The “Drinking Our Own Champagne” series shares how we are striving to win with talent here at Halogen Software. It won’t be all rainbows and unicorns, because we’re not perfect, but we think there’s value in sharing our journey, just as we see value in sharing the journeys of our customers all around the globe.
In the first post of this series, we spoke with Hawley Kane who, as Halogen’s Champion, has taken on an integral role in ensuring that within our own organization, we are practicing the best of the best in talent management. In her interview, Hawley shared that Halogen has recently implemented a complete redesign of our performance process. One of the first foundational steps in doing so was to establish Halogen’s core competencies. So, for the third post in this series, we speak with Dominique Jones to learn more.
Dominique is the Chief People Officer at Halogen. She brings to this role more than 20 years of experience in the talent management industry, both in Europe and North America, as well as extensive industry experience across the retail, manufacturing, financial services, consulting and professional services sectors.
Why was it important to ensure that Halogen had clearly identified its core competencies during the performance re-design process?
As an organization, we’ve been aligned to competencies since 2011. But more recently, the company has undergone a number of changes, including the appointment of Les Rechan as CEO in 2015. We’ve seen changes in how we do business, and we’ve also seen changes in what kind of culture we aspire to create here.
With fresh cultural pillars and a 2016 business strategy outlined, we needed to know what competencies were going to be needed to deliver on both what we’ll achieve and how we’ll do it.
Why did Halogen choose to use the Development Dimensions International (DDI) Competency Framework as its foundation?
We were committed to using the DDI approach for a number of reasons. One of these is that it is incredibly helpful for managers and employees that ready-made development plans and learning paths that link DDI learning content to specific competencies are served right up in our talent management platform. Often, leaders have no problem being able to identify where there is a competency gap, but they struggle with what the best response is to close that gap. So having recommendations available really makes a manager’s life much easier.
What was involved in the process of identifying these competencies?
We have a number of talent management consultants that are DDI-certified and we worked with two of these experts to move forward. A major part of the process was bringing our leadership group together for a workshop where DDI tools were used to help us connect the right competencies to the business outcomes we had prioritized.
Can you share with our TalentSpace blog community what was the final outcome of this process?
Sure, I have no problem sharing the core competencies that Halogen has determined it requires for ultimate success. One thing we really wanted to ensure was that we didn’t have too many competencies. So, in the end, we decide upon five core competencies.
These five competencies are: Customer, Change, Collaboration, Execution, and Innovation. Each competency is clearly defined with behavioral indicators within the DDI Competency Framework. Further, we’ve specified how each one applies to different roles at Halogen, whether that’s an executive, manager, or individual contributor.
Okay, so now that we have these core competencies defined, how will they be used?
We’ve been sharing our competencies at key employee gatherings and in ongoing internal communications. I like to explain that the competencies are about how we achieve results here at Halogen. And that is related to day-to-day behaviors.
So, we’re using these competencies to guide day-to-day conversations between managers and employees. We also use Halogen 1:1 Exchange to document weekly check-ins and keep the lines of communication open.
Our next step is to ensure that our job descriptions include these competencies within them. It will be a fairly large undertaking, but we need to redo our job descriptions and make sure we have a complete integration.
Read more about how our managers and employees are leveraging Halogen 1:1 Exchange to track and discuss goals and performance in the second post of this series.
Stay tuned! We will continue to share our journey as we transform from our old performance model to one that is more progressive and agile in this “Drinking our Own Champagne” series.