Human Resources 2005

Understanding Basic understanding of the Business Process Solid understanding of the business, the Called upon to solve strategic business of Our Knowledge of strategies, metrics, custom

HR Core Skills:

Human Resources 2005 Core Skills/Competencies Assessment Form

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 Basic Advanced Master

Skill

1 Understanding Basic understanding of the Business Process Solid understanding of the business, the Called upon to solve strategic business

of Our Knowledge of strategies, metrics, customers, key consumers and the positioning and problems and suggest interventions to

contributions Called upon to make suggestions for Make effective recommendations on Understands and can make assessment of interventions to improve results based on how to make changes in linking culture how HR Core Skills “fit” with delivery of the analysis of the business with strategy to improve results

CEO/Business Leaders’ agenda Able to evaluate the cause and effect of Capable of leading the BULT in the Can analyze the status/state of the business our interventions and anticipatively offer analysis of results and guiding them to and see/explain areas of opportunity counter measures to improve results clear, focused action plans

to educate/train the organization on our training to lead the HR role in the strategies and interventions business

2 Driving Understands models and tools and can apply Can lead the change process and select the Sought out as the “sage’’/advisor on Change and them to basic situations in the business models and tools appropriate to achieve complex change processes Has deep Managing Understands and can train others in the successful results in the business command of all change models/tools Transfor- theory of change and the change process, and Sought out by BULT and others as a and successful experiences from using mation how they apply to improve operating results resource and developer of others in change them

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 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 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