Monday, March 10, 2008

How to Build a Success Profile

Establishing Job Profile Context

1. Define the mission of the job.
a. What is the ultimate product or service produced?
b. How does this product or service contribute to the organization's strategy?
c. How would one know whether the mission was being accomplished successfully?
2. Describe the major outcomes/accomplishments required to achieve the mission.
a. Which outcomes does the organization NEED to have?
b. Which outcomes are NICE to have?
3. Define performance standards for each outcome NEEDED.
a. What does someone in this position need to know to achieve the outcomes?
b. What technical skills would be required to achieve the outcomes?
c. What experiences would someone need to have to successfully achieve the outcomes?
d. Which of these knowledge, skills, and experiences are possessed by the best performers, but not by the rest?
4. Identify barriers to achieving the mission and outcomes.
a. What has prevented people from succeeding in the past?
b. Which barriers are caused by knowledge, skill, or experience deficiencies?

Capturing Knowledge, Skill, Experience Requirements

NOTE: Save all knowledge, skill, and experience components for use as a master list of components. These will be used to validate the success profile.

5. Isolate knowledge components.
a. Circle points of knowledge identified as NEED to know, not nice to know (i.e. those that help the best performers in this position succeed beyond the rest of the performers in this same position).
b. To what degree must this knowledge be entrenched to be a best performer? (basic, intermediate, or expert)
6. Isolate skill components.
a. Circle skills that were identified as NEED to have, not nice to have (i.e. those that help the best performers in this position succeed beyond the rest of the performers in this same position).
b. To what degree must each skill be mastered to be a best performer? (basic, intermediate, or expert)
7. Isolate experience components.
a. Circle those experiences that truly differentiated the best from the rest in this position.
b. Which of these experiences would a person have for at least a year before becoming a top performer?

Capturing Leadership Competencies

8. Leverage research. (In this example we will use Lominger's Leadership Architect, which includes 67 research-based leadership competencies.)
a. Mark competencies that are critical by level according to Lominger's research, add the Price of Admission and Competitive Edge unique to that level to the poster.
9. Modify based on incumbents.
a. Identify top three people in the position.
b. Sort through Lominger cards to find the top ten competencies that differentiate those three from the rest (i.e. the top three have more of this than anyone else).
c. Mark top ten on poster with colored dots or 'X' marks.
d. Discuss to reach consensus.
10. Narrow selected competencies down by presence in the general population.
a. Select 8-10 Price of Admission competencies for the Success Profile.
b. Select 5-9 Competitive Edge competencies for the Success Profile.

Validate the Profile

11. Assess all incumbents against all 67 competencies.
12. Identify highest performers and select competencies that they have more of than the other performers.

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