively hire the right person, how to properly prioritize resources, how to ensure employee engagement and drive retention.
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