Five Level Process
Competencies are underlying characteristics that are causally related to effective and/or superior performance in a job or situation. We use the 4P Competency Model:
- The Principles Competency involves having the integrity required to be part of the organization
- The Processes Competency focuses on the discipline and tactical skill required to be an effective manager.
- The People Competency is the interpersonal presence required to be an influential leader.
- The Perspectives Competency is the vision required to be a successful executive.
- Work Behavior Survey
- Competency Analytics
- Job Family Descriptions
- Evaluation of Cultural Demands / Organizational Diagnostics
- Climate Survey
- Morale Survey
- Engagement Survey
- Derailer Identification
This process is conducted by BCK Consulting in conjunction with the organization and can be applied in both pre-hire and ascension situations. It establishes “goodness of fit” for the selection of a new hire or for the promotion of an internal candidate with regard to values, cultural characteristics, and overall skill-set, as well as individual gaps as they apply to organizational standards.
BCK Consulting Psychologists conduct one-on-one interviews with candidates through a selection of appropriate testing. The results of these measures illuminate each candidate's assets and limitations against the demands of the organization, the culture, and the position in question.
This is an efficient and streamlined process for selecting individuals that are likely to be successful in new roles. The assessment feedback to the new hire’s supervisor will provide an “owner’s manual” to serve as a valuable resource for both on-boarding and mentoring.
- Candidate Interviews and Evaluation
- Job Task and Temperament Profiling
As an individual progresses, performance assessment will also become integral to continued success and development. Understanding the individual is crucial for enhancing individual, team, and organizational effectiveness. Performance Management serves as a vehicle for communicating with employees regarding their performance against objectives and predetermined competencies while also serving as a threshold for potential inclusion in succession planning. It is the set of tools that gathers performance data and provides source material for motivating and developing people. It provides for excellence in guiding, developing, and leading others while developing and training associates to achieve personal goals.
The key to an effective Performance Management program is to have enough structure and process to focus activity while maintaining enough simplicity as to not over-burden leaders and employees. Such a balance of discipline and simplicity maximizes commitment to the process, optimizing performance results.
This program can be expanded to and utilized in the identification, assessment, and development of high potential candidates within an organization in order to prime them for increased demands and job functions over time.
Custom 360˚ Survey
This focuses on expressed behaviors and helps to explain how base traits can manifest through behavior. We use a completely anonymous multi-rater tool that is administered online. The summary of the 360˚ Survey allows management to maximize and optimize employee skills and performance.
Cognitive Skills – The requisite intellectual abilities to analyze and to solve problems
Mechanical Comprehension Skills – the requisite mechanical skills to operate and repair machinery
Sales Skills – the requisite combination of abilities to engage others and to sell products and services
Leadership Skills – The requisite combination of abilities to motivate and influence others
Once a candidate has been hired/promoted, the assessment results can be leveraged as developmental feedback and to enhance the on-boarding of the individual. For external candidates, knowledge of the organization, new team members, and new direct reports will be limited, and a thoughtful on-boarding process will accelerate acculturation and improve immediate productivity and performance.
Scheduling a feedback session with a new hire to discuss their assessment results, their work and/or leadership style, and the challenges they are likely to face as a new member of the organization can ease the transition and improve immediate effectiveness and efficiency. Specifically, highlighting the individuals strengths, drawing attention to areas of opportunity (i.e., weaknesses), and helping them understand how their strengths and opportunities relate to the interpersonal and organizational dynamics can be invaluable.
Organizational Development - Organizational Development, or OD, is bookended by a base of defined competencies on one end and strategy on the other. The components in between include the concepts and tools used to define, implement, and measure the activities that ensure a competent organization. Essentially, it is a purpose-built set of processes that aligns people systems and business systems to serve the Vision and the defined Organizational Strategy.
Talent Management - Building an effective and sustainable talent management and succession system enables a high-performance culture. BCK Consulting assists organizations in understanding and sorting talent to meet current, emerging, and future demands. This prepares executives for the future. We help our clients to establish their goals and develop activities to help them achieve those goals (ie. training, leadership seminars, mentorship, executive coaching).
BCK Psychologists will assist the executive team in understanding the “how” of integrating all of the elements of Organizational Development relative to the overall organizational initiative – the vision. Strategy, developed by senior leadership, guided by the vision and informed by external realities, aligns organizational intentions.
Advising: BCK Consulting’s advising approach is a high-impact, strategic, individualized development intervention that is usually focused on business challenges, individual skills, personal aspirations, and organizational needs. It is a structured process, and its success is heavily dependent upon the commitment of the executive. Consistency and continuity are key factors in facilitating organizational and personal change.
Organizational Strategy and Executive Function serve the vision. Senior management leads the company towards attainment of this future state. Leaders are challenged to inspire a shared, coherent vision for the future, imagining a possible future state and transcending present limitations. Executing this vision through effective strategy and appropriate executive function is paramount. The vision represents “big picture” purpose, allowing employees to envision themselves creating something achievable and better than the present.
"Succession planning is a strategic leadership development practice which focuses the organization on identifying and preparing for present and emerging leadership demands. Promoting the right person to the right job is simply the outcome of an ongoing, disciplined process for developing a broad pool of the right people." Charles A. Cowart, Ph.D. (2006)
Succession planning requires the active involvement of senior leaders who must know and develop the next generation of leaders. They must “own” the process. There is no substitute for the ongoing review of existing talent by current leaders and, in particular, a review of talent in light of corporate strategy, the demand of culture, and the continuity of a successful organization.