Transcript Career Stages - ONTOS global

The ITT Engineering Career
Framework
Technology Council Update
October 3, 2012
Agenda
1. Quick Review: Career Frameworks
–
what are we building and why, how does it work
2. Project Update
3. Findings So Far
Optimal Talent Management is Based on Career Frameworks
(aka career models)
3 - Experiences build
functional and
leadership
competencies
• Roles or experiences leaders need to build
competencies (may be within a job)
career stage
• Based on functions (related jobs /job families)
• A typical career path with progressively
increasing SCOPE and IMPACT
• Career shifts between stages
2 - Career stages
define career paths
based on mastery of
competencies
Tools
• Differentiate outstanding vs. typical
performance
• Define expected results
Copyright 2011 ONTOS Global, LLC
1 - Competencies
define functional
success in terms of
business strategy
3
Why do This?
12  2
24
Need for a common
and consistent
worldwide platform
to manage, attract,
develop, and retain
people
Why do This?, cont’d
Knowing what capabilities are needed – and where they
reside across the company means talent can be more
efficiently deployed to niches and core business, globally.
We are unified by…
The ITT Way differentiates us…
And enables us to create
Our DNA
•Highly engineered solutions for
critical applications
Enduring Impact…
Differentiate
Optimize
with customers
our work
•Leaders in attractive defensible niches
•Global and Highly Diversified
•Long standing brands and operating history
Our
People
•Recurring revenue streams
•Our Values: Respect. Responsibility. Integrity
Sustainable Growth and Premier Performance
•Customer Success
•Engaged employees
•Proud partners
•Enhanced communities
•Shareholder value
Lead
with technology
These are reinforced by the career framework
How do you engage employees?
1 –Make clear what is expected
2- Provide career opportunities
3- Respect
4- Manager quality
Behavioral Standards Align the Future State with Individual Performance
Standards that are meaningful to the employee and relevant to the business
Strategic Intent
Current
Business
Model
Live order vs. R&D driven, or a mix?
Vertically or horizontally integrated?
Global distribution?
“ITT Way”
“Customer intimacy market leader”
“Develop adjacencies for our technology”
Market &
Technology
Trends
Behavior
(competencies,
career paths and
experiences)
Integrated electronics
Environmental regulation
Employees care because
(1) Professional success is defined
(2) Career progression is clear
Managers care because
(1) Easier conversations
(2) Better hiring and development
Talent Management Processes & Practices
Sr. executives and HR care because
(1) Differentiating high performance
(2) Better workforce deployment
(3) Alignment to business strategy
Career Frameworks Anchor Talent Process and Ensure Strategic Alignment
Recruitment
& Selection
• Competencies
for selection
• Interview
questions
• Scope anchors
for job
descriptions
and posting
Career
Planning
& Development
Performance
calibration
& management
• Scope and
•
impact from
career stages
•
frames goal
setting
• Performance
calibration based •
on function and
career stages
(apples-toapples
comparisons)
•
• Competencybased
assessment
Career stages
frame career paths
Competencies
enable lateral
progression across
functions
Career stages
contain multiple
related jobs,
making movement
within a job family
easier
Competency based
feedback, gap
analysis and
development
HiPo ID,
Leadership
Development &
Succession
Planning
Feedback and
coaching
•
• A common,
global language
for managers
and employees
grounded in
objective
•
standards
Broad-banding &
Global Leveling
Career stages
• Career stages
frame leadership
anchor broad
pipeline through
bands and
sequential
provide global
competency
functional
development
framework for
Early-in career
pay
(career stage)
focused
development
• Functional
leadership
development
Workforce capability
analysis & planning
• Capability-based
workforce
analytics (i.e.
forward looking)
combined with
traditional
headcount
measures
• Workforce
segmentation by
function, stage,
competency, etc.
Strategic Intent
Process /
Technology
Business
Imperatives
Behavior
(competencies and career paths)
7
Copyright 2012 ONTOS Global, LLC
The Simple and Elegant Idea Behind Career Frameworks
People develop competencies when the scope and impact of their roles increase over time as work become broader and
more complex. This is why career stages are good anchor-points for developing leaders, as well as for driving employee
engagement, because what is expected at each stage is transparent and logically connected to career progression .
Key Shift:
Scope & Impact of Roles
what needs to be
mastered to
achieve success at
the next stage
Scope
&
Impact
Career stage 1
Supervisor
Career stage 2
Manager of Managers
Career stage 3
Site / Function Leader
Competency Growth over Time
Career stage 4
General Manager
Comparing Alternative Approaches
1
Traditional
Competency Models
(Generic or leadership
competencies without career
stages functional career paths)
By now familiar to most
employees
Pros:
Behavioral
Either too generic or too
tactical = confusion
No real career path guidance
- hard to drive employee
development
Cons:
Hard to differentiate levels
of expectation in a given role
Not able to anchor to other
HR systems like
compensation
Copyright 2011 ONTOS Global, LLC
2
Career Models
(Functional competencies
defined in sequential career
stages to form vertically
integrated career paths)
Engages employees through
transparent career standards
3
Job Ladders or
Sequenced Job
Descriptions
(Skill, task, or competency
descriptions linked to specific
jobs)
Job/role specific
More precise definition of
expectations – a better lever
More targeted learning and
development
Lynchpin for HR system
integration because rolebased
Develops communities of
practice: functional leaders
own the standards
The ocean is boiling: Almost
impossible to keep up to
date
Too granular
Take longer to develop
Perceived as more complex
unless deployed through apps
Hard to use as accurate
measure: often a mish-mash
of skills, tasks, and behavior.
8
How Career Frameworks Rationalize Individual Career Navigation
Example Only – Actual path taxonomy TBD
Executive Career Stages
Core/Leadership competencies bridge functional paths
Career stages are common across functions
Competencies
President
Vice President
Management Path
General Manager/
Director
Functional Career Stages
Competencies common to all
functions including executive
leadership
CEO
Manager
Supervisor
C
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/
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Technical Path
Consulting Engineer
F
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Design/Development
Engineering
(R&D)
Senior Engineer
Engineer II
Engineer
C
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F
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Application
Engineering
(Services)
C
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F
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Manufacturing
Engineering
(Operations)
Example
Operations Management Competencies, Career Stages & Key
Experiences
Career Stages
Competencies
Key
Experiences
TECHNICAL
DECISIONMAKING
General Manager
BUSINESS &
FINANCIAL
ACUMEN
TEAMWORK
•Customer Facing
•Total Quality or Lean
Engineering
•P&L Responsibility
•Shop Floor
Accountability
•Change Management
•Business Unit
Management
•Global Perspective
•Stretch Assignment
Site / Function Leader
Manager of Managers
COACHING FOR
DEVELOPMENT
CONTINUOUS
IMPROVEMENT/
LEAN
ORIENTATION
STRATEGIC
PROBLEM
SOLVING
FORESIGHT
DRIVE FOR
RESULTS
CROSSBOUNDARY/
CROSS-CULTURAL
COMMUNICATION
Supervisor
11
Research Process
Developing Unique and Common Competencies...Inductively
Core & Leadership
Competencies
Industrial
Process
Motion
Technologies
Unique
Competencies
Unique
Compete
ncies
Unique
Compete
ncies
Unique
Competencies
ICS
Unique
Competencies
Behavioral values common to all engineers
Enable:
• career and talent movement
• strategic alignment
•common workforce management and development
Control
Technologies
Unique capabilities of the function within the business
Enable:
• better local management and development
• hiring
•PfP
•Etc.
Scope: All Engineers worldwide
Engineering Career Framework Project Outline
Research
A. Establish and brief
project leadership
team (LT)
B. Conduct incumbent
1:1 interviews ,
proportional to all
levels and functions
C. # of career paths
(functions) and
career stages
determined and
approved by LT
Aug-Sep-Oct
Develop &
Validate
A. LT reviews
working drafts
of
competencies,
career stages
and experience
B. Drafts
validated with
focus groups
and select
incumbents
C. Final drafts
reviewed and
approved by LT
Oct-Nov
Publish
A. Create User
Guide(s) and/or
cards (as desired)
B. Create Interview
Guide (as desired)
C. Create Learning
& Development
Guide (as desired)
D. Publish to Web
Portal (?)
Dec
Implement
Maintain
A. Leader led
implementation
B. Training to
managers/
supervisors
C. Connect to PFP
D. Connect to
succession
planning, HiPo
ID and other
leadership
development
processes
Dec -Jan
13
Who Has Been Interviewed?
Location
Count
% of all Eng in VC
Total Eng
% of all Eng
398
Interviewed
Intvwd % of All
Eng Total
6
4
0
0
0
0
9.6
7
4
0
0
0
0
11
1.8%
1.0%
0.0%
0.0%
0.0%
0.0%
2.8%
Target
CONTROL TECHNOLOGIES
OP
Valencia
MA
Charleston
Westminster, SC
India
TOTAL
30
25
3
12
7
3
80
38%
31%
4%
15%
9%
4%
8%
6%
1%
3%
2%
1%
20%
INDUSTRIAL PROCESS
SFalls
89
79%
22%
0
17
4.3%
Lancaster & Amory
India
Korea
TOTAL
12
11%
3%
0
0
0.0%
11
2
112
10%
2%
3%
1%
28.1%
1
1
13.4
0
0.0%
17
4.3%
5
5
0
0
0
9.6
5
4
0
0
0
9
1.3%
1.0%
0.0%
0.0%
0.0%
2.3%
9
1
0
0
0
0
4
2
15.3
8
0
0
0
0
0
0
0
8
2.0%
45
11.3%
MOTION TECHNOLOGIES
Barge
Oud-Beijerland
China - Wuxi
USA-Novi
Unspecified
TOTAL
42
28
1
5
2
78
54%
36%
1%
6%
3%
Santa Ana
Nogales
Japan
BIW
UK
Italy
China
Germany
TOTAL
39
19
12
5
1
8
30
15
129
30%
15%
9%
4%
1%
6%
23%
12%
11%
7%
0%
1%
1%
20%
ICS
10%
5%
3%
1%
0%
2%
8%
4%
32.4%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
2.0%
APPENDIX
Understanding OMCF competencies:
Supervisor
Business & Financial Acumen
Definition: Demonstrates adeptness in analyzing income statements and balance sheets as well as internal
performance drivers (e.g. inventory, overtime, outsourcing), and the interaction between each to accurately
estimate their effect on financial results, and uses analysis to present clear strategies and business cases.
“Developing” is NOT failing!
Developing
•
•
Uses one dimension of
business performance
(e.g. inventory, or
overtime) to form
incomplete judgments
about business drivers
Believes site/product
line financial
performance is beyond
own sphere of control
or influence
Each competency has 3
levels of proficiency for
each stage.
Proficient
Excels
Demonstrates an understanding of internal
Fully Proficient AND
performance drivers (e.g. inventory, overtime,
•
Demonstrates
outsourcing) and the interaction between each to
understanding of
accurately estimate their effect on profit and loss.
income statements and
balance sheets related
to own cost center or
RESULTS IN clear strategies and business cases
department
that meet business and operational objectives.
Result describes expected
outcome of Proficient
behavior
Career Stages: Scope Definitions
Career Stage Title:
Usually more than
one job in a stage
career stage
Supervisor
Typical Job Titles
Supervisor, Area Manager, Project
Manager, Senior Project Manager
Typical Grade Levels
12, 13, 14
Manages individual contributors
PEOPLE:
SCOPE
PRODUCTION:
Executes single or multiple
projects/programs of moderate
complexity within one discipline or step
in the value chain (e.g. single cell, or
Purchasing or Documentation).
Minimal interface
CUSTOMER
(end user):
Within department and one level up
COMMUNI-CATION:
Local
GEOGRAPHY:
Owns single cost center budget
BUDGET:
Career Stages: Impact & Shifts
Career Stage Title:
Typical Job Titles
PRODUCTION:
(i.e. what needs
to be mastered)
TIME HORIZON:
KEY CAREER
SHIFT:
IMPACT
Typical Grade Levels
career stage
Supervisor
Supervisor, Area Manager, Project
Manager, Senior Project Manager
12, 13, 14
Actions impact metrics of a single
project/program within one discipline
(e.g. Purchasing) or product line (e.g.
ANSI)
< 1 year
(1) Learning how to lead and motivate
people and get work done through direct
reports
(2) Learning how to manage a budget
(2) Learning how to achieve results on
metrics (safety, quality, time, etc.)
ITT Operations Management Key Experiences
Key Experience
Description
Learning Provided
A role with direct and sustained •
communication with customers
where customer issues, and
Customer Facing urgency is experienced and solved
•
A role where the ‘before and
after’ of a lean transformation
Total Quality or project is experienced first-hand
and the business benefit is
Lean Engineering tangible
•
•
•
A role where one has to make P&L •
forecasts, budgets, and trade-offs,
P&L Responsibility and experience the results of own
•
decisions
A role on the floor directly
•
Shop Floor
managing hourly union workforce
Accountability
Change
Management
A visible role in the organization •
leading change (e.g. a
turnaround, or a new product
•
launch) across diverse
departments, functions, and
•
geographies. May involve
influencing without role authority.
Understanding impact of
operations processes and
decisions on the customer
Understanding how customers
perceive value
Competencies
Developed
(1) CROSSBOUNDARY/CROSSCULTURAL
COMMUNICATION
(2) STRATEGIC
PROBLEM SOLVING
How to drive transformation or (1) CONTINUOUS
IMPROVEMENT/
improvement
LEAN ORIENTATION
Strategic project management;
(2) CROSSexperience
BOUNDARY/CROSSHow to engage others at all levels
CULTURAL
of the organization in change
COMMUNICATION
Understanding total cost and
profit and loss drivers
Accountability for an entire
business
Managing individuals older than
self and gaining respect and trust
from a diverse workforce
Learning formal change
management methodologies
Accountability for visible or
strategic project
Learning how and when to enroll
appropriate resources (HR, etc.)
(1) BUSINESS &
FINANCIAL
ACUMEN
(2) DRIVE FOR RESULTS
(1) TEAMWORK
(2) TECHNICAL
DECISION-MAKING
(1) CROSSBOUNDARY/CROSSCULTURAL
COMMUNICATION
(2) FORESIGHT
OK, but, what’s in it for me?
1 – Fairness
The OMCF describes what success looks like.
Knowing what success is for each role means
discussions between managers and employees about
hiring, performance, and personal learning and
development now have an objective foundation.
2 - Transparency
The OMCF describes stages on a career path and as
such make clear what it takes for an individual to
progress from one stage to another in their career.
Transparency aids career mobility.
3- Mobility
By making clear what it takes to move up (or across)
functions, and because these competencies are
functionally-based rather than applicable only to
select value centers, an employee’s potential for
career mobility across ITT is greatly enhanced.
CF Tools
• User Guide
• Learning Guide
• Interview Guide
• Web Portal - TBD
• Online, competencybased Assessments
360
FAQs (in all guides)
LT Commitment
•Group acts as decision-making body for function
•Reviews and ultimately “owns” content
•15-20 hrs per member total
•2 hr meetings every other week (Oct-Nov)
•Homework