Competency Catalog - Assessment Analytics€¦ · To develop plans for ... FLAWLESS EXECUTION FEMSA...

Competency Catalog

June 2010

COMPETENCY MODEL

Leadership Competencies Leadership competencies are those generic or cross-organizational competencies that are applicable to various functions and/or posts. They focus on behavior and are defined with a strategic reach, considering the Leader type. Leadership Competencies describe the conduct required of a leader both to ensure the achievement of long-term goals and to consolidate the values of the organization having a high level of commitment to business goals while respecting professional ethics and the dignity of individuals. They are, therefore, behavioral in nature as they identify management attitudes and skills that are correlated with successful performance within the Organization’s strategy and culture framework. Although superficially they seem directed exclusively to Executives, they are applicable to the entire Organization since they describe criteria for career advancement and are an expression of organizational values. For FEMSA, Leadership Competencies are divided into: 10 FEMSA Leadership Competencies and 7 Business Unit Leadership Competencies, all of which are defined below. Written and revised by “Planeación DO FEMSA“ June 2010

COMPETENCY MODEL

FEMSA Leadership Competencies

Competency Strategic

Tactical Leader People Individual

Leader Leader Contributor

1 Strategic

Direction

2 Flawless Execution

3 Selling the

Vision

4 Global Insight

5 Talent

Development

6 Change Leadership

7 Cultural Adaptability

8 Customer

Focus

Development of Strategic Relations

10 Innovation

Written and revised by “Planeación DO FEMSA“ June 2010

9

COMPETENCY MODEL

1. STRATEGIC DIRECTION FEMSA Leadership Competency

STRATEGIC DIRECTION Strategic Leader

Definition

Key Actions

To establish and commit to a course of action to achieve a goal or long-term vision after analyzing information and assumptions based on data; to take resources, constraint, and organizational values into consideration.

• Gathers information - Identifies and recognizes the need for adequate information and obtains it by specifying clearly what he/she needs, as well as the necessary means to acquire it. • Organizes and Analyzes information - Organizes and analyzes information, qualitative and quantitative data, identifies and explains trends and problems, as well as their causes. • Evaluates and selects strategies - Generates options to achieve a goal or long-range vision; develops decision criteria considering the relevant factors (cost, benefits, etc.) as well as the opportunities and risks of the impact the decision will have on employees, customers and the company. • Executes the plan - Takes action to ensure superior execution, identifying critical tasks and resources needed to achieve the desired objectives.


COMPETENCY MODEL

STRATEGIC DIRECTION Tactical Leader

To develop plans for achieving strategic objectives, considering the Definition analysis of relevant information, resources, constraints and

organizational values.

Gathers information - Identifies and recognizes the need for adequate information and obtains it by specifying clearly what he/she needs, as well as the necessary means to obtain it.

Organizes and Analyzes information - Organizes and analyzes information, qualitative and quantitative data, identifies and explains trends and problems, as well as their causes.

Spreads information – Spreads relevant information within the Organization to enable the alignment of the team’s actions towards the Achievement of the strategic objectives.

Develops strategies - Develops the necessary strategies to achieve a goal or long-range vision by setting objectives and plans for the different teams, taking into account relevant factors, opportunities and risks for the business.

Implements the plan - Supervises, facilitates and follows up on the implementation of the tasks that are critical to the achieving of the strategic objectives by managing resources and coordinating teams.


KEY

ACTIONS

COMPETENCY MODEL

2. FLAWLESS EXECUTION FEMSA Leadership Competency

FLAWLESS EXECUTION

Strategic Leader

Definition

Key Actions

To transform strategies into operational realities by translating business initiatives into key tasks and responsibilities, and aligning communication, people, culture, processes, resources and systems to ensure effective implementation and achievement of results.

Determines key tasks – Determines the tasks and actions required to implement a specific strategy or business initiative, translating long-term objectives into the medium and short terms.

Translates initiatives into actions – Determines and communicates the path and steps required to implement the specific business initiatives while aligning the systems, activities and timing to the circumstances ensuring commitment from people.

Generates responsibility for the execution – Ensures that those responsible for implementing the strategies are clear about their role and the expected results and that they have the authority to act and execute consistently and effectively.

Creates measurement discipline – Establishes criteria and systems to follow up on the steps and results of the implementation, including pre and post measurements.


COMPETENCY MODEL

FLAWLESS EXECUTION Tactical Leader

Definition Key

Actions

To translate the key business tasks and responsibilities into objectives and operational plans, leading and coordinating teams, processes, systems and resources to ensure effective implementation and the achievement of results.

Designs operational plans – Designs operational plans to implement the key business tasks by transforming the long-term objectives into specific short and mid-term actions and identifying the necessary resource requirements for their implementation.

Assigns responsibility for the execution – Assigns and delegates responsibility for the implementation of operational plans, clarifying roles, priorities and expected results, and granting the authority to act in the most effective way.

Implements measurement systems – Puts criteria and systems into effect in order to follow up on the steps and results of the implementation of the operational plans.

Communicates operational plans – Communicates the objectives, milestones, people in charge, follow-up systems, and guidelines to follow during the implementation of operational plans to everyone who is involved.

Supervises the implementation of operational plans – Supervises, facilitates and follows up the implementation of operational plans, coordinating, aligning and generating synergies between teams, systems, processes and allotted resources.


COMPETENCY MODEL

FLAWLESS EXECUTION People Leader

Definition

Key

Actions

To lead the execution of operational plans by efficiently managing work teams in order to achieve results.

Determines activities, tasks and resources – Determines the activities and critical tasks of operational plans and manages the resources allocated for their implementation.

Assigns responsibilities for the execution of activities and tasks – Assigns and delegates responsibilities in the execution of the activities and tasks of operational plans, specifying the role, expected results and deadlines, and empowering people to act in the most effective way.

Follows up operational plans – Supervises and monitors the activities, progress, efficiency and results of the implementation of operational plans.

Leads the execution of operational plans – Guides the execution of operational plans by effectively managing work teams and allotted resources, as well as the risks of achieving the results.


COMPETENCY MODEL

FLAWLESS EXECUTION Individual Contributor

To effectively carry out the activities and tasks of his/her role, Definition managing time and assigned resources, providing value and contributing to

the results within the sphere of activities.

Establishes work programs – Determines work programs considering the time, resources and interrelation with other work teams for the completion of the activities and assignments.

Executes activities and tasks – Efficiently executes the activities and tasks Manages allocated resources – Efficiently manages time, resources and

allotted equipment for the execution of activities and tasks in compliance with the predefined quality and timelines.

Reports on the progress in the execution of activities and tasks – Reports the completion percentage and execution progress of activities in a timely manner.


Key

Actions

COMPETENCY MODEL

3. SELLING THE VISION FEMSA Leadership Competency

SELLING THE VISION

Strategic Leader

Definition

Key

Actions

To sell the organizational vision and values, thus helping others to understand and visualize the desired future and the expected benefits.

Describes the image – Describes the organizational strategy with enthusiasm and energy so as to guide others to see and feel the vision.

Motivates movement – Influences others in a way that encourages their progress towards the vision, motivating team members and business partners towards action.

Leads by using the vision – Uses the vision and values as a reference point to carry out his/her own day to day activities, setting an example for employees.


COMPETENCY MODEL

SELLING THE VISION Tactical Leader

To communicate and disseminate the organizational vision, values and

Definition strategic guidelines in order to help others understand the

future, the expected benefits, and the way to attain them.

Communicates the organizational vision and values –

Enthusiastically communicates the desired future, the expected

benefits, the strategy, the values and the guidelines to attain them while

helping others understand the organizational vision.

Key Aligns movement – Influences others in a way that drives movement

towards the organizational vision and generates the necessary conditions

Actions

to enable members of the organization to act in a way that is aligned with

the business strategy.

Leads by using the vision – Uses the vision and values as a reference

point to carry out his/her own day to day activities, setting an example

for employees.


COMPETENCY MODEL

SELLING THE VISION People Leader

Definition

Key

Actions

To lead work teams with the view of consolidating their commitment to the organizational vision and values, and to guide people to higher levels of performance that are aligned with the business strategy. Communicates the relationship between objectives and results and the

vision – Permanently communicates the relationship between the objectives, processes, activities, decisions and results with the organizational vision.

Inspires commitment – Involves and engages people into acting in accordance with the organizational values and vision.

Aligns actions – Leads and ensures that the actions of the work teams are consistent with the organizational values and aligned with the vision.

Leads by using the vision – Uses the vision and values as a reference point to carry out his/her own day to day activities, setting an example for employees.


COMPETENCY MODEL

SELLING THE VISION Individual Contributor

Definition

Key

Actions

To act with commitment to the organizational vision and values and in accordance with the business strategy.

Acts by using the vision – Carries out the activities and tasks associated with his/her field with commitment to the organizational values and vision.

Aids in disseminating the vision – Encourages people of his/her work environment to identify with organizational values and vision by serving as an example.


COMPETENCY MODEL

4. GLOBAL INSIGHT FEMSA Leadership Competency

GLOBAL INSIGHT Strategic Leader

Definition

Key

Actions

To develop and incorporate an understanding of the competitive environment or global business, as well as an awareness of economic, social and political trends that impact the overall strategy of the organization.

Develops understanding – Looks for opportunities to better understand the global approach of the organization and its environment, including strengths and weaknesses that may affect the company's ability to compete globally.

Develops constant global awareness – Keeps up to date with economic, social, and political trends around the world that are of critical importance to the organization.


Página 14

COMPETENCY MODEL

GLOBAL INSIGHT Tactical Leader

To develop and incorporate an understanding of the competitive position Definition of the organization as well as an analysis of market trends to identify

opportunities that can have an impact on the business.

Key

Actions

Evaluates competitive position – Analyzes and evaluates the opportunities, strengths, weaknesses and threats that may impact the achievement of the organization's strategic objectives.

Develops constant global awareness – Keeps up to date with economic, social, and political trends around the world that are of critical importance to the organization.


COMPETENCY MODEL

5. TALENT DEVELOPMENT FEMSA Leadership Competency

TALENT DEVELOPMENT

Strategic Leader

Definition

Key

Actions

To attract, develop and retain talented people; to create a learning environment that ensures that colleagues are aware of their maximum potential, allowing the organization as a whole to meet future challenges.

Diagnoses the capacity and need for development – Identifies and determines the capabilities and skills required by his/her staff in order to contribute to current and future business goals, evaluating the key strengths and individual development opportunities.

Promotes talent management – Provides exposure to people with potential by facilitating challenging tasks or activities that bolster their reliability and credibility.

Generates a learning culture – Creates an environment of support and commitment so that his/her employees can grow.

Pays special attention to retention – Generates means to stimulate talented people in order to keep them in the organization, supporting and providing a clear career path that presents challenges and job satisfaction.


COMPETENCY MODEL

TALENT DEVELOPMENT Tactical Leader

To develop his/her own competencies as well as those of collaborators by Definition planning and guiding concrete development efforts in order to attract,

develop and retain talent, thus enabling the organization to meet future challenges. Diagnoses the capacity and need for development – Identifies and

determines the capabilities and skills required by his/her staff in order to contribute to current and future business goals, evaluating the key strengths and individual development opportunities.

Plans professional development of collaborators – Plans the

professional development of his/her collaborators based on organizational

competencies and the strategic business objectives, defining goals,

professional development plans and the necessary resources for

their implementation.

Monitors progress – Gives people direct feedback on their performance

based on established goals, points out positive and negative aspects

of their performance and adjusts plans to ensure their development.

Key

Actions Promotes talent management – Provides exposure to people with

potential by facilitating challenging tasks or activities that bolster their

reliability and credibility.

Generates a learning environment – Identifies and provides the means

and resources that are necessary to promote learning and development

opportunities of people.

Establishes retention systems – Establishes systems and procedures to

retain people facilitating the choice of a professional path that represents challenges and satisfaction.

Plans his/her own development – Plans his/her development based on the needs of the Organization as well as on personal goals and seeks

feedback and coaching to develop the necessary competencies to reach his/her objectives.


COMPETENCY MODEL

TALENT DEVELOPMENT People Leader

Definition

Key

Actions

To develop his/her own competencies as well as the team’s by implementing specific development actions to achieve the objectives and retain talent.

Diagnoses the capacity and need for development – Identifies and determines the capabilities and skills required by his/her staff in order to contribute to current and future business goals, evaluating their key strengths and individual development opportunities.

Creates and follows up individual development plans – Defines and monitors goals and development plans for team members based on identified areas that require improvement as well as the organization plans by establishing specific actions to further develop the career potential of his/her employees.

Monitors progress – Gives people direct feedback on their performance based on established goals, points out positive and negative aspects of their performance and adjusts plans to ensure their development.

Promotes talent management – Provides exposure to people with potential by facilitating challenging tasks or activities that bolster their reliability and credibility.

Brings about a learning environment – Manages the current means and resources to make both learning opportunities and development paths available to team members.

Implements retention measures – Carries out specific actions to retain people by involving them in activities that promote their development.

Plans his/her own development – Plans his/her development based on the needs of the Organization as well as on personal goals and seeks feedback and coaching to develop the necessary competencies to reach his/her objectives.


COMPETENCY MODEL

TALENT DEVELOPMENT Individual Contributor

Definition

Key Actions

To direct his/her professional development based on the organization’s objectives and his/her personal goals.

Proposes his/her own Development Plan – Proposes his/her development activities based on organizational objectives and personal goals.

Follows up his/her Development Plan – Commits to his/her development by carrying out monitoring activities established in the Plan.

Purposely uses the learning and development channels – Uses the available means, resources, and learning and development channels, and shares the acquired knowledge and experience with team members.

Requests feedback – Asks for feedback and seeks advice to learn about his/her strengths as well as areas that require improvement to determine his/her progress.

Updates his/her knowledge and abilities – Keeps up to date and looks to improve his/her knowledge and skills by seeking learning opportunities inside and outside the organization.


COMPETENCY MODEL

6. CHANGE LEADERSHIP FEMSA Leadership Competency

CHANGE LEADERSHIP

Strategic Leader

To continuously seek alternatives and different innovative approaches to capitalize on organizational opportunities and encourage others to do so as well.

Key Actions

Identifies and stimulates opportunities – Strives to continuously improve business results by recognizing problems as opportunities for process improvement, actively seeking alternative solutions and remaining open to ideas offered by others.

Deals with resistance to change – Helps and motivates people to accept change and reduce their resistance towards it, encouraging them to question the established assumptions or processes and seek alternative solutions.

Manages complexity, contradictions and inconsistencies – Minimizes or reduces the actions that generate little or no value; manages personal pressures associated with change; works toward more effective systems.

Questions paradigms – Questions paradigms by defining new ways to seize opportunities and solve problems, and avoids being influenced by traditional thoughts or approaches.


COMPETENCY MODEL

Definition

CHANGE LEADERSHIP Tactical Leader

Definition

To continuously seek different innovative approaches, encouraging others to do so as well, anticipating needs that arise from such changes, driving the consolidation of organizational opportunities.

Key Actions

Prepares and advances the consolidation of opportunities – Anticipates the needs and opportunities arising from the changes that impact the processes, organization and systems, preparing for and planning the implementation of solutions.

Fosters embracing change – Provides the team with the necessary information and means to accept and adapt to change, and encourages them to seek and implement alternative solutions.

Addresses the complexity of change – Simplifies the inherent complexity in change by communicating clear guidelines and providing the necessary resources to reduce the impact of contradictions and inconsistencies that may arise.

Questions paradigms – Questions paradigms by defining new ways to seize opportunities and solve problems, avoids being influences by traditional thoughts or approaches.

Promotes the creation of spaces for the generation of change – Promotes the creation of spaces in which different points of view, approaches, ideas and solutions are listened to, evaluated, gathered and incorporated with the intention of improving results.


COMPETENCY MODEL

LEADERSHIP FOR CHANGE People Leader

Definition

Key

Actions

To continuously seek and encourage others to seek new solutions and ways of doing things while promoting the team's commitment to the implementation of these changes and consolidating organizational opportunities.

Consolidates opportunities – Acts in a timely and effective way in situations of change by implementing new solutions and courses of action to consolidate opportunities.

Fosters commitment to change – Communicates to the team clear guidelines to ensure their cooperation in the implementation of new solutions and generate commitment to change.

Addresses the impact of change on the team – Explains the changes, specifies and manages available resources to reduce the impact of

contradictions and inconsistencies on the team.


Creates and leads spaces for the generation of change – Launches collaborative spaces in which different points of view, approaches, ideas and solutions are listened to, evaluated, gathered and incorporated with the intention of improving results.


COMPETENCY MODEL

LEADERSHIP FOR CHANGE Individual Contributor

Definition

Key

Actions

To constantly look for new solutions and ways of doing things, thus committing to change and its implementation.

Promotes change – Promotes change with his/her actions by showing an openness to work in different environments and contributes to the acceptance of change within the team.

Commits to change – Commits and takes part in the implementation of new solutions and organizational changes.


Takes active part in spaces for the generation of change – Collaborates actively in the spaces in which different points of view, new approaches, ideas and solutions are shared.


COMPETENCY MODEL

7. CULTURAL ADAPTABILITY FEMSA Leadership Competency

CULTURAL ADAPTABILITY

Strategic Leader

To be open to change, respecting and allowing for differences that may Definition arise with different cultures (regions, zones, countries) in order to interact

effectively with individuals and groups from different cultural backgrounds.

Exhibits inclusive behavior – Establishes effective relationships with

people from different cultures and backgrounds, and actually learns from them by taking in individuals from a different culture than his/her own.

Displays sensitivity – Shows sensitivity and respect for perspectives

Key

and interests of people from different cultures (regions, zones, countries) by trying to listen to and understand them.

Actions

Adapts his/her behavior to different cultures – Adapts his/her cultural

approach to the various interactions and exchanges in order to take actions

and decisions that reflect the concerns and expectations of people from

different cultures without compromising their own values.


COMPETENCY MODEL

CULTURAL ADAPTABILITY Tactical Leader

Definition

Key Actions

To be open to change, understanding and respecting cultural differences (regions, zones, countries) in order to interact with individuals and groups from different backgrounds.

Values and learns from perspectives of different cultures – Listens to, appreciates and learns from mindsets characteristic of other cultures.

Understands cultural differences – He/she is aware of cultural differences and respects the basic codes of conduct of other cultures.

Adapts his/her behavior to different cultures – Adapts his/her cultural approach to the various interactions and exchanges in order to take actions and decisions that reflect the concerns and expectations of people from different cultures without compromising their own values.


COMPETENCY MODEL

CULTURAL ADAPTABILITY People Leader

Definition

Key

Actions

To maintain effectiveness when experiencing changes in the work environment by effectively adapting to these changes and cultural differences and undertaking actions that aim at enabling team activities.

Understands adaptability to change as an opportunity – Understands adaptability to change as an opportunity for learning and professional development.

Deals with change with a positive attitude – Reacts positively and effectively to situations of change in the work environment and knows what resources from his/her team must be mobilized.

Adapts behavior to new circumstances – Promptly modifies behavior to adapt to the changes that arise in the work environment.

Adapts behavior to other cultures – Adapts his/her cultural approach to the various interactions and exchanges in order to take actions and decisions that reflect the concerns and expectations of people from different cultures without compromising their own values.

Facilitates adaptability – Communicates and disseminates relative

guidelines and messages within his/her that enable its members to adapt their activities to the changing work environment.


COMPETENCY MODEL

CULTURAL ADAPTABILITY Individual Contributor

Definition

Key

Actions

To be receptive and positive about changes, adapting easily and efficiently to new situations and cultural differences in the workplace.

Exhibits inclusive behavior – Establishes effective relationships with people from different cultures and backgrounds, and actually learns from them by taking in individuals from a culture different than their own.

Is receptive to changes – He/she is responsive and seeks to understand changes in work tasks, thus showing a positive attitude towards them.

Adapts behavior to new circumstances – Promptly modifies behavior to adapt to changes that arise in the work environment.

Adapts behavior to other cultures – Adapts his/her cultural approach to various interactions and exchanges in order to take actions and decisions that reflect the concerns and expectations of people from different cultures without compromising their own values.


COMPETENCY MODEL

8. CUSTOMER FOCUS FEMSA Leadership Competency

CUSTOMER FOCUS

Strategic Leader

To foster strategic relationships with clients and ensure that this frame of Definition mind is the driving force behind all value-added activities within the

business units.

Strives to understand the customer – Looks for information to understand customer needs, problems, and expectations, and shares it within the organization.

Takes great care of customer trust – Responds with empathy to customers’ matters or ideas and seeks to build trust in order to develop

Key business relationships with long-term mutual benefit.

Actions

Takes measures to address the needs and concerns of the client – Responds quickly in order to meet customer needs and solve their problems while avoiding excessive compromises and implementing monitoring systems.


COMPETENCY MODEL

CUSTOMER FOCUS Tactical Leader

Definition

Key

Actions

To establish stable relationships and generate customer loyalty by defining criteria to ensure that the people, processes, organization and systems are well-aimed at guaranteeing the satisfaction of clients’ needs.

Obtains and shares key information to understand the customer – Looks for and obtains key customer information to understand their needs, problems and expectations, and shares it with the rest of the organization.

Generates customer loyalty – Establishes stable and long-lasting relationships with customers which are based on cooperation and trust, thus creating loyalty.

Takes measures to address the needs and concerns of the client – Responds quickly in order to meet customer needs and solve their problems while avoiding excessive compromises and implementing monitoring systems.

Defines criteria and parameters to ensure integrated customer management – Defines criteria and parameters to facilitate the gathering of key information, ensure a loyal relationship and meets customer needs.


COMPETENCY MODEL

CUSTOMER FOCUS People Leader

To contribute to the consolidation of customer loyalty by Definition managing and ensuring that the team’s actions are aimed at responding to

their needs as well as to the problems that may arise.

Obtains and shares key information to understand the customer – Looks

for and obtains key customer information to understand their needs,

problems and expectations, and shares it with the rest of the organization.

Cares for and maintains the relationship with the customer – Takes care

of the loyalty generated with the client by maintaining a relationship

based on commitment, cooperation and trust. Key

Actions Caters to customer needs and confirms their satisfaction –

Responds quickly in order to address customer needs and problems, follows up the promised actions and confirms customer satisfaction.

Aligns the team’s actions to ensure integrated customer management –

Leads the team’s actions to obtain key information, establishes loyalty

and address the customer’s needs based on the defined

criteria.


COMPETENCY MODEL

CUSTOMER FOCUS Individual Contributor

Definition

Key Actions

To have a proactive attitude and maintain a friendly disposition in the relationship with customers, as well as to meet their requirements and respond to their problems when they arise.

Obtains and shares key information to understand the customer – Looks for and obtains key customer information to understand their needs, problems and expectations, and shares it with the rest of the organization.

Cares for and maintains the relationship with the customer – Takes care of the loyalty generated with the client by maintaining a relationship based on commitment, cooperation and trust.

Caters to customer needs and confirms their satisfaction – Responds quickly in order to address customer needs and problems, follows up the promised actions and confirms customer satisfaction.


COMPETENCY MODEL

9. DEVELOPMENT OF STRATEGIC RELATIONS FEMSA Leadership Competency

DEVELOPMENT OF STRATEGIC RELATIONS

Strategic Leader

Definition

Key

Actions

To use interpersonal styles and communication methods that are suitable in order to impact and develop effective relationships with strategic partners, customers and suppliers, both internal and external.

Establishes shared goals – Looks for information to understand the position others have regarding an idea, plan or activity, establishes shared goals and determines the impact on each part.

Defines the strategy to influence – Sets an approach that allows the breaking of barriers to develop an idea, plan or activity, while meeting the needs and preferences of both parties.

Develops solutions with a collaborative sense – Develops his/her ideas in together with others, thus seeking to be complemented in order to facilitate solutions, building trust and commitment, and inciting action.

Fosters an active network – Recognizes the importance of relationships and alliances by proactively developing and using key relationships (i.e., a network) to bring about cooperation without a formal authority.


COMPETENCY MODEL

DEVELOPMENT OF STRATEGIC RELATIONS Tactical Leader

To use suitable interpersonal styles and communication methods Definition in order to facilitate and maintain effective relationships with clients and

supplier and generate synergies between different business areas.

Monitors progress and facilitates the achievement of shared goals –

Monitors the progress of the different teams according to their shared

goals and finds synergies that enable their achievement.

Establishes joint action plans– Establishes, together with other

business areas, action plans that enable the achievement of common

objectives, thus facilitating the coordination and agreements on Key the required responsibilities and supports.

Actions

Implements collaborative solutions – Manages and coordinates teams

and vehicles to put into practice collaborative solutions, thus generating

synergies between different business areas.

Fosters an active network – Recognizes the importance of relationships and alliances by proactively developing and using key relationships (i.e., a network) to bring about cooperation without a formal authority.


COMPETENCY MODEL

DEVELOPMENT OF STRATEGIC RELATIONS People Leader

To develop and maintain collaborative relationships among team members, Definition encouraging the creation of working networks that facilitate the

achievement of common goals.

Defines the team’s objectives for the achievement of shared goals – Sets the team objectives and coordinates the actions and contributions of its members to ensure the achievement of shared goals.

Coordinates the execution of joint action plans – Leads the execution of joint action plans by guiding participants according to the agreements

established with other business areas and focusing on collaboration

Key with other teams.

Actions

Engages the team in the implementation of collaborative solutions –

Leads and engages team members in the implementation of

collaborative solutions.

Establishes and fosters efficient relationships – Establishes and fosters effective relationships inside and outside the team, thus helping to improve outcome and quality of work.


COMPETENCY MODEL

DEVELOPMENT OF STRATEGIC RELATIONS Individual Contributor

Definition

Key

Actions

To maintain collaborative relationships with team members, engaging in the achievement of shared goals.

Engages in the achievement of shared goals – Meets the established team objectives, engaging in the achievement of shared goals.

Carries out activities and joint actions plans tasks – Efficiently carries out activities and assignments, executing them according to the agreements with other business areas and focusing on collaboration with other teams.

Engages in the implementation of collaborative activities – Participates actively and engages in the implementation of collaborative activities and tasks inside and outside the team.

Socializes efficiently with team members – Interacts effectively with team members and with key people who facilitate the development of his/her activities.


COMPETENCY MODEL

10. INNOVATION FEMSA Leadership Competency

INNOVATION Tactical Leader

Definition

Key

Actions

To establish a working environment that ensures and promotes the generation of innovative initiatives which increase the effectiveness and efficiency of processes.

Proposes innovative ideas – Generates innovative ideas, thus motivating the team to question and rethink traditional frameworks.

Develops plans to generate new solutions and courses of action – Develops plans to generate new solutions and courses of action so that processes become better, faster and cheaper.

Communicates the benefits of new ideas, models or solutions – Communicates the benefits of new ideas, models or solutions so that teams are acquainted with them, accept them and support their implementation.

Generates a work environment that promotes innovation – Generates a work environment that encourages, recognizes and supports people in order to produce and implement new ideas in their working field.


COMPETENCY MODEL

INNOVATION People Leader

Definition

Key

Actions

To develop, foster and implement innovative ideas and procedures in order to improve team performance.


Creates and implements innovative procedures – Generates and implements innovative procedures so that processes become better, faster and cheaper.

Leads the team’s actions for the implementation of new ideas or models – Leads the team’s actions in order to implement new ideas, models or solutions by engaging people in their implementation.

Consolidates a work environment that promotes innovation – Consolidates a work environment that promotes innovation by generating

valuable contributions and committing to their implementation.


COMPETENCY MODEL

INNOVATION Individual Contributor

Definition

Key

Actions

To generate new ideas to solve problems, seize opportunities and improve outcome in his/her field.


Creates and carries out new activities and tasks – Creates and carries out new activities and tasks to solve problems, seize opportunities and improve results in his/her field.

Adapts and implements best practices – Adapts and implements best practice and procedures in his/her field.

Contributes new ideas to the team – Contributes new ideas to the team in order to improve results, and commits to their implementation.


Competency Catalog - Assessment Analytics€¦ · To develop plans for ... FLAWLESS EXECUTION FEMSA...

Documents

Transcript of Competency Catalog - Assessment Analytics€¦ · To develop plans for ... FLAWLESS EXECUTION FEMSA...