Using Competencies to Improve Talent Acquisition and Management David Pollack and Julia McElreath So

1
Using Competencies to Improve Talent Acquisition
and ManagementDavid Pollack and Julia McElreath
Sodexho USA
2
Overview 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

3
Sodexho, 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

4
Why 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• Job descriptions for many jobs were outdated or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

5
HR 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

6
HR Process Improvement Outcomes
Position Requirements
SuccessionPlanning
Selection Process Tools
Competency
Development
Sodexho Competencies (Job Analysis)
Sodexho University

7
HRPI 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
8
What 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

9
SodexhoUSA Management Competency Model
10
Position Profiles

• New Position Profiles include
• Job Responsibilities
• Critical Competencies
• Supervision
• Impact of Decisions
• Basic Qualifications
• Working Conditions

11
Hiring 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
12
Basic and Preferred Qualifications

• Basic Qualifications
• Education
• Work Related Experience
• Supervisory/Managerial Experience
• Preferred Qualifications
• Education
• Experience
• Certifications or Other Preferences

13
Structured Interview Question Example
Definition
Interview Questions
Benchmark Rating Standards
14
Executive 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
15
Performance 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
16
Performance 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
17
Performance Goals 60
18
Value Behaviors40

• Value Behaviors are consistent for everyone at a
  certain level of the organization.

19
Impact 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

20
Talent 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

21
Talent 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

22
Training

• 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

23
Conclusions 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)