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ACT human competency matrixskills, team, leadership, resilience development and coaching suites of offeringsre•sil•ience [ri-zil-yuhns, -zil-ee-uhns] is not only surviving but thriving in the face of change and adversity. At a corporate level it translates into the development of sustainable competitive advantage. It involves turning adversity into positive energy for growth and supporting, promoting and implementing behaviours and systems, that foster wellness, learning and sustainability.
skill
s de
velo
pmen
t
team
dev
elop
men
t
lead
ersh
ip d
evel
opm
ent
resi
lienc
e de
velo
pmen
t
coac
hing
sm self management
ic influencing & communicating
ar achieving results
psp preventing & solving problems
lphpc leading & promoting a high performance culture
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LEGEND!
!
business writing change consulting/influencing
creativity/innovation
customerservice
intercultural interpersonal media negotiation personal productivity& effectiveness
professional image, etiquette& personal branding
sales talent management ttt team development inspirational leadership performance leadership strategy planning
strategy implementationpresentation
fun
dam
enta
ls o
fp
rofe
ssio
nal
bu
sin
ess
wri
tin
g
po
wer
ful p
rop
osa
l wri
tin
g
po
wer
em
ail
bu
ildin
g a
n a
pp
etit
e fo
r ch
ang
e
hig
h im
pac
t co
nsu
ltin
g s
kills
inte
rpse
rso
nal
infl
uen
cin
g s
kills
inn
ova
tive
pro
ble
m s
olv
ing
un
leas
hin
g c
reat
ivit
y
del
igh
tin
g y
ou
r cu
sto
mer
s
lear
nin
g f
rom
ser
vice
bre
akd
ow
ns
com
mu
nic
atin
g a
cro
ss d
iffe
ren
ces
do
ing
bu
sin
ess
effe
ctiv
ely
seri
es(c
hin
a/ja
pan
/sin
gap
ore
)
asse
rtiv
e co
mm
un
icat
ion
ski
lls
effe
ctiv
e co
mm
un
icat
ion
& in
terp
erso
nal
ski
lls
med
ia in
terv
iew
ing
ski
lls
mo
der
atin
g p
anel
dis
cuss
ion
s
stra
teg
ic n
ego
tiat
ion
ski
lls
min
dfu
lnes
s b
ased
str
ess
red
uct
ion
emo
tio
nal
inte
llig
ence
at
wo
rk
per
son
al &
inte
rper
son
al e
ffec
tive
nes
s
pro
acti
ve t
ime,
en
erg
y&
str
ess
man
agem
ent
po
wer
ful p
rese
nta
tio
ns
pit
ch c
oac
hin
g
bu
sin
ess
etiq
uet
te
din
ing
eti
qu
ette
net
wo
rkin
g &
sm
all t
alk
po
litic
s sm
art
& o
rgan
izat
ion
al s
avvy
pro
fess
ion
al d
ress
ing
& g
roo
min
g
coac
hin
g f
or
per
form
ance
org
aniz
atio
nal
des
ign
co
ach
ing
team
co
ach
ing
exec
uti
ve c
oac
hin
g
wel
lnes
s co
ach
ing
core
val
ues
, vis
ion
& m
issi
on
cla
rifi
cati
on
– fa
cilit
ated
wo
rksh
op
s
crea
tive
pro
ble
m s
olv
ing
& d
ecis
ion
mak
ing
lead
ing
ch
ang
e
lead
ing
wit
h e
mo
tio
nal
inte
llig
ence
faci
litat
ion
ski
lls f
or
lead
ers
& m
anag
ers
med
ia in
terv
iew
ing
ski
lls
pro
fess
ion
al s
ellin
g s
kills
tele
sale
s &
tel
epro
spec
tin
g s
kills
stra
teg
ic in
terv
iew
ing
ski
lls
per
form
ance
ap
pra
isal
s fo
rb
ette
r p
erfo
rman
ce
insp
irin
g &
ret
ain
ing
yo
ur
gen
erat
ion
y t
alen
t
trai
n-t
he-
trai
ner
dev
elo
pin
g t
eam
syn
erg
y
crea
tin
g h
igh
per
form
ing
tea
ms
per
son
al e
ffec
tive
nes
s fo
r te
ma
mem
ber
s:o
nlin
e m
od
ule
team
dev
elo
pm
ent
skill
s fo
r m
anag
ers
situ
atio
nal
lead
ersh
ip &
lead
ersh
ip s
tyle
s
spea
kin
g t
o in
spir
e
lead
ing
wit
h p
urp
ose
– cl
arif
yin
g v
isio
n &
co
re v
alu
es
the
auth
enti
c le
ader
– al
ign
ing
val
ues
, in
ten
tio
ns
& b
ehav
iou
r
wellness & wellbeing (sm)
innovation (ar)
client focus (ar)
professionalism (ic)
oral & written communication (ic)
workforce management (lphpc)
decision making (psp)
continuous learning (sm)
listening, understanding & responding (ic)
creative thinking (psp)
planning, organizing & time management (ar)
information seeking & probing(psp)
managing expectations (ic)
influencing (ic)
negotiation (ic)
result orientation (ar)
emotional intelligence (sm)
adaptability (sm)
relationship building & networking (ar)
teamwork & cooperation (ic)
stress management (sm)
conflict management (ic)
authenticity, personal credibility& purpose (sm)
strategic thinking (psp)
visioning & strategic direction (lphpc)
developing others & motivating (lphpc)
coaching (lphpc)
leveraging diversity (lphpc)
change leadership (lphpc)
team leadership (lphpc)
PHYSICAL RESILIENCE (indiv) / POLITICAL RESILIENCE (team/dept/org)
MENTAL RESILIENCE (indiv) / COGNITIVE RESILIENCE (team/dept/org)
EMOTIONAL RESILIENCE (indiv/team/dept/org)
SPIRITUAL RESILIENCE (indiv) / STRATEGIC RESILIENCE (team/dept/org)
directly developed• implies that competency indicated will be directly developed
during typical program• with a solid foundation, the right environment, and an
infusion of energy, positive growth is attained
addressed• implies that competency will be explored to some degree
during typical program• relevant insights are planted that support the attainment of
positive growth
coaching and company-wide initiatives• competencies to be addressed can only be determined on a
case-by-case basis• growth will need to be carefully engineered out of
exceptionally unique requirements ef
fect
ive
rep
ort
wri
tin
g
all t
ypic
al p
rogr
ams
are
tran
sfor
med
into
be
spok
e so
lutio
ns b
y m
atch
ing
our
clie
nts
need
s to
our
exi
stin
g of
ferin
gs
competency
model
driv
ing
resi
lienc
e
AWARENESSresilence level & areas of risk
TRANSFORMATIONcoaching
COMMUNICATIONdevelopment of core resilience skills
AC
T re
silie
nce
ass
essm
ent
& d
evel
op
men
t sc
ale
(on
line)
bu
ildin
g a
n a
pp
etit
e fo
r ch
ang
e
emo
tio
nal
inte
llig
ence
pro
acti
ve t
ime,
en
erg
y&
str
ess
man
agem
ent
inn
ova
tio
n &
cre
ativ
e th
inki
ng
per
son
al &
inte
rper
son
al e
ffec
tive
nes
s
pro
ble
m s
olv
ing
& d
ecis
ion
mak
ing
min
dfu
lnes
s b
ased
str
ess
red
uct
ion
(m
bsr
)
exec
uti
ve c
oac
hin
g
per
son
al c
oac
hin
g
wel
lnes
s co
ach
ing
team
co
ach
ing
org
aniz
atio
nal
des
ign
co
ach
ing
bri
din
g t
he
resi
lien
ce g
ap
syst
em-w
ide
init
iati
ve
PHYSICAL RESILIENCE (indiv) / POLITICAL RESILIENCE (team/dept/org)
MENTAL RESILIENCE (indiv) / COGNITIVE RESILIENCE (team/dept/org)
EMOTIONAL RESILIENCE (indiv/team/dept/org)
SPIRITUAL RESILIENCE (indiv) / STRATEGIC RESILIENCE (team/dept/org)
ACT human - 2 core competenciesthe core behavioral competencies we strive to build through every piece of work we do are ‘humanity’ and ‘resilience’.
1. ‘humanity’ is the competency that inspired us to be ACT human. It is the ultimate competency as well as the most basic of all competencies. According to the great Confucian philosopher Mencius, humanity “is a feeling common to all mankind that we cannot bear to see others suffer”. It includes empathy, caring, and forgiveness and is the basis of genuine altruism and caring for others in all social actions.
it is through ‘humanity’ that resilient success is built - the kind that persists because it is based on wellness, learning and sustainability. ‘Humanity’ drives resilience.
2. ‘resilience’ is about not only surviving but thriving in the face of change and adversity. At a corporate level it translates into the development of sustainable competitive advantage. It involves turning adversity into positive energy for growth and supporting, promoting and implementing behaviors and systems that foster wellness, learning and sustainability.
ACT human. Driving resilience.
ACT human – 30 key success factors/ competencieswe define below the 30 key-behavioral or non-technical competencies addressed/ developed throughout ACT human’s 5 suites of offerings - leadership, team, skills, resilience development and coaching.
to us competencies are observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviors needed for one to achieve professional and personal success.
there are 5 typical areas for personal and professional success covered in our behavioral competency model - self management (sm), influencing and communicating (ic), achieving results (ar), preventing and solving problems (psp) and leading and promoting a high-performance culture (lphpc).
ACT human’s 30 key competencies are, however, arranged in terms of how they support the development of personal and organizational resilience at 4 levels:
1. Level 1 - physical resilience (applies to individuals) and political resilience (applies to teams, departments and organizations)
2. Level 2 - mental resilience (applies to individuals) and cognitive resilience (applies to teams, departments and organizations)
3. Level 3 - emotional resilience (applies to individuals, teams, departments and organizations)
4. Level 4 - spiritual resilience (applies to individuals) and strategic resilience (applies to teams, departments and organizations)
ACT human – how to use our competency dictionary and matrixour competency model (dictionary and matrix) can be used for a variety of purposes including recruitment and staffing, learning and career development and performance management.
we trust that you will find them especially useful when it comes to identifying training needs as well as suitable development solutions.
ACT human – behavioral competency definitions
physical resilience (individual)/ political resilience (organization)
1. wellness and wellbeing (sm) – is about the existence of positive health and a sense of wellbeing in an individual. It involves adopting specific behaviors and lifestyles that promote optimal physical, mental, emotional and spiritual health such as mindfulness, a grateful disposition and emotional intelligence.
2. innovation (ar) – is about improving performance by doing or promoting new things, such as introducing a previously unknown or untried solution or procedure to the specific area or organization. It involves identifying problems, thinking using multi-pathways, generating ideas and alternatives and producing a variety of possible solutions.
3. client focus (ar) – is about identifying and responding to current and future client needs. It translates into providing service excellence to internal and external clients.
4. professionalism (ic) – is about being aware of how one’s self, one’s role and the organization are perceived by others. It involves thinking carefully about the likely effect on others of one’s words, actions, appearance, and mode of behavior.
5. oral and written communication (ic) – is about effectively transferring thoughts and expressing ideas orally or in writing in individual or group situations. It involves presenting oneself clearly and articulately when speaking with an individual or before a group, assuring that others fully comprehend the intended message.
6. workforce management (lphpc) – is about effectively recruiting, selecting, developing, and retaining competent staff. It involves dealing head-on with people problems and prickly situations without being intimidating, making appropriate assignments and managing staff engagement and performance.
7. decision making (psp) – is about evaluating options, considering consequences and implications, reaching conclusions and making recommendations and decisions involving varied levels of complexity, ambiguity and risk. It involves analytical, creative, conceptual and strategic thinking.
mental resilience (individual)/ cognitive resilience (organization)
8. continuous learning (sm) – is about pursuing self-development. It involves openness, assessing and recognizing own strengths and limitations and “working through” the personal experience of having contributed to an unsuccessful outcome so as to learn from it.
9. listening, understanding and responding (ic) – is about understanding and responding effectively to both spoken and unspoken or partly expressed thoughts, feelings and concerns of people from diverse backgrounds. It involves showing a deep and complex understanding of self and others, including empathy and cross-cultural sensitivity.
10. creative thinking (psp) – is about questioning conventional approaches. It involves understanding and mapping problems and exploring alternatives, responding to challenges with innovative solutions or services and using intuition, experimentation and fresh perspectives.
11. planning, organizing and time management (ar) – is about defining tasks and milestones to achieve objectives, while ensuring the optimal use of resources, including effective and efficient use of own time, to meet those objectives. It involves
coordinating with and informing others as necessary and the ability to juggle many different conflicting demands and priorities.
12. information seeking and probing (psp) – is about going beyond the questions that are routine or required in the job. It involves “digging” or pressing for exact information and true needs, resolving discrepancies by asking a series of questions, and/ or less-focused environmental “scanning” for potential opportunities or miscellaneous information that may be of future use.
13. managing expectations (ic) – is about communicating goals and needs to others clearly and accurately. It involves communicating the degree of urgency for all projects/ initiatives effectively and creating openness and connection with others by being well prepared at all times, and using clear placement and permission with the ultimate goal of achieving successful outcomes.
14. influencing (ic) – is about gaining support from and inspiring others to advance the objectives of the organization. It involves adapting clear and concise messages/ presentations for different kinds of audiences and getting ‘buy-in’ for the decisions that are made.
15. negotiation (ic) – is about exploring positions and alternatives to reach outcomes that gain acceptance of all parties. It involves developing a strategy to achieve desired outcomes, responding to opposing views in a non-defensive manner and keeping arguments issue-oriented.
16. result orientation (ar) – is about focusing personal efforts on achieving results consistent with the organization’s objectives. It involves having the sustained energy to manage own time and work volumes effectively to achieve results and deliver on targets even in the face of obstacles.
emotional resilience (individual and organization)17. emotional intelligence (sm) – is about integrating thinking
and feeling to make optimal decisions and create optimal relationships with oneself and others. It involves recognizing and shifting emotions and emotional patterns, consequential thinking, intrinsic motivation, developing optimism and empathy, and pursuing noble goals.
18. adaptability (sm) – is about adjusting own behaviors to work efficiently and effectively in light of new information, changing situations and/or different environments and cultures while remaining positive and motivated. It involves generating appropriate emotion/ mood and recognizing causes for alternative gratification.
19. relationship building and networking (ar) – is about building and actively maintaining working relationships and/or networks of contacts to further the organization’s goals. It involves the desire to work co-operatively with all stakeholders to meet mutual goals and an awareness that a relationship based on trust is the foundation for success in delivering results.
20. teamwork and cooperation (ic) - is about working collaboratively with others within diverse teams, work groups and across the organization and cultures to achieve common goals and positive results. It involves the awareness of own and other’s strengths and limitations and work preferences and – at a higher level – subverting personal needs to meet group needs.
21. stress management (sm) – is about maintaining effectiveness and wellness in the face of stress. It involves an awareness of own stressors, demonstrating focused, mindful thought even when under pressure and a proactive approach to managing and coping with stress.
22. conflict management (ic) – is about preventing, managing and/or resolving conflicts. It involves recognizing conflict, bringing substantial conflicts into the open and attempting to manage them collaboratively, identifying ways to help involved parties to work through conflict and maintaining awareness of broad, longer-term objectives to ensure that all parties share this awareness while seeking solutions.
spiritual resilience (individual)/ strategic resilience (organization)
23. authenticity, integrity and purpose (sm) – is about demonstrating actions that are consistent with what one says is important. It involves self-knowledge, communicating intentions, ideas and feelings openly and assertively without being intimidating, welcoming openness and honesty even in difficult negotiations and living up one’s core values with a sense of purpose.
24. strategic thinking (psp) – is about thinking and operating with a global perspective and vision that reaches outside organizational and regional boundaries and anticipates where markets/ market players are going and acting accordingly. It involves understanding the impact of decisions and workload on the wider team and across the business.
25. visioning and strategic direction (lphpc) – is about developing and inspiring commitment to a vision of success. It involves supporting, promoting and ensuring alignment with the organization’s vision and values.
26. developing others and motivating (lphpc) – is about fostering the development of others by providing a supportive environment for enhanced performance and professional growth. It involves being solution focused rather than problem focused, providing positive feedback, acknowledgement, recognition and encouragement when appropriate, proactively and directly addressing performance issues, delegating appropriately and coaching.
27. coaching (lphpc) – is about supporting individuals to produce exceptional results. It involves partnering with others in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.
28. leveraging diversity (lphpc) – is about fostering an inclusive workplace where diversity and individual differences are valued and leveraged to achieve the vision and mission of the organization. It involves supporting different behavioral/ work styles, cross-generational diversity and cross-cultural diversity and an awareness that leveraging workplace diversity is a vital strategic resource for competitive advantage.
29. change leadership (lphpc) – is about anticipating, driving, managing and enabling the process of change and transition linked to the broader business strategy and associated risk while helping others deal with their effects.
30. team leadership (lphpc) – is about leading and supporting teams to operate at optimal levels as well as integrating and coordinating teams into a coherent ‘whole’. It involves linking skills, tasks and people within and across teams and ensuring that key team performance factors associated with high-performing teams are consistently performed.
ACT human behavioral competency model
act human
skill
s de
velo
pmen
t
team
dev
elop
men
t
lead
ersh
ip d
evel
opm
ent
resi
lienc
e de
velo
pmen
t
coac
hing
sm self management
ic influencing & communicating
ar achieving results
psp preventing & solving problems
lphpc leading & promoting a high performance culture
LEGEND!
!
directly developed• implies that competency indicated will be directly developed
during typical program• with a solid foundation, the right environment, and an
infusion of energy, positive growth is attained
addressed• implies that competency will be explored to some degree
during typical program• relevant insights are planted that support the attainment of
positive growth
coaching and company-wide initiatives• competencies to be addressed can only be determined on a
case-by-case basis• growth will need to be carefully engineered out of
exceptionally unique requirements all t
ypic
al p
rogr
ams
are
tran
sfor
med
into
be
spok
e so
lutio
ns b
y m
atch
ing
our
clie
nts
need
s to
our
exi
stin
g of
ferin
gs
ACT human & business development pte ltd
29a kreta ayer road, singapore 088996t +65 6835-3919 • f +65 6835-3912 • w http://www.acthuman.com
level 19, silver fortune plaza, 1 wellington street, central, hong kongt +852 8121-9981 • f +852 8121-9984
singapore (hq) • hong kong • tokyo • melbourne
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