Korn Ferry Leadership Architect

Korn FerryLeadershipArchitect™

Global Competency Framework

Version 1

Sort CardsQuick Reference Guide

Korn Ferry Leadership Architect™Sort Cards Quick Reference Guide

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No part of this work may be copied or transferred to any other expression or form without a license from Korn Ferry.

For the sake of linguistic simplicity in this product, only the masculine form is used. However, in each case, the feminine form should always be understood to be included.

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Korn Ferry Leadership Architect™ Sort Cards Quick Reference Guide printings:

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Korn Ferry Leadership Architect™ Sort Cards Quick Reference Guide

OverviewThis Quick Reference Guide provides information on the most common ways to use the Korn Ferry Leadership Architect™ Sort Cards.

The guide can also be used in combination with other Korn Ferry Leadership Architect™ assessment, development, and coaching tools. To learn about these resources, visit our web site at www.kornferry.com.

Training and certificationTo equip you for success and ensure proper use of Korn Ferry Leadership Architect™ Sort Cards and tools, certification is recommended. Click here for more information about our certification options and schedule.

Intellectual property licenses and copyright guidelinesMany tools in the Korn Ferry Leadership Architect™ suite are available as intellectual property (IP) licenses for your organization’s internal use. An IP license allows your organization to incorporate our products into your internal systems and tailor them to your organization’s culture.

If you use our products in their originally created form, you will not need an IP license. However, if you use the content electronically (e.g., in a performance management system), create derivatives of the content, or use the content in any other form, you will need to purchase an IP license.

Here are a few examples of the types of things you can accomplish with the purchase of an IP license for the Korn Ferry Leadership Architect™ Global Competency Framework:

• Create a competency model for your organization.

• Create competency-based job profiles and descriptions.

• Modify the competency definitions to fit your corporate culture and business needs.

• Load the competencies into your performance management or talent management system.

Purchasing products or becoming a certified user does not grant you permission to copy, reprint, or modify the content. All of those uses require the purchase of an IP license. For more information, e-mail: [email protected].

Permission to copy Tally Sheets and PostersTo Whom It May Concern:

This document shall confirm that Korn Ferry is granting you the right to make copies and enlargements of the tally sheets and posters located on pages 15-19 of the Korn Ferry Leadership Architect™ Sort Cards Quick Reference Guide. Such copies are for the internal use of your organization only. All copies must retain the copyright notice located on the bottom of each page:

© 2014 Korn Ferry. All rights reserved.

If you have any questions regarding the permissions granted in this guide, please contact the Korn Ferry Leadership Consulting Corporation at [email protected].

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Table of Contents

Introduction to the Korn Ferry Leadership Architect™ Global Competency Framework ................................. 1

Strategic and integrated talent management: The role of competencies ....................................................................................2

Applications overview ............................................................................................................................................................................................3

Sort Card Deck and overall process ..........................................................................................................................................................4

The 38 Competency Sort Cards (numbered 1–38) ..................................................................................................................................4

Sort Guide / Divider Card Sets ..........................................................................................................................................................................5

Card sorting options ...............................................................................................................................................................................................6

Sort Card process flow ..........................................................................................................................................................................................7

Implementation best practices ..........................................................................................................................................................................7

Common uses and procedures ......................................................................................................................................................................8

Job Profile or Competency Model Sort .........................................................................................................................................................8

Part A: Conducting the Profile Sort ............................................................................................................................................................8

Part B: Tallying group results ..........................................................................................................................................................................9

Skill Assessment Sort .............................................................................................................................................................................................11

Part A: Conducting the Skill Assessment Sort .......................................................................................................................................11

Part B: Comparing Skill Level and Importance Sort (optional) ....................................................................................................12

Part C: Analyzing results and ongoing development ........................................................................................................................12

Tally Sheets and Posters ................................................................................................................................................................................... 15

Korn Ferry Leadership Architect™ 38 Competencies Tally Sheet .................................................................................................. 15

Korn Ferry Leadership Architect™ 38 Competencies Poster ............................................................................................................ 16

Korn Ferry Leadership Architect™ 38 Competencies Poster .............................................................................................................17

Korn Ferry Leadership Architect™ 38 Competencies/Clusters/Factors Poster ...................................................................... 18

Korn Ferry Leadership Architect™ 38 Competencies/Clusters/Factors Poster ...................................................................... 19

© 2014 Korn Ferry. All rights reserved. 1


Introduction to the Korn Ferry Leadership Architect™ Global Competency FrameworkBased on extensive and ongoing research, the Korn Ferry Leadership Architect™ Global Competency Framework consists of 38 Competencies and 10 Career Stallers and Stoppers. These roll up into 15 Clusters that are statistically derived from ongoing normative studies.

Competencies are observable and measurable skills and behaviors that contribute to workplace effectiveness and career success.

Career Stallers and Stoppers are behaviors generally considered problematic or harmful to career success.

Clusters are statistically supported groupings of related Competencies or Career Stallers and Stoppers. They represent a higher order and broader scope of skills and behaviors that contribute to success or derailment.

Korn Ferry Leadership Architect™ Global Competency Framework

FACTOR I: THOUGHTA. Understanding the Business

5. Business Insight 11. Customer Focus 17. Financial Acumen 35. Tech Savvy

B. Making Complex Decisions 8. Manages Complexity 12. Decision Quality 32. Balances Stakeholders

C. Creating the New and Different 18. Global Perspective 19. Cultivates Innovation 33. Strategic Mindset

FACTOR II: RESULTSD. Taking Initiative

2. Action Oriented 27. Resourcefulness

E. Managing Execution 15. Directs Work 25. Plans and Aligns 38. Optimizes Work

Processes

F. Focusing on Performance 1. Ensures Accountability 28. Drives Results

FACTOR III: PEOPLEG. Building Collaborative

Relationships 6. Collaborates 9. Manages Conflict 20. Interpersonal Savvy 21. Builds Networks

H. Optimizing Diverse Talent 4. Attracts Top Talent 13. Develops Talent 14. Values Differences 34. Builds Effective Teams

I. Influencing People 7. Communicates

Effectively 16. Drives Engagement 23. Organizational Savvy 24. Persuades 37. Drives Vision and

Purpose

FACTOR IV. SELFJ. Being Authentic

10. Courage 36. Instills Trust

K. Being Open 29. Demonstrates Self-

Awareness 30. Self-Development

L. Being Flexible and Adaptable 3. Manages Ambiguity 22. Nimble Learning 26. Being Resilient 31. Situational Adaptability

CAREER STALLERS AND STOPPERS

M. Trouble with People 102. Blocked Personal Learner 103. Lack of Ethics and Values 110. Political Missteps

N. Doesn’t Inspire or Build Talent 101. Poor Administrator 104. Failure to Build a Team 105. Failure to Staff Effectively

O. Too Narrow 106. Key Skill Deficiencies107. Non-Strategic 108. Overdependence on an Advocate 109. Overdependence on a Single Skill

For information on the origins of Korn Ferry Leadership Architect™, read the white paper Define. Distill. Deploy: Adopting twenty-first century competencies for high impact. To learn more about the science and research behind this global competency framework, consult the Korn Ferry Leadership Architect™ Research Guide and Technical Manual.

http://www.kornferryinstitute.com/reports-insights/define-distill-deploy-adopting-twenty-first-century-competencies-high-impact-talent

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Strategic and integrated talent management: The role of competencies

An effective competency model:• Provides a solid foundation for integrating talent management processes

• Aligns talent processes with a common language

• Defines what is required for success

• Activates an organization’s strategy

COMPETENCYFRAMEWORK

ASSESSMENTDEVELOPMENT

SELECTIONPERFORMANCEMANAGEMENT

JOB AND SUCCESS PROFILES

SUCCESSIONPLANNING

FEEDBACK

ONBOARDING



Applications overviewThe Korn Ferry Leadership Architect™ Sort Cards are a proven, versatile method for facilitating competency-related individual and group discussions. They are used to support an integrated talent strategy and to inform and guide the following types of applications:

PURPOSE DESCRIPTION APPLICATIONS

Job profiles / selection

• Creates a profile of the competencies that are important for success in a specific job or role

• Job profiles for existing or future positions• Identifying job responsibilities and

success criteria • Interviewing and selection • Onboarding• Development

Competency models

• Creates a profile of the competencies that are important for success for a particular group or the broader organization

• Profiles for current or future states• Success criteria for specific workgroups,

teams, functions, levels, or the organization• Interviewing and selection• Onboarding• Performance management • Development

Skill assessment • Provides an assessment of an individual or group’s strengths and weaknesses

• Identifying skill gaps, strengths, overused skills, and potential career stallers/stoppers

• Input to determining promotability or readiness for next assignment/role

• Development• Coaching



Sort Card Deck and overall processEach Korn Ferry Leadership Architect™ Sort Card Deck includes the following:

The 38 Competency Sort Cards (numbered 1–38)The front side of the competency cards states the competency Definition plus Skilled behaviors. The back side describes Overused Skill behaviors and Less Skilled behaviors.

FRONT Korn Ferry Leadership Architect™ Global Competency Framework Sort Cards. Copyright © 2014 Korn Ferry. All Rights Reserved.

1 Ensures Accountability

Holding self and others accountable to meet commitments.

SKILLED• Follows through on commitments and makes sure others do the same.• Acts with a clear sense of ownership.• Takes personal responsibility for decisions, actions, and failures.• Establishes clear responsibilities and processes for monitoring work and

measuring results.• Designs feedback loops into work.

1

Ensures A

ccountabilityII • F

1

BACK Korn Ferry Leadership Architect™ Global Competency Framework Sort Cards. Copyright © 2014 Korn Ferry. All Rights Reserved.

1 Ensures Accountability

OVERUSED SKILL• May not give appropriate credit to others.• Strictly enforces accountability; doesn’t consider situations that are beyond

individuals’ control.• Focuses too much on numbers and hard data; measurement becomes a goal

and a pursuit of its own.

LESS SKILLED• Fails to accept a fair share of personal responsibility.• Gathers little information about how things are going.• Provides inadequate feedback; fails to help others adjust course midstream.• Prefers to be one of many accountable for an assignment.

II: RESULTSF: FOCUSING ON PERFORMANCE

1 Ensures A

ccountabilityII • F

The 10 Career Stallers and Stoppers Sort Cards (numbered 101–110)The 10 Career Stallers and Stoppers cards provide A Problem description on the front side and Not a Problem description on the back side.


101 Poor Administrator

A PROBLEM• Has low detail-orientation.• Lets things fall through the cracks.• Overcommits and underdelivers.• Misses key details.• Forgets undocumented commitments.• Has to scramble to pull things together at the last minute.• Moves on without completing the task.

101 Poor A

dministrator

N

101


101 Poor Administrator

NOT A PROBLEM• Well organized and detail skilled.• Reliable—keeps tabs on work in process; remembers commitments.• Good administrator; keeps things on track.• Sets tight priorities.• Uses time well.• Says no if they can’t get to it.• Completes most things on time and in time.

N: DOESN’T INSPIRE OR BUILD TALENT 101 Poor A

dministrator

N

Sort Guide / Divider CardsTo guide and organize a range of sorts, there are various Sort Guide / Divider Cards included with each deck of Korn Ferry Leadership Architect™ Sort Cards. A complete listing of the card sets and their primary uses can be found on the Sort Guide / Divider Cards index card.

Competency Card Index

INDEX


TITLE CARD NO.

Ensures Accountability 1Action Oriented 2Manages Ambiguity 3Attracts Top Talent 4Business Insight 5Collaborates 6Communicates Effectively 7Manages Complexity 8Manages Conflict 9Courage 10Customer Focus 1 1Decision Quality 12Develops Talent 13Values Differences 14Directs Work 15Drives Engagement 16Financial Acumen 17Global Perspective 18Cultivates Innovation 19

TITLE CARD NO.

Interpersonal Savvy 20Builds Networks 2 1Nimble Learning 22Organizational Savvy 23Persuades 24Plans and Aligns 25Being Resilient 26Resourcefulness 27Drives Results 28Demonstrates Self-Awareness 29Self-Development 30Situational Adaptability 3 1Balances Stakeholders 32Strategic Mindset 33Builds Effective Teams 34Tech Savvy 35Instills Trust 36Drives Vision and Purpose 37Optimizes Work Processes 38


GENERAL/UNIVERSAL:A High -or- Highest -or- Most -or- Would describeB Moderate -or- Middle -or- Some -or- Might describeC Low -or- Lowest -or- Least -or- Would not describe

IMPORTANCE CATEGORIES:D Essential -or- Mission critical -or- MostE Very important -or- NecessaryF Nice to have -or- Useful -or- MiddleG Less important -or- SomeH Not important -or- Least

SKILL RATINGS:I Overused skill -or- OverdoneJ Towering strengthK TalentedL Skilled -or- OKM Less skilled -or- WeaknessN A serious issue -or- A needO Untested -or- Don’t know P Can’t rate clearly

PERFORMANCE MANAGEMENT:Q Exceeds expectationsR Meets expectationsS Needs improvement

INDEX Sort Guide/Divider Cards IndexThese 19 sort guide/divider cards help you organize the card sorts.



Sort Guide / Divider Card SetsThe two sort card sets most commonly used are shown below:

Set 1 – General / Universal categories – Cards A, B, & CGeneral / Universal cards can be used for three-way sorts for job/competency profiling or skill assessments.


Divid

er Card

A

HighThese are high or strong compared to the majority of others; above average; outstanding.

HighestWithin this set of things, these are the highest or strongest and better than all the rest.

MostThis would be true all or the majority of the time.

Would describeThis would be true all or the majority of the time.


A B C

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A

AHigh – or –

Highest – or –

Most – or –

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Divid

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ModerateThese are equal to most others; in the middle, average, or at standard.

MiddleWithin this set of things, these are in the middle, between higher and lower.

SomeThis would be true some of the time or may be a mixture of most and least.

Might describeThis would be true some of the time or may be a mixture of would and would not describe.


A B C

Divid

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B

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Middle – or –

Some – or –

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Divid

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C

LowThese are low or weak compared to the majority of others; below average; not up to standard.

LowestWithin this set of things, these are the lowest compared to the rest.

LeastThis would be seldom or never true.

Would not describeThis would be seldom or never true.


A B C

Divid

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C

CLow – or –

Lowest – or –

Least – or –

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Set 2 – Importance categories – Cards D, E, F, G, & HImportance cards are used for three-way or five-way sorts. For three-way sorts use cards D, F, and H. For five-way sorts use all five cards – D, E, F, G, and H.


Divid

er Card

D

Essential – or – Mission critical – or – MostIt would not be possible for someone to perform well in this job if they did not have better-than-average skills in this competency and the other essential skills; this competency would be a “must have” to do well.


D E F G H

Divid

er Card

D

Essential – or –

Mission critical – or –

Most

D


Divid

er Card

E

Very important – or – NecessaryHaving this competency would be very important in order for someone to perform well in this job.


D E F G H

Divid

er Card

E

Very important – or –

Necessary

E


Divid

er Card

F

Nice to have – or – Useful – or – MiddleHaving this competency would help this person perform better in this job but isn’t essential. The job could be done well without this if the person had other essential skills.


D E F G H

Divid

er Card

F

Nice to have – or –

Useful – or –

Middle

F


Divid

er Card

G

Less important – or – SomeThis competency is not used very much or is not very often in play in this job. Even if this person were low in this skill, it wouldn’t have much effect on job performance.


D E F G H

Divid

er Card

G

Less important – or –

Some

G


Divid

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H

Not important – or – LeastThis competency is not used or is not in play in this job. Even if this person were low in this skill, it wouldn’t affect job performance.


D E F G H

Divid

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H

Not important – or –

Least

H



Card sorting optionsThere are two principal ways you can sort the cards:

1. Flat sorts require a predetermined number of cards to be sorted into various Divider Card categories or piles.

2. Absolute sorts have no prescribed number of cards to be included in any one Divider Card category or pile.

Flat sortA Flat sort (also called Forced or Relative) is recommended for most applications. In a Flat sort, a roughly even number of cards is placed into each sorting pile. For example, in a three-way sort, 12–14 of the 38 Competency cards are placed into each pile. (In a five-way sort, 7–8 cards are placed in each pile.) Use a Flat sort when you want to get an idea of relative highs and lows. A Flat sort decreases biases that can affect sorts, such as being overly generous on strengths or too hard on weaknesses. It also makes it easier to compare perceptions when several people are conducting the same sort and a consensus is needed. An example:


A B C

Divid

er Card

A

AHigh – or –

Highest – or –

Most – or –

Would describe


A B C

Divid

er Card

B


Middle – or –

Some – or –

Might describe


A B C

Divid

er Card

C

CLow – or –

Lowest – or –

Least – or –

Would not describe

12 CARDS 14 CARDS 12 CARDS

Absolute sortIn an Absolute sort, sorters can place as many or as few cards in a pile as they see fit. For example, an Absolute sort may indicate that a person or group possesses more strengths than weaknesses, or more middle skills than strengths or weaknesses. An Absolute sort can be more accurate than a Flat sort when the rater knows the subject quite well. However, it is also more susceptible to sorting biases, resulting in too many cards in one pile and too few in another. It will often be less effective in differentiating relative highs and lows. An example:


A B C

Divid

er Card

A

AHigh – or –

Highest – or –

Most – or –

Would describe


A B C

Divid

er Card

B


Middle – or –

Some – or –

Might describe


A B C

Divid

er Card

C

CLow – or –

Lowest – or –

Least – or –

Would not describe

X NUMBER OF CARDS X NUMBER OF CARDS X NUMBER OF CARDS

Note: Many sorters will have an initial preference for Absolute sorts, believing themselves to be free of bias.



Sort Card process flowThe process for administering a sort will vary based upon your purpose and needs; however, a general flow is shown below for sorts that involve multiple individuals or groups.

Prepare

• Identify the purpose of the sort and create the sort question

• Engage subject-matter experts and stakeholders as needed

• Gather materials

Conduct sort

• Review the purpose of the sort and sort question

• Select Divider Cards

• Do individual or group sort

Tally and analyze results

• Use tally sheets for individual sorts

• Use posters for group results

• Reach conclusions through dialogue

Integrate results

Determine next steps to integrate results, such as:

• Development

• Selection

• Succession

• Onboarding

Implementation best practices1. Sort questions. It is important that everyone understands and agrees on the question for which they are sorting.

2. Card shuffling. When you first open a deck, the cards will be in numeric order. Before conducting a card sort, shuffle the cards three times to randomize the order.

Note: Without shuffling, card sorts can result in an “order effect” that occurs when “sorting fatigue” sets in and less consideration is given to cards at the end of the deck.

3. Space. When setting up space for a card sort, keep in mind that people need enough space to comfortably (and/or privately) sort a deck. A horizontal or vertical orientation may be selected.


A B C

Divid

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A

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Highest – or –

Most – or –

Would describe


9 Manages Conflict

Handling conflict situations effectively, with a minimum

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9 Manages Conflict III • G

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A B C

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12 Decision Quality

Making good and timely decisions that keep the organization moving forward.

SKILLED• Makes sound decisions, even in the absence of complete information.• Relies on a mixture of analysis, wisdom, experience, and judgment when

making decisions.• Considers all relevant factors and uses appropriate decision-making criteria

and principles.• Recognizeswhenaquick80%solutionwillsuffice.

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Korn Ferry Leadership Architect™ Global Competency Framework Sort Cards. Copyright © 2014 Korn Ferry. All Rights Reserved.

18 Global Perspective

Taking a broad view when approaching issues, using

a global lens. SKILLED• Looks toward the broadest possible view of an issue or challenge.

• Thinks and talks in global terms.

• Understands the position of the organization within a global context.

• Knows the impact of global trends on the organization.

18

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2 Action Oriented

Taking on new opportunities and tough challenges with a sense of urgency, high energy, and enthusiasm.

SKILLED• Readily takes action on challenges, without unnecessary planning.• Identifiesandseizesnewopportunities.• Displays a can-do attitude in good and bad times.• Steps up to handle tough issues.

2

Action O

rientedII • D

2


3 Manages Ambiguity

Operating effectively, even when things are not certain or the way forward is not clear.

SKILLED• Deals comfortably with the uncertainty of change.• Effectivelyhandlesrisk.• Candecideandactwithoutthetotalpicture.• Iscalmandproductive,evenwhenthingsareupintheair.• Dealsconstructivelywithproblemsthatdonothaveclearsolutions

or outcomes.

3

Manages

Am

biguityIV

• L

3


4 Attracts Top Talent

OVERUSED SKILL

• Overanalyzes and fails to get people into roles quickly enough to meet the

needs of the business.

• May overlook slow starters and quiet, less expressive talent.

LESS SKILLED

• Haphazardly selects talent into the organization.

• Takes little action to match the talent to the role or organization.

• Is unclear about selection criteria or how to evaluate others’ skills.

• Selects people that are very similar to self.

III: PEOPLE

H: OPTIMIZING DIVERSE TALENT 4

Attracts Top Talent

III • H


2 Action Oriented


SKILLED• Readily takes action on challenges, without unnecessary planning.• Identifiesandseizesnewopportunities.• Displays a can-do attitude in good and bad times.• Steps up to handle tough issues.

2

Action O

rientedII • D

2


3 Manages Ambiguity


SKILLED• Deals comfortably with the uncertainty of change.• Effectivelyhandlesrisk.• Candecideandactwithoutthetotalpicture.• Iscalmandproductive,evenwhenthingsareupintheair.• Dealsconstructivelywithproblemsthatdonothaveclearsolutions

or outcomes.

3

Manages

Am

biguityIV

• L

3


4 Attracts Top Talent

OVERUSED SKILL

• Overanalyzes and fails to get people into roles quickly enough to meet the

needs of the business.

• May overlook slow starters and quiet, less expressive talent.

LESS SKILLED

• Haphazardly selects talent into the organization.

• Takes little action to match the talent to the role or organization.

• Is unclear about selection criteria or how to evaluate others’ skills.

• Selects people that are very similar to self.

III: PEOPLE

H: OPTIMIZING DIVERSE TALENT 4

Attracts Top Talent

III • H

4. Number of sorts. Most people can effectively conduct (and tolerate) up to three different sorts in one sitting. More than three sorts in one sitting are not likely to yield high-quality results.

5. Time requirements. There are quick sorters and reflective sorters. In larger groups, there will be a significant time gap between those who finish first (taking 10 minutes) and those who finish last (taking up to 30 minutes). It helps to set time frames and have a visible clock. Ensure everyone gets the time they need to finish. On average, allow at least 20 minutes to sort the 38 competencies.

6. Guided sorts. Guided or assisted sorts work better than those done in isolation. Sending the cards and instructions without someone there to manage the sort and answer questions is often less successful and carries more risk.

7. Three-way vs. five-way sorts. Generally, we recommend three-way sorts because objective and detailed data is usually lacking. Three-way sorts also require less time and space. We recommend five-way sorts when objective data exists, when making fine distinctions suits your purpose, and when time is less constrained.



Common uses and procedures

NAME: Job Profile or Competency Model Sort FORMAT: Three-way flat sort with multiple raters OBJECTIVE: Create a job profile and determine what competencies are important for success

Application:• Job profiles for existing or future positions

• Competency models identifying success criteria for individuals or groups (teams, functions, levels, or the broader organization)

• Interviewing and selection

• Onboarding

• Performance management

• Development

You will need: £ 6–10 Sort Card Decks (One per person)

£ 6–10 Tally Sheets* (One per person: Korn Ferry Leadership Architect™ 38 Competencies Tally Sheet)

£ One Competency Poster* (Korn Ferry Leadership Architect™ 38 Competencies Poster)

£ Two sheets of different-colored stick-on dots per person (½" dots, preferably green and orange)

Part A: Conducting the Profile Sort

Process:1. Convene a meeting with 6–10 subject-matter experts or stakeholders. Include those who are knowledgeable

about the competencies that differentiate superior performance in the position, workgroup, level, or organization (e.g., successful incumbents, leaders, strategy consultants, HR, or OD).

2. Set the context, and then discuss and record current and future challenges and demands of the role or group:

a. How does the role drive or support the strategy of the organization?

b. What are the expectations and deliverables?

c. Which behaviors measurably affect key performance indicators (sales, engagement, etc.)?

d. What differentiates high performers from average or low performers?

e. What challenges will be faced in the short- and long-term, both internal and external?

3. Identify the most critical needs and gain alignment around the skills or capabilities that are required to meet them.

4. Post the sorting question. For example, “What competencies do people in this role need to effectively support the business?”

* Permission allowing you to have tally sheets and posters copied and enlarged is located on the copyright guidelines page in the front of this guide.



5. Distribute one card deck and tally sheet per participant. Ask each rater to:

a. Shuffle the 38 Competency cards three times to randomize the order.

b. Place Divider Cards D, F, and H in the front of them to label the piles.

c. Read the brief Definition and Skilled behaviors on the front side of the cards, then sort the cards into three piles: 12 cards in pile D, 14 cards in pile F, and 12 cards in pile H. (For further details about the competency, ask participants to also read the Less Skilled and Overused Skill behaviors on the back side of each competency card.)


D E F G H

Divid

er Card

D

Essential – or –

Mission critical – or –

Most

D


D E F G H

Divid

er Card

F

Nice to have – or –

Useful – or –

Middle

F


D E F G H

Divid

er Card

H

Not important – or –

Least

H


d. Record results on the 38 Competencies Tally Sheet under column 1:

• Mark the 12 cards in their D pile (Essential) as a 3

• Mark the 14 cards in their F pile (Nice to have) as a 2 (optional)

• Mark the 12 cards in their H pile (Not important) as a 1

38 COMPETENCIES TALLY SHEET EXAMPLE

COPYRIGHT © 2014 KORN FERRY. ALL RIGHTS RESERVED.15

COMPETENCIES 1 2 3 4 5 6

1 Ensures Accountability (F)

2 Action Oriented (D)

3 Manages Ambiguity (L)

4 Attracts Top Talent (H)

5 Business Insight (A)

6 Collaborates (G)

7 Communicates Effectively (I)

8 Manages Complexity (B)

9 Manages Conflict (G)

10 Courage (J)

11 Customer Focus (A)

12 Decision Quality (B)

13 Develops Talent (H)

14 Values Differences (H)

15 Directs Work (E)

16 Drives Engagement (I)

17 Financial Acumen (A)

18 Global Perspective (C)

19 Cultivates Innovation (C)

20 Interpersonal Savvy (G)

21 Builds Networks (G)

22 Nimble Learning (L)

23 Organization Savvy (I)

24 Persuades (I)

25 Plans and Aligns (E)

26 Being Resilient (L)

27 Resourcefulness (D)

28 Drives Results (F)

29 Demonstrates Self-Awareness (K)

30 Self-Development (K)

31 Situational Adaptability (L)

32 Balances Stakeholders (B)

33 Strategic Mindset (C)

34 Builds Effective Teams (H)

35 Tech Savvy (A)

36 Instills Trust (J)

37 Drives Vision and Purpose (I)

38 Optimizes Work Processes (E)

COLUMN: 1 ___________ 2 ___________ 3 ___________ 4 ____________ 5 ____________ 6 _____________

Tally Sheets

Korn Ferry Leadership Architect™ 38 Competencies Tally Sheet

32

2

13

Part B: Tallying group resultsGroup results can be tabulated after individuals have completed the same sort and recorded their High (3s), Middle (2s), and Low (1s) cards on tally sheets.

Process:1. Post the Korn Ferry Leadership Architect™ 38 Competencies Poster on a wall.

2. Distribute two sheets of different-colored stick-on dots to each person (green and orange).

3. Ask each rater to:

a. Write the competency numbers of their 12 Essential (D) cards on the green dots and their 12 Not important (H) cards on the orange dots.

b. Place their green dots on the poster next to the same competency numbers (flush left) and place their orange dots on the poster next to the same competency numbers (flush right).



4. Calculate the group level results (see “Calculating group results”** below for a detailed explanation), then have a group discussion to arrive at an initial consensus on the top third and bottom third competencies for the role/group.

5. Indicate the group’s initial decisions by placing a green dot to the left of the top third (12) competencies and an orange dot to the left of the bottom third (12) competencies.

EXAMPLE OF POSTER WITH DOTS








6 Collaborates (G)

7



10 Courage (J)




14

15 Directs Work (E)





Korn Ferry Leadership Architect™ 38 Competencies Poster

COMPETENCIESH I G H L O W

6. Facilitate a more in-depth discussion on the group results to ensure consensus on the job profile or competency model:

a. Where does the majority of the group agree?

b. Where is the group split? What are the differing points of view? Why?

c. How are the top third competencies distributed across the factors and clusters? If there are no competencies in a given factor or cluster, does that make sense, given the job or role?

d. Does the top third align with the strategy and culture of the business unit or organization?

e. Have you identified the mission-critical competencies that will differentiate high performers?

7. Narrow the profile list even further if you’d prefer a more targeted set of core competencies.

**Calculating group resultsCalculating group results is both an art and a science. There is no definitive formula—each situation will be slightly different. The initial objective is to identify the top third (~12 greens) and bottom third (~12 oranges) rated competencies.

Review the distribution of green and orange dots placed by raters on the poster for each competency and write the ratio as green:orange. (For example: if there are 7 greens and 2 oranges for Drives Results, the ratio is 7:2.)

Note which competencies have the highest ratio of green:orange dots and begin prioritizing the top-ranked group-consensus competencies. For example, if you have 10 raters, your highest possible ratio is 10:0—10 green dots and 0 orange dots. If no competencies match that ratio, then proceed to the 9s, then 8s, 7s, etc. For competencies with both green and orange dots, again, the higher the ratio of green dots compared to orange dots will help guide which competencies the group overall deemed mission critical.

Repeat the process with the orange dots to determine the bottom third.

When you reach ratios where it’s not mathematically obvious whether it belongs to the top, middle, or lower third (such as a 5:5), stop and discuss it. This is where the “art” comes into play. Review what’s needed for success, then reach consensus based upon your sense of which competencies matter more.



NAME: Skill Assessment Sort FORMAT: Three-way flat sort for one rater OBJECTIVE: Assessing self or another’s skills

Application:• Assess one’s own strengths and skill gaps for a current or future role

• Assess another’s strengths and skill gaps for a current or future role

• Determine the gap between skills and what is important for a position (optional)

• Gather input to determine promotability or readiness for next assignment/role

• Provide a basis for a development plan and needed coaching

You will need: £ One Sort Card Deck

£ One Tally Sheet* (Korn Ferry Leadership Architect™ 38 Competencies Tally Sheet)

£ One Korn Ferry Leadership Architect™ Global Competency Framework placemat (black and white or color)

£ Two different-colored highlighting pens (preferably green and orange)

Part A: Conducting the Skill Assessment Sort

Process:1. Shuffle the 38 Competency cards three times to randomize the order.

2. Place Divider Cards A, B, and C in front of you to label the piles.

3. Conduct the sort with the following question in mind: “How would you rate yourself (or this person) on the following competencies?”

4. Read the brief Definition and Skilled behaviors on the front of the cards, then sort the cards into three piles: 12 cards in pile A, 14 cards in pile B, and 12 cards in pile C. (For further details about the competency, also read the Less Skilled and Overused Skill behaviors on the back side of each competency card.)


A B C

Divid

er Card

A

AHigh – or –

Highest – or –

Most – or –

Would describe


A B C

Divid

er Card

B


Middle – or –

Some – or –

Might describe


A B C

Divid

er Card

C

CLow – or –

Lowest – or –

Least – or –

Would not describe


5. Record results on the 38 Competencies Tally Sheet under column 1:

• Mark the 12 cards in your A pile (High) as a 3

• Mark the 14 cards in your B pile (Moderate) as a 2 (optional)

• Mark the 12 cards in your C pile (Low) as a 1

* Permission allowing you to have tally sheets and posters copied and enlarged is located on the copyright guidelines page in the front of this guide.



TALLY SHEET EXAMPLE








6 Collaborates (G)




10 Courage (J)





15 Directs Work (E)









24 Persuades (I)











35 Tech Savvy (A)




COLUMN: 1 ___________ 2 ___________ 3 ___________ 4 ____________ 5 ____________ 6 _____________

Tally Sheets


32

2

13

Part B: Comparing Skill Level and Importance Sort (optional)A Skill sort can be compared to an Importance sort. This helps surface areas where competency strengths align with mission-critical skills for a role and where skill gaps exist.

Process: 1. Shuffle the 38 Competency cards three times to randomize the order.

2. Place Divider Cards D, F, and H in front of you to label the piles.

3. Conduct the sort with the following question in mind: “Which competencies are most important for success in the role?”

4. Record the results on the 38 Competencies Tally Sheet under column 2:

• Mark the 12 cards in your D pile (Essential) as a 3

• Mark the 14 cards in your F pile (Nice to have) as a 2 (optional)

• Mark the 12 cards in your H pile (Not important) as a 1

5. In column 3, place a plus sign (+) on any line where a 3 appears in both columns 1 and 2. The pluses represent a clear alignment between skill and importance. These are key strengths to leverage.

6. Also in column 3, place a dash (–) on any line where a 3 appears in column 2 and a 1 appears in column 1. These dashes represent a significant gap between skill and importance and illustrate target areas for development.

COMPARISON TALLY SHEET EXAMPLE








6 Collaborates (G)




10 Courage (J)





15 Directs Work (E)









24 Persuades (I)











35 Tech Savvy (A)




LEGEND:

1 _____________________

2 _____________________

3_____________________

4 ____________________

5_____________________

6 ____________________


2 33 3 Skill

Importance

Alignment11 3

1

1

23 3

+

+-

Part C: Analyzing results and ongoing development

Process:1. On the Global Competency Framework placemat, highlight the competencies from your Skill sort (Part A)

High pile (the 3s) in green, and then highlight your Skill sort Low pile (the 1s) in orange.

2. If you also did an Importance sort (Part B), place a plus sign (+) by competencies where there is alignment between skill and importance, and place a dash (–) by competencies where there is a significant gap between skill and importance (see steps 5–6, Part B).


Korn Ferry Leadership Architect™ Global Competency Framework • Copyright © 2014 Korn Ferry. All Rights Reserved. • DO NOT COPY • www.kornferry.com/productsSIDE A ITEM NUMBER 82276

For the sake of linguistic simplicity in this product, Korn Ferry Leadership Architect™ Global Competency Framework, only the masculine form is used. However, in each case, the feminine form should always be understood to be included.

FACTOR I: THOUGHTA. UNDERSTANDING THE BUSINESS 5. Business Insight

Applying knowledge of business and the marketplace to advance the organization’s goals.

11. Customer FocusBuilding strong customer relationships and delivering customer-centric solutions.

17. Financial AcumenInterpreting and applying understanding of key financial indicators to make better business decisions.

35. Tech SavvyAnticipating and adopting innovations in business-building digital and technology applications.

B. MAKING COMPLEX DECISIONS 8. Manages Complexity

Making sense of complex, high quantity, and sometimes contradictory information to effectively solve problems.

12. Decision QualityMaking good and timely decisions that keep the organization moving forward.

32. Balances StakeholdersAnticipating and balancing the needs of multiple stakeholders.

C. CREATING THE NEW AND DIFFERENT 18. Global Perspective

Taking a broad view when approaching issues, using a global lens.

19. Cultivates InnovationCreating new and better ways for the organization to be successful.

33. Strategic MindsetSeeing ahead to future possibilities and translating them into breakthrough strategies.

FACTOR II: RESULTSD. TAKING INITIATIVE 2. Action Oriented


27. ResourcefulnessSecuring and deploying resources effectively and efficiently.

E. MANAGING EXECUTION 15. Directs Work

Providing direction, delegating, and removing obstacles to get work done.

25. Plans and AlignsPlanning and prioritizing work to meet commitments aligned with organizational goals.

38. Optimizes Work ProcessesKnowing the most effective and efficient processes to get things done, with a focus on continuous improvement.

F. FOCUSING ON PERFORMANCE 1. Ensures Accountability

Holding self and others accountable to meet commitments.

28. Drives ResultsConsistently achieving results, even under tough circumstances.

FACTOR III: PEOPLEG. BUILDING COLLABORATIVE RELATIONSHIPS 6. Collaborates

Building partnerships and working collaboratively with others to meet shared objectives.

9. Manages ConflictHandling conflict situations effectively, with a minimum of noise.

20. Interpersonal SavvyRelating openly and comfortably with diverse groups of people.

21. Builds NetworksEffectively building formal and informal relationship networks inside and outside the organization.

H. OPTIMIZING DIVERSE TALENT 4. Attracts Top Talent

Attracting and selecting the best talent to meet current and future business needs.

13. Develops TalentDeveloping people to meet both their career goals and the organization’s goals.

14. Values DifferencesRecognizing the value that different perspectives and cultures bring to an organization.

34. Builds Effective TeamsBuilding strong-identity teams that apply their diverse skills and perspectives to achieve common goals.

I. INFLUENCING PEOPLE 7. Communicates Effectively

Developing and delivering multi-mode communications that convey a clear understanding of the unique needs of different audiences.

16. Drives EngagementCreating a climate where people are motivated to do their best to help the organization achieve its objectives.

23. Organizational SavvyManeuvering comfortably through complex policy, process, and people-related organizational dynamics.

24. PersuadesUsing compelling arguments to gain the support and commitment of others.

37. Drives Vision and PurposePainting a compelling picture of the vision and strategy that motivates others to action.

FACTOR IV. SELFJ. BEING AUTHENTIC 10. Courage

Stepping up to address difficult issues, saying what needs to be said.

36. Instills TrustGaining the confidence and trust of others through honesty, integrity, and authenticity.

K. BEING OPEN 29. Demonstrates Self-Awareness

Using a combination of feedback and reflection to gain productive insight into personal strengths and weaknesses.

30. Self-DevelopmentActively seeking new ways to grow and be challenged using both formal and informal development channels.

L. BEING FLEXIBLE & ADAPTABLE 3. Manages Ambiguity


22. Nimble LearningActively learning through experimentation when tackling new problems, using both successes and failures as learning fodder.

26. Being ResilientRebounding from setbacks and adversity when facing difficult situations.

31. Situational AdaptabilityAdapting approach and demeanor in real time to match the shifting demands of different situations.

CAREER STALLERS AND STOPPERSM. TROUBLE WITH PEOPLE

102. Blocked Personal Learner

103. Lack of Ethics and Values

110. Political Missteps

N. DOESN’T INSPIRE OR BUILD TALENT 101. Poor Administrator

104. Failure to Build a Team

105. Failure to Staff Effectively

O. TOO NARROW 106. Key Skill Deficiencies

107. Non-Strategic

108. Overdependence on an Advocate

109. Overdependence on a Single Skill

Korn Ferry Leadership Architect™ is a research-based Global Competency Framework.

Competencies are observable and measurable skills and behaviors that contribute to workplace effectiveness and career success.

Career Stallers and Stoppers are behaviors generally considered problematic or harmful to career success.

Clusters A-O are statistically supported groupings of related Competencies or Career Stallers and Stoppers. They represent a higher order and broader scope of skills and behaviors that contribute to success or derailment.

Korn Ferry Leadership Architect™ Global Norms and Performance CorrelationsG

loba

l Com

pete

ncy

Fram

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kK

orn

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ip A

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++-


EXAMPLE OF GLOBAL COMPETENCY FRAMEWORK

3. Reflect on the results and visible themes:

a. Are the strengths distributed across the factors and clusters or concentrated in specific areas? For any areas not containing strengths or containing many development needs in areas of importance, consider ongoing development.

b. What competencies are most important to develop now? For future roles? Refer to the Korn Ferry Leadership Architect™ Global Norms and Performance Correlations placemat for research-based data and calibration.

4. Consult development resources and talk with a leader, coach, or trusted advisor to write a development plan for leveraging strengths and closing prioritized skill gaps.






1. Ensures Accountability (F)

2. Action Oriented (D)

3. Manages Ambiguity (L)

4. Attracts Top Talent (H)

5. Business Insight (A)

6. Collaborates (G)

7. Communicates Effectively (I)

8. Manages Complexity (B)

9. Manages Conflict (G)

10. Courage (J)

11. Customer Focus (A)

12. Decision Quality (B)

13. Develops Talent (H)

14. Values Differences (H)

15. Directs Work (E)

16. Drives Engagement (I)

17. Financial Acumen (A)

18. Global Perspective (C)

19. Cultivates Innovation (C)

20. Interpersonal Savvy (G)

21. Builds Networks (G)

22. Nimble Learning (L)

23. Organizational Savvy (I)

24. Persuades (I)

25. Plans and Aligns (E)

26. Being Resilient (L)

27. Resourcefulness (D)

28. Drives Results (F)

29. Demonstrates Self-Awareness (K)

30. Self-Development (K)

31. Situational Adaptability (L)

32. Balances Stakeholders (B)

33. Strategic Mindset (C)

34. Builds Effective Teams (H)

35. Tech Savvy (A)

36. Instills Trust (J)

37. Drives Vision and Purpose (I)

38. Optimizes Work Processes (E)


Tally Sheets and Posters

LEGEND:

1. __________________

2. __________________

3. __________________

4. __________________

5. __________________

6. __________________



1. Ensures Accountability (F)

2. Action Oriented (D)

3. Manages Ambiguity (L)

4. Attracts Top Talent (H)

5. Business Insight (A)

6. Collaborates (G)

7. Communicates Effectively (I)

8. Manages Complexity (B)

9. Manages Conflict (G)

10. Courage (J)

11. Customer Focus (A)

12. Decision Quality (B)

13. Develops Talent (H)

14. Values Differences (H)

15. Directs Work (E)

16. Drives Engagement (I)

17. Financial Acumen (A)

18. Global Perspective (C)

19. Cultivates Innovation (C)



EXAMPLE




20. Interpersonal Savvy (G)

21. Builds Networks (G)

22. Nimble Learning (L)

23. Organizational Savvy (I)

24. Persuades (I)

25. Plans and Aligns (E)

26. Being Resilient (L)

27. Resourcefulness (D)

28. Drives Results (F)

29. Demonstrates Self-Awareness (K)

30. Self-Development (K)

31. Situational Adaptability (L)

32. Balances Stakeholders (B)

33. Strategic Mindset (C)

34. Builds Effective Teams (H)

35. Tech Savvy (A)

36. Instills Trust (J)

37. Drives Vision and Purpose (I)

38. Optimizes Work Processes (E)


EXAMPLE



Korn Ferry Leadership Architect™ 38 Competencies/Clusters/Factors Poster

FACTOR I: THOUGHT

CLUSTER A. UNDERSTANDING THE BUSINESS

5. Business Insight

11. Customer Focus

17. Financial Acumen

35. Tech Savvy

CLUSTER B. MAKING COMPLEX DECISIONS

8. Manages Complexity

12. Decision Quality

32. Balances Stakeholders

CLUSTER C. CREATING THE NEW AND DIFFERENT

18. Global Perspective

19. Cultivates Innovation

33. Strategic Mindset

FACTOR II: RESULTS

CLUSTER D. TAKING INITIATIVE

2. Action Oriented

27. Resourcefulness

CLUSTER E. MANAGING EXECUTION

15. Directs Work

25. Plans and Aligns

38. Optimizes Work Processes

CLUSTER F. FOCUSING ON PERFORMANCE

1. Ensures Accountability

28. Drives Results

H I G H L O W

EXAMPLE



Korn Ferry Leadership Architect™ 38 Competencies/Clusters/Factors Poster

FACTOR III: PEOPLE

CLUSTER G. BUILDING COLLABORATIVE RELATIONSHIPS

6. Collaborates

9. Manages Conflict

20. Interpersonal Savvy

21. Builds Networks

CLUSTER H. OPTIMIZING DIVERSE TALENT

4. Attracts Top Talent

13. Develops Talent

14. Values Differences

34. Builds Effective Teams

CLUSTER I. INFLUENCING PEOPLE

7. Communicates Effectively

16. Drives Engagement

23. Organizational Savvy

24. Persuades

37. Drives Vision and Purpose

FACTOR IV: SELF

CLUSTER J. BEING AUTHENTIC

10. Courage

36. Instills Trust

CLUSTER K. BEING OPEN

29. Demonstrates Self-Awareness

30. Self-Development

CLUSTER L. BEING FLEXIBLE AND ADAPTABLE

3. Manages Ambiguity

22. Nimble Learning

26. Being Resilient

31. Situational Adaptability

H I G H L O W

EXAMPLE

About Korn FerryAt Korn Ferry, we design, build, attract and ignite talent. Since our inception, clients have trusted us to help recruit world-class leadership. Today, we are a single source for leadership and talent consulting services to empower businesses and leaders to reach their goals. Our solutions range from executive recruitment and leadership development programs, to enterprise learning, succession planning and recruitment process outsourcing (RPO). Visit www.kornferry.com for more information on Korn Ferry, and www.kornferryinstitute.com for thought leadership, intellectual property and research.

Copyright© Korn Ferry 2014. All rights reserved.

No part of this publication may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopy, recording, or any information storage or retrieval system, without permission in writing from Korn Ferry.

Korn Ferry Leadership Architect™ Global Competency Framework Sort Cards Quick Reference Guide

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