Competency Dictionary

Competency Interview Guides

Building Competency Models Certification

Workshop

Improve Your Organization’s Performance with...

Workitect’s

COMPETENCY MANAGEMENT SYSTEMSimple Practical Customizable High ROI

Use with a HRMS of your choice

Three essential tools to help you create competency-based HR applications

Create a framework 1. Competency DictionaryA license to use our Competency Dictionary enables you to easily create models and applications without having to develop your own dictionary. The Dictionary includes thirty-five validated competencies in five clusters, with definitions, behaviors, and levels by position and proficiency. The Dictionary is customizable, and is available in English, Spanish, French, German, and Italian. Details at http://www.workitect.com/licensing.html

Apply to assessment & selection 2. Competency Interview GuidesCompetency Interview Guides assist in the behavioral interviewing process. Each guide provides specific questions and probes for each of the thirty-five competencies in the Competency Dictionary. In addition, positive and negative behavioral indicators are listed that will help evaluate the candidate’s responses. An instructional guide and candidate interview summary form are included. The set is provided in a PDF or Word format for easy customization. Details at http://www.workitect.com/interview_guides.html

Develop job competency models and applications 3. Building Competency Models CertificationSuccessful completion of Workitects “Building Competency Models” three-day workshop prepares participants to effectively use the competency dictionary and to develop job competency models and applications. It gives the participant’s organization the rights to use more than thirty forms, templates, instruments, and tools for implementing competency-based HR systems. It is conducted as a public or on-site workshop. Details at http://www.workitect.com/building_competency_models.html

Intellectual Property Licenses are also available for the Competency Development Guide and eDeveloper™.

COMPETENCIES. SIMPLIFIED.

Effective March 1, 2014

On-Site Workshops

Competency Dictionary and Competency Interview Guide licenses are included.Effective until June 30, 2014

COMPETENCIES. SIMPLIFIED.

1.Competency DictionaryAn Example of the Description of Each Competency

15. BUILDING COLLABORATIVE RELATIONSHIPSDefinition: The ability to develop, maintain, and strengthen partnerships with others inside or outside of the organization who can provide information, assistance and support.

Behaviorsa. Asks about the other person’s personal experiences, interests, and familyb. Asks questions to identify shared interest, experiences or other common groundc. Shows an interest in what others have to say; acknowledge their perspectives and ideasd. Recognizes the business concerns and perspective of otherse. Expresses gratitude and appreciation to others who have provided information, assistance or supportf. Takes time to get to know co-workers, to build rapport and establish a common bondg. Tries to build relationships with people whose assistance, cooperation and support may be neededh. Provides assistance, information and support to others, to build a basis for future reciprocity

P E O P L E

B U S I N E S S

S E L F M A N A G E M E N T

COMPETENCIES DEALING WITH

COMPETENCIES DEALING WITH

COMPETENCIES DEALING WITH

31 Self Confi dence

32 Adaptability

33 Personal Credibility

34 Flexibility

35 Personal Accountability

PREVENTING AND SOLVING PROBLEMS

16 Diagnostic Information Gathering

17 Analytical Thinking

18 Forward Thinking

19 Conceptual Thinking

20 Strategic Thinking

21 Technical Expertise

ACHIEVING RESULTS

22 Initiative

23 Entrepreneurial Orientation

24 Fostering Innovation

25 Customer Orientation

26 Results Orientation

27 Thoroughness

28 Decisiveness

29 Business Acumen

30 Global Perspective

LEADING OTHERS

1 Establishing Focus

2 Providing Motivational Support

3 Fostering Teamwork

4 Empowering Others

5 Managing Change

6 Developing Others

7 Managing Performance

8 Fostering Diversity

COMMUNICATING AND INFLUENCING

9 Attention To Communication

10 Oral Communication

11 Written Communication

12 Persuasive Communication

13 Interpersonal Effectiveness

14 Infl uencing Others

15 Building Collaborative Relationships

Basic

• Understands the need to develop positive relationships with key people inside and outside of the organization• Begins to cultivate needed relationships • Is willing to listen to others• Is respectful of others, their needs and ideas

• Understands others and how to approach them; takes the necessary steps to get to know their team members• Has developed positive working relationships with many key people• Can relate to the needs of their staff and clients• Respects contributions of others on team

• Inspires confidence, respect and trust in their staff and clients; seen as honest and open• Has developed strong relationships with key people and uses those relationships to produce results• Relates well to diverse people in varying situations across the organization• Actively seeks out other’s opinions and ideas

• Seen as approachable; makes people feel comfortable; understands the impact of one’s words • Has established a network inside and outside of the organization whom he/she can rely on for information and assistance• Uses trusting relationships to solve problems and manage challenging situations• Encourages others to state opinions contrary to his/her own

Proficient

• Understands others and how to approach them; takes the necessary steps to get to know their team members• Has developed positive working relationships with most key people• Can relate to the needs of their staff and clients• Respects contributions of others on team

• Inspires confidence, respect and trust in their staff and clients; seen as honest and open• Has developed strong relationships with key people and uses those relationships to produce results• Relates well to diverse people in varying situations across the organization• Actively seeks out other’s opinions and ideas

• Has established an informal network inside and outside of the organization whom he/she can rely on for information and assistance• Uses trusting relationships to solve problems and manage challenging situations• Encourages others to state opinions contrary to his/her own

• Gets more visibility for self and the organization by further developing expanded external networks and connections to the industry• Demonstrates an understanding of the organization and culture and how to leverage relationships and resources to produce results; is organizationally savvy• Can maintain relationships even under difficult or heated situations; trusted to be an “honest broker”• Brings people together with differing opinions to seek solutions to problems

Advanced

• Inspires confidence, respect and trust in their staff and clients; seen as honest and open• Has developed strong relationships with key people and uses those relationships to produce results• Relates well to diverse people in varying situations across the organization• Actively seeks out other’s opinions and ideas

• Has established an informal network inside and outside of the organization whom he/she can rely on for information and assistance• Uses trusting relationships to solve problems and manage challenging situations• Encourages others to state opinions contrary to his/her own

• Demonstrates an understanding of the organization’s culture and how to leverage relationships and resources to produce results; is organizationally savvy• Can maintain relationships even under difficult or heated situations; trusted to be an “honest broker”• Brings people together with differing opinions to seek solutions to problems

• Seen as a “face of the company” within the industry; maintains visibility within the organization• Leverages relationships and alliances to overcome obstacles and advance the organization’s goals• Seen as a model for being organizationally savvy within the organization• Can maintain relationships even when faced with very difficult or highly emotional situations; trusted to be an “honest broker”

Supervisor

Manager

Sr. Mgr./ Director

Executive

The Competencies

COMPETENCIES. SIMPLIFIED.

apply to assessment & selection 2. Competency Interview GuidesThese interviewing tools are flexible and easy to use. Each interview guide is designed to focus on the key competencies contained in the competency model for the position being filled. Interviewers can assess candidates on each of the 35 competencies in Workitect’s Competency Dictionary. The Guides are for:

• Hiring managers looking to conduct interviews in a structured, standardized format

• HR professionals who want a straightforward means to evaluate candidates• Managers unfamiliar with a structured interview process

Customization: The intellectual property license lets organizations:

• Personalize and customize interviewing content• Enhance their interviewing application by adding unique criteria• Uniquely brand interviewing guides• Reorganize interviewing guide templates

3. Competency Modeling Certification

Building Competency Models Workshop

A three-day workshop that gives HR and training professionals a six-step process to developing their own competency models without external assistance. Topics include:

• Planning a competency modeling project• Communicating and gaining support for the project• Alternative methods for building single compe tency models and one-size-fits-all models• Approaches for building competency models for multiple jobs in an organization• Using resource panels to collect data• Conducting structured key event interviews • Analyzing and coding interview transcripts, and writing job models• Developing HR applications for talent management, assessment, selection, succession planning, development, and performance management

Tuition for one person’s attendance at a Building Competency Models workshop is included with the license fee for the Competency Dictionary.

Competency Interview Guide 15

Building Collaborative

Relationships

The ability to develop, maintain, and strengthen partnerships with others inside or outside of the

organization who can provide information, assistance and support.

Purpose of the Interview Guide:

This Interview Guide is designed to assist in the behavioral interview process. It p

rovides specific questions

and probes for the behaviors of the competency. In addition, positive and negative behavioral indicators

are listed that will help evaluate the candidate’s responses. While the process described below is designed

for multiple interviewers seeing each candidate, it can be completed with only one interviewer.

Prior to the interview: • Review the candidate’s resume.

• Review the assigned competencies and the behaviors that comprise each competency.

• Select the specific questions you feel comfortable asking each candidate. Note: Not all the questions need to be

used—select at least two questions.

During the interview: • Greet the candidate and spend a few minutes building rapport; talk about areas the candidate is interested in.

• Transition into the formal interview.

• Ask the selected questions and use follow-up probes to get complete examples of the:

– Situation that the candidate encountered;

– Actions that the candidate took;

– Results or outcome of the actions taken.

• Give the candidate time to think about past examples/experiences when answering the questions.

• Ideally get at least 2-3 examples for each question.

• Use this guide to take notes and evaluate the candidate.

Following the interview: • Check off appropriate behavioral indicators and summarize key observations and notes. Rate the candidate on

each assigned competencies in the space provided at the bottom of each page.

• Note any observations for competencies not assigned and be prepared to discuss.

• After completing, interviewers should meet to discuss and reach consensus on the final ratings for each

candidate and complete the Candidate Interview Summary.

• Make the selection decision.

Candidate:

Interviewer:

Date if Interview:

Behavioral Questions and Probes

4

Give me an example of a time you identified someone inside or outside your organization that could provide

expertise or support to something you were working on (e.g. a project or idea you were trying to propose), but did

not know them. How did you develop the relationship with this person?

• What was the situation? What action(s) did you take? What was the result?

5

Tell me about a time you wanted to develop a relationship with someone in another department or work group

that could provide you with some valuable assistance or expertise. What did you do to develop the relationship?

• What was the situation? What action(s) did you take? What was the result?6

Think about a time when there was an individual in your organization that you did not know very well, but it was

critical that you develop a relationship with him/her (for whatever reason). What did you do to develop a

relationship with this person?

• What was the situation? What action(s) did you take? What was the result?

Competency Interview Guide 15

Competency Interview Guides

Candidate Interview

Summary

Candidate:

Interviewers:

Competencies

Strength Area Demonstrates Proficiency

Improvement Opportunity

Managing Change

Influencing Others

Building Collaborative

Relationships

Diagnostic Information

Gathering

Forward Thinking

Result Orientation

Flexibility

Key Findings and Summary Comments

Overall Candidate Evaluation

More than Acceptable

Acceptable

Less than Acceptable

2020 N.E. 53rd StrEEt • Ft. LaudErdaLE, FL 33308 • PhoNE: 954.938.5370 • Fax: 954.938.5025 • WeB: www.workitect.com • EmaiL: info@workitect.com

1 2 3 4 5 6

CONCEPTUALIZING THE PROJECT

PROJECTPLANNING

DATACOLLECTION

DATA ANALYSISAND CODING

BUILDING THECOMPETENCY MODEL

DEVELOPAPPLICATIONS

What you can do with an intellectual Property License

With an intellectual property license, you can use the Workitect content or create derivatives of it. Derivatives are created when you add to or delete content, make changes to the wording, add in your own company language, or copy portions of the content into another document. With an intellectual property license, you can:

• Create a competency model for your organization

• Modify Workitect Competency definitions and Interview Guide questions to fit your corporate culture and business needs

• Combine competencies and definitions with your organization’s value statements to create a company model for distribution within your organization

• Create competency-based job profiles and descriptions

• Load Workitect Competencies and development options into your performance management or talent management system

• Include competencies and definitions in performance reviews

• Create 360°feedback instruments

• Embed the competencies in a HRMS (Workitect’s competencies have been pre-loaded into Halogen’s system)

License Fee for Dictionary and Interview GuidesNumber of Employees

0-500 $1,980 Included with attendance at BCM workshop

501-750 $5,000 Less tuition fee for Building Competency Models workshop

751-1,000 $6,000 Less tuition fee for Building Competency Models workshop

1,001-1,500 $7,000 Less tuition fee for Building Competency Models workshop

1,501-2,500 $9,000 Less tuition fee for Building Competency Models workshop

2,501-4,000 $10,000 Less tuition fee for Building Competency Models workshop

4,001-6,000 $12,000 Less tuition fee for Building Competency Models workshop

Over 6,000 Contact Us Less tuition fee for Building Competency Models workshop

On-Site WorkshopsCompetency Dictionary and Competency Interview Guide licenses are included.Effective until June 30, 2014

There are no annual renewal fees.• Periodic updates will be available at a cost not to exceed $500.• Available in English, German, French, Spanish, and Italian. License fee is for one language. Additional languages are $500 each.• No charge for organizations sponsoring an on-site workshop.

STEPS TO AN EFFECTIVE

SYSTEM

1Purchase an

intellectual property license to use our Competency Dictionary

and Interview Guides

2Attend our

Building Competency Models workshop

3Develop your own

competency framework, models, and HR applications,

4Develop or purchase a HRMS (not offered by Workitect) to

integrate and manage the system you have created. Most

HRMS vendors give you the option of using your custom dictionary instead of their

generic one.

2020 N.E. 53RD STREET • FT. LAUDERDALE, FL 33308 • PHONE: 954.938.5370 • FAX: 954.938.5025 • WEB: www.workitect.com • EMAIL: info@workitect.com

COMPETENCIES. SIMPLIFIED.

Call 800.870.9490 to speak with a consultant about the workshop

or email us with your questions.

Detailed program brochure Register for the workshop