Competency Models for Organizational Change – Three Case Studies

Case #1: “We need to change our sales approach.”
Leaders in a large financial services company realized that the changing nature of their segment of the industry would make their current sales approach obsolete. Instead of relying on prospecting and order-taking sales people, the company needed a more consultative sales approach in which the sales person could understand the individual client’s current situation and their short and long range plans in order to match those with an array of investment tools. We will describe the central role that competency modeling played in specifying the behavioral change required, how we assessed the probability that the incumbent sales people would successfully make the changes, and how we provided developmental guidance to help those individuals achieve competence under the new model.

Case #2: “We were just sold.”
After 10 years of re-engineering efforts, this electronics component manufacturer was sold to a private equity group by its corporate owner. Suddenly, the leadership style that served when they were part of a larger company was inadequate to meet the needs of this 90+ year old “new” company. We will describe how the top 60 leaders of this company came together for the first time in their history to define how they, and the rest of the management team, would need to change their behavior in order to be successful going forward. This competency modeling summit tapped into the collective wisdom and will of the leaders to accelerate the needed change.

Case #3: “Who is the successor?”
When the president of a business unit had to name a successor, he realized he did not feel comfortable with even his strongest subordinate being ready to move up. He had gotten the job when the state of the business was very different and he wasn’t even sure how to describe what was needed in his successor. We will describe how he used a work session with his whole leadership team to define the leadership competency model and then used that model to develop his entire team, including the ones with most potential to be his successor.

This webcast has been approved for 1.0 General recertification credits through HRCI

• Training and Development, OD, and other HR professionals involved in driving change initiatives
• External consultants and people development professionals who need efficient tools for creating competency models and driving change
• Line Managers who need to quickly drive change in their organizations
• Anyone who has built a competency model that is gathering dust on a shelf

All Registered HR.com members are also eligible for:

We will be having additional HR.com hosted webinars in 2009. The next topic is:
“The Hospitality Gene”
Delivered on May 19th at 3:00 pm ET

		Carol Jenkins PhD Assess Systems View Profile

		Steve Hardesty Ph.D. Assess Systems View Profile

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