Human Resources 2005 Core Skills/Competencies Assessment Form HR Core Skills: Circle all areas below where you have demonstrated successful results in using the core skills listed. You may circle items in different skill levels. The skills listed below are stratified to help determine the actual level of experience a person has so plans can be developed to gain more experience/proficiency. Key Activity/ Core Skill Basic Advanced Master 1. Understanding of Our Business • Basic understanding of the Business Process • Knowledge of strategies, metrics, customers, competitors and cross-functional contributions • Understands and can make assessment of how HR Core Skills “fit” with delivery of the CEO/Business Leaders’ agenda. • Can analyze the status/state of the business and see/explain areas of opportunity. • Able to lead discussions about the business. • Solid understanding of the business, the key consumers and the positioning and “state” of the competitive set. • Called upon to make suggestions for interventions to improve results based on analysis of the business. • Able to evaluate the cause and effect of our interventions and anticipatively offer counter measures to improve results. • Takes the lead in partnering with BU LT to educate/train the organization on our strategies and interventions. • Called upon to solve strategic business problems and suggest interventions to improve results. • Make effective recommendations on how to make changes in linking culture with strategy to improve results. • Capable of leading the BULT in the analysis of results and guiding them to clear, focused action plans. • Used as the Master developer of those training to lead the HR role in the business. 2. Driving Change and Managing Transfor- mation • Understands models and tools and can apply them to basic situations in the business. • Understands and can train others in the theory of change and the change process, and how they apply to improve operating results. • Capable of developing success measures for business change efforts, and on how to evaluate progress/modify plans to achieve results. • Can lead discussions on how change plans are built around PVP to ensure constancy of purpose and continuity. • Able to build good/effective working relationships as the lever for change, and understands the fundamentals of managing conflict and differences to drive progress. • Clear on the leadership role in change and on techniques for coaching/developing leaders. • Can lead the change process and select the models and tools appropriate to achieve successful results in the business. • Sought out by BULT and others as a resource and developer of others in change management. • Creates comprehensive change efforts with clear measures and can rapidly develop counter measures/plans as issues arise requiring course correction. • Models the behaviors of PVP in interactions and in leading the process. • Recognized as a builder of solid relationships with leaders and those impacted by change to ensure successful outcomes. • Has successfully developed of leaders for change efforts. • Sought out as the “sage”/advisor on complex change processes. Has deep command of all change models/tools and successful experiences from using them. • Key resource and advisor to top managers in the company. May also be recognized outside of P&G. • “Change Master” status has led to being the resource/developer of leaders and in leading the development of aspiring change agents. • Has led change successfully at almost every level in the organization and in most every type of organization. 3. Ability to Create and Manage Culture • Understands the concepts of culture and strategy as two critical components for successful business improvement. • Has worked on projects to assess and define culture and practiced the mechanics of designing a culture to “fit”/support delivery of business strategies. • Has worked to define the sub-system/sub- processes of the culture which drive change with some success (rewards, communications, leadership development, linking customers, performance management, etc.) and can do the gap analysis and make recommendations for cultural development. • Can define the cultural linkages/levers which support business improvement and define the steps for making change. • Called on to lead the design and change of culture in support of business improvements. • Capable “troubleshooter” to identify the “fixes” needed to realign/mobilize the change effort if it stalls. • Experienced in line and staff designs to improve alignment and operating results. • Experienced in the complexity of cross- functional/cross-unit/global design issues and has had success in these designs. • Capable of coaching and developing leadership competence. • The master of cultural design and development sought out by business leaders to assist in the most complex change efforts. • The master sought out by practitioners to coach/resource them on their efforts. • Mentor of people who are learning the concepts and technology – master teacher. • Veteran of many complex change efforts – often recognized outside of P&G. 4. Management of HR Practices/ Deliver HR • Capable of providing organizational support in most all of the core HR technologies. Has achieved more advanced skills in at least one technology. • Participates, with more experienced practitioners in analyzing the gaps/outages in delivery to individuals and organizations, and in improving the delivery. • Able to contribute/participate in the development of others and their understanding of HR core technologies. • Experienced in all the core HR technologies and has achieved Mastery level in at least one area. • Serves as the leader in delivery of HR core technologies to an organization, and manages others in the delivery of services. • Advanced problem solving/issue resolution skills ensuring speed of delivery. Also experienced enough to have created new and innovative approaches to the delivery of technologies, or in creating new technologies. • Expert trainer/coach developer of others. • Mastery level in at least three of the HR core technologies. Resource to the practitioners and the organization at large. • Creator of new and better programs and delivery systems. • Master used by leaders of the organization as coach/confidant and problem solver when needed. • Perpetrator of excellence in the system The master teacher and developer of practitioners and leaders. 5. Personal Credibility and Influence • Has moved into the role as a result of establishing a record of trust and credibility in working interactions with customers and peers. • Learning rapidly the skill of leadership through position and performance. Able to impact the outcome of issues favorably within his/her sphere of influence. • Clearly a person whose performance embodies the PVPs. Seen by others as one who embodies this, even in the most difficult pressure situations. • Willing to stand up on issues even if it’s unpopular. Takes risks. • Able to work well with cross functional peers/organizations to resolve difficult issues effectively. • Sought out by others to provide coaching, perspective and support in dealing with business, cultural or change issues. • Admired and respected as a trusted and credible person who can influence issues and people to achieve good results. • Able to lead through influence based on his/her role and demeanor. • Willing to take unpopular stand on political or high pressure/unpopular issues. Risk taker. • The person business leaders, organizational peers, and others seek out for coaching and support. Highly trusted and credible “weather vane” for the organization. • Viewed by most people as a role model and living example of operating by PVP. • Carries great influence with leadership and the business organization. The person leaders seek out before taking actions. • Disturber of the peace/status quo. Overall Skill/Competency Level Assessment – To develop an overall rating/assessment, review each of the areas and determine at what practical level the level of competency lies. To be a Mastery Level practitioner a person normally has longer service, deep experience, and a reputation for being sought out by others for support/resourcing. Additionally, the Mastery level individual is usually classed as Mastery level in at least three of the five competencies. To be practicing at the Advanced Level, a practitioner is often sought out for resourcing and support, is generally deeply experienced in most all the Core technologies listed, and is generally classed as a master in at least two of the five competencies. The person operating at the Basic Level is newer in the practice, experienced in many of the core technologies, is rapidly learning and contributing, and normally has advanced level skills and proficiency in at least one technology area. Overall (check one): q Basic q Advanced q Master Please add any comments important for amplifying this assessment. Be sure to use this assessment and work plans to develop the person’s W&DP/Work Plan for the period ahead. skill assess/cab . Human Resources 2005 Core Skills/Competencies Assessment Form HR Core Skills: Circle