The document contains descriptions of competency models for retail, HR, and technical skills at different career stages. The retail competency model lists traits like customer focus, personal learning, and negotiation skills. The HR competency model includes functional expertise, communication, change management, and other HR-related skills. Technical skills are described for different roles ranging from sales associate to store manager.
Retail Competency Models Focusing on Customer Service
1. Retail Competency Model Preference & Patience Action Oriented/ Drive for Results Technical Skills/ Knowledge Customer Focus Personal Learning & Self Development Negotiation Skills & Interpersonal Savvy Motivating Other & Developing Direct Reports Dealing with Ambiguity Business Sense / Acumen Creativity
2. Career Stages 1 Stage 1 Helping and Learning Learn the Basics
6. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Understands broad range of tools, processes and practices of Human Resources and their effective application in the Dell environment.
7. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Relates to others effectively in one-on-one and group interactions.
8. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Effectively conveys message in written and verbal form, listens and checks for understanding
9. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Provides appropriate support and acts in the best interest of employee and business partners.
10. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Gathers and explores information, finds patterns and solves problems.
11. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Listens, asks appropriate questions, makes recommendations and facilitates a solution.
12. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Assists people and the organization in moving to new ways of thinking and/or operating.
13. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Effective at selecting, assessing and developing a talented and diverse workforce
14. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Successfully executes all aspects of a project, from initiation to completion.
15. HR Competency Model Functional Expertise HR Acumen Interpersonal Skills Communication Skills Organizational Diagnostics Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Has specific expert knowledge in area of operation.
16. Early Career Example Functional Expertise HR Acumen Interpersonal Skills Communication Skills Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Organizational Diagnostics
17. Late Career Example HR Acumen Functional Expertise Interpersonal Skills Communication Skills Consulting Skills Employee Relations / Advocacy Change Management Talent Management Project Management Skills Organizational Diagnostics
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Notas del editor
Intro: There are 10 competencies we believe are critical elements of a well-rounded a Dell HR professional. Let’s briefly review each. Details for each competency are under your 2 nd tab in the notebook. Note to Presenter : The detailed descriptions for each competency by stage are at the end of this presentation – in case your team needs to drill down into the content. Given the time constraints, we recommend you stay at the higher level overview. Build Instructions: This slide builds automatically with dissolve effects to introduce each of the competencies. The next 10 slides present an overview of each of the competencies. These slides will transition and build AUTOMATICALLY, at 5 second intervals. Do not click the next key until Slide 23.
Intro: Here’s how the stages are represented in our HR Competency Model Build Instructions: Click to advance to the next stage.
Build Instructions: Click to advance to the next stage.
Build Instructions: Click to advance to the next stage.
Intro: Here’s an example of a person early in their HR career. Key point: You see a lot of 1’s and 2’s. That’s perfectly normal. It does NOT reflect their potential. This person is probably performing at a very high level.
Intro: Here’s an example of a person late in their HR career. This person could be a VP. Key point: You see a lot more 3’s. You see one 4. That’s perfectly normal. This person is probably performing at a very high level. Net, net….the goal is to fully develop to the edge of the circle.
Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.
Intro: Let’s get more specific about how career stages map to experience. Key Point: We’ve provided a timeline to give you a sense of how much time it takes for individuals to typically progress through stages. These are NOT prescriptive. Individuals develop at different rates.