Title: Using Competencies to Improve Talent Acquisition and Management David Pollack and Julia McElreath So
1Using Competencies to Improve Talent Acquisition
and ManagementDavid Pollack and Julia McElreath
Sodexho USA
2Overview of Presentation
- Brief description of Sodexho and what we do
- Reasons for developing our competency-based HR
system - Sodexhos HR Process Improvement initiative
- Outcomes of competency-based system development
- Competency model
- Position Profiles
- Selection process
- Basic and preferred qualifications
- Executive assessments
- Performance management system
- Talent review
- Training
- Conclusions and future directions
3Sodexho, Inc.North America
2 Worldwide in Out-sourcing Services -
Fortune Magazine
- Sodexho is the leading food and facilities
management services company in North America - Revenues 7.2 billion USD
- Including approximately 1 billion in facilities
- management
- Locations 6,000
- Schools 482
- Universities colleges 1,046
- Nursing and retirement homes 485
- Hospitals 1,761
- Business and Industry 1,939
- Government and Defense 68
- Remote sites 49 (Alaska, Canada and Mexico)
- Employees 125,000
4Why Develop a Competency-Based Human Resources
System?
- Existing HR processes (i.e., recruitment,
selection, orientation, training, performance
management, succession planning) were pulled from
various legacy companies - Many HR processes were not based on job analysis
and were not competency-based - Little linkage between the various HR processes
- Job descriptions for many jobs were outdated or
nonexistent - A major effort was underway throughout the
company to bring HR processes up in line with
best practices
5HR Process Improvement
- What is it?
- HR Process Improvement Enhancements to
Sodexhos Human Resources practices and policies - Why are we doing it?
- Adds consistency to the ways that we hire, train,
evaluate, reward, and promote our managers, while
providing the flexibilities needed to optimally
run the business - Focuses HR products and services on what managers
do on their jobs and the competencies critical
for effective performance - Capitalizes on the best practices in Human
Resources
6HR Process Improvement Outcomes
Position Requirements
SuccessionPlanning
Selection Process Tools
Competency
Development
Sodexho Competencies (Job Analysis)
Sodexho University
7HRPI 2002 - 2008
- GM, DM Sales Positions
- Job Analysis
- Selection Process Development Validation
- Performance Management Development Validation
- Implementation
Phase I
- In-Unit Managerial Professional Positions
- Job Analysis
- Selection Process Development Validation
- Performance Management Development Validation
- Implementation
Phase II
- Operations Vice President Positions
- Job Analysis
- Selection Process Development Validation
- Performance Management Development Validation
- Implementation
Phase III
- Staff Positions
- Job Analysis
- Selection Process Development Validation
- Performance Management Development Validation
- Implementation
Phase IV
8What does a competency-based HR system do for us?
- Outcomes of competency-based system development
- Competency model
- Position Profiles
- Selection process
- Basic and preferred qualifications
- Executive assessments
- Performance management system
- Talent review
- Training
9SodexhoUSA Management Competency Model
10Position Profiles
- New Position Profiles include
- Job Responsibilities
- Critical Competencies
- Supervision
- Impact of Decisions
- Basic Qualifications
- Working Conditions
11Hiring Process
Job Posted on Career Center
Candidates Apply for Job
Basic Qualifications
Phone Screen
Competency Interview
Hiring Manager Interview
Tentative Selection Made
Review Panel Approval
12Basic and Preferred Qualifications
- Basic Qualifications
- Education
- Work Related Experience
- Supervisory/Managerial Experience
- Preferred Qualifications
- Education
- Experience
- Certifications or Other Preferences
13Structured Interview Question Example
Definition
Interview Questions
Benchmark Rating Standards
14Executive Assessments
Executive Assessments
Executive Competencies Achieving Market
Growth Building Strategic Relationships Communicat
ing Persuasively Financial Acumen Leading for
Excellence Promoting a Client-Focused
Culture Strategic Thinking Talent Management
- Interview
- Analytical Skills Assessments
- Verbal Reasoning Test
- Critical Thinking Skills Test
- Creative Problem Solving Test
- Numerical Reasoning Test
- Personal Characteristics Assessments
- Values Assessment
- Social Styles Assessment
Assessments measure key underlying skills,
abilities, and personality traits that drive
competency success
15Performance Evaluation and Development
Year-End Evaluation of Performance End Fiscal
Year Performance Rated and Communicated
Communicating Expectations Beginning Fiscal Year
Performance Standards Communicated
Taking Responsibility for Performance
16Performance Management ComponentsPerformance
Goals and Value Behaviors
60
Performance Goals (examples) Profitable Growth
Safety Projects to Drive Profit Client
Satisfaction Accounts Receivable Unit Operating
Standards
- Value Behaviors
- Service Spirit
- Serving Customers Clients
- Drive and Dependability
- Team Spirit
- Promoting and Supporting Diversity and Inclusion
- Interpersonal Relations
- Spirit of Progress
- Managing Employee Performance Development
- Ensuring Safe and Quality Operations
- Managing Multiple Priorities
- Effective Decision Making
- Other Technical Areas (UM)
40
17Performance Goals 60
18Value Behaviors40
- Value Behaviors are consistent for everyone at a
certain level of the organization.
19Impact of the New Performance Management Process
- Over 99 of all managers and professionals whose
jobs were covered in the on-line process received
a performance review last fiscal year - Tracking where individuals were in the
performance management process was easy - The on-line tool housed the permanent record of
an individuals performance review - Individuals were evaluated on both their
objective performance goals as well as on the
competency-based value behaviors - Individuals in the same job title were evaluated
on the same goals and value behaviors using the
same standards - Development was a primary component of the
performance management process
20Talent Review
- Provide opportunities for individuals to grow in
their jobs - Helps to identify replacement needs where are
the gaps - Increase the talent pool of the organization be
successful to meet company goals - Encourages effective career coaching by managers
21Talent Review Process
- Individual Profile
- Merit ratings
- Work History
- Training
- Education
- Language Skills
- Software Skills
- Task Force/Committee
- External Activities
- Relocation
- Short Term Career Goal
- Long Term Career Goal
- Supervisor Assessment
- Future Job Availability
- Short Term Promotable jobs
- Long Term Promotable jobs
- Leadership Competency Assessment
- Development Strategy
22Training
- Managerial training curricula are based on what
managers do on their jobs and the competencies
they need to carry out job responsibilities - New General Manager training curriculum developed
and rolled out - Diversity training implemented across the company
- Results of job analysis, employee engagement
survey, and hiring processes identified areas of
opportunity to be addressed in training programs
23Conclusions and Future Directions
- Results so far
- Comprehensive job analyses conducted for all
managerial and professional jobs in the company - HR processes and tools developed based on the
results of the job analyses (e.g., position
profiles, selection system, performance
management) - HR processes and tools are focused on helping the
business meet its strategic imperatives - HR processes and tools have been validated and
meet professional and legal guidelines - Future Directions
- Continue to refine existing competency-based
systems (e.g., develop alternate forms of
interview questions) - Expand process to include frontline and
administrative positions - Research opportunities where is the overlap
between job analysis and competency modeling (see
SIOP presentation by Campion et al., 2007)