Korn Ferry · NYSE:KFY

Korn Ferry — Investor Presentation (June 2016)

122 slides from Korn Ferry's investor presentation, June 2016

Slide 1: Korn Ferry Leadership Architect Certification Client Application Deck
KORN FERRY LEADERSHIP ARCHITECT® Global Competency Framework Certification Client Application Deck © 2015 Korn Ferry. ALL RIGHTS RESERVED.
Slide 2: Significant milestones
Significant milestones 1943 1969 1998 1999 2007 2012-2015 2016 Edward N. Hay Korn Ferry founded Korn Ferry Korn Ferry begins Hay Group Global Novations, Advisory and Associates, in Los Angeles, CA launches trading on the launches its PDI Ninth House, business now Management by Lester B. Korn & Futur
Slide 3: A total approach to talent
A total approach to talent Korn Ferry Executive Korn Ferry Hay Group Korn Ferry Futurestep Search helps you attract helps you align your delivers professional the best executive talent organization to your people talent that builds up for moving your company – developing, engaging, leadership. in th
Slide 4: Global footprint
Global footprint Abu Dhabi Calgary Houston Melbourne Portland Stamford Almaty* Cape Town Irvine Mexico City Prague Stockholm Amsterdam Caracas Istanbul Miami Princeton Strasbourg Athens Chicago Jakarta Milan Pune Sydney Atlanta Copenhagen Jersey City Minneapolis Quito Taipei Auckland Dallas Johannes
Slide 5: Our solutions are aligned to this framework
Our solutions are aligned to this framework ORGANIZATION PEOPLE STRATEGY EXECUTION AND ASSESSMENT AND SUCCESSION ORGANIZATIONAL DESIGN TALENT STRATEGY AND WORK DESIGN EXECUTIVE SEARCH AND RECRUITMENT REWARDS AND BENEFITS LEADERSHIP DEVELOPMENT © 2015 Korn Ferry. ALL RIGHTS RESERVED. 5
Slide 7: What if …
What if …  You could describe what success looked like within your organization and within jobs?  The organization had a language to use when discussing talent issues?  New hires were being selected based on your current and future challenges?  The ‘vital many’ in your organization had tangible
Slide 8: Korn Ferry Leadership Architect
Korn Ferry Leadership Architect® Takes advantage of the coming together of world class organizations. Built on a strong foundation of research and expertise focused on capabilities required for success. Library of competency content that identifies the most critical skills needed for performance. Fo
Slide 10: Purpose, process, payoff
Purpose, process, payoff Establish the Korn Ferry Leadership Architect®, a common global competency framework, as a simple, comprehensive approach that helps attract and build 21st century leaders and identify critical skills needed for individual and organizational success © 2015 Korn Ferry. ALL RI
Slide 11: Purpose, process, payoff
Purpose, process, payoff (1) Use the Korn Ferry Leadership Architect® Competency Sort Cards to identify differentiating competencies critical for success 1) across an organization, 2) by job profiles or levels, 3) individual assessments for development. (2) Compare competency data to normative studi
Slide 12: Purpose, process, payoff
Purpose, process, payoff Apply the critical expertise, experience, tools, and insight of the Korn Ferry Leadership Architect™, a global competency framework, to drive higher business performance by effectively managing your most important asset – your people © 2015 Korn Ferry. ALL RIGHTS RESERVED. 1
Slide 13: Competency framework (Point of view)
Competency framework (Point of view) Korn Ferry Institute: It is the product of tons of work over the past several months by many expertise contributors across the Korn Ferry family: Heather Barnfield Guangrong Dai Marni Jouve J. Evelyn Orr Craig Sneltjes Paul Storfer Did you know? 62% to 70% of hig
Slide 16: Expectations are rising but capabilities are not rising fast enough
Expectations are rising The talent we need THE GAP The talent we have but capabilities are not rising fast enough © 2015 Korn Ferry. ALL RIGHTS RESERVED. 16
Slide 18: What does success look like?
What does success look like? Do candidates fit the profile? Are we measuring the Are we interviewing right things? against the profile? QRG Page 2 How can we accelerate performance? Is talent aligned with the strategy? How can we best align new hires with the profile How do we build the and culture?
Slide 19: KFLA Competency Framework
Integrated KFLA products KFLA Development Sort 360 Licenses Interviewing Placemats protocol assessment resources Cards Competency Framework *Products are available in US English, UK English and 8 core languages © 2015 Korn Ferry. ALL RIGHTS RESERVED. 19
Slide 20: Korn Ferry Leadership Architect primary uses
Korn Ferry Leadership Architect® primary uses  COMPETENCY MODELING: Articulating which skills are mission critical for a particular role, department, level, or organization  SELECTION: Identifying which competencies are table stakes and which competencies are differentiating for a given role  DEV
Slide 21: Definition of a competency
Definition of a competency Observable and measurable skills and behaviors that contribute to workplace effectiveness and career success. They determine how we do our jobs, how we accomplish goals. © 2015 Korn Ferry. ALL RIGHTS RESERVED. 21
Slide 22: Korn Ferry supporting products
Korn Ferry supporting products  Whitepaper “Define. Distill. Deploy”  Korn Ferry Leadership Architect™ Sort Cards (1st Edition)  Korn Ferry Leadership Architect™ Global Competency Framework - placemat  Leadership Architect™ Global Norms and Performance Correlations - placemat  Korn Ferry Leader
Slide 23: Research Guide and Technical Manual
Korn Ferry Leadership Architect™ Research Guide and Technical Manual Page 1 Definition of competencies Pages 5-6 Business impact of competencies Pages 8-16 Developing competency models Page 25 Research foundation of KFLA Pages 50-51 Compensators Pages 52-53 Substitutes Pages 54-56 Developmental diff
Slide 24: Use the Competency Sort Cards to identify differentiating competencies
1 Use the Korn Ferry Leadership Architect™ Competency Sort Cards to identify differentiating competencies critical for success 1) across an organization, 2) by job profiles or levels, 3) individual assessments for development
Slide 26: The new competency framework
The new competency framework • Thought Leadership • Results Leadership 4 factors • People Leadership • Self Leadership 12 clusters • 3 per factor 38 • Definitions 10 career competencie • CARS stallers and s stoppers © 2015 Korn Ferry. ALL RIGHTS RESERVED. 26
Slide 28: What is competency modeling?
What is competency modeling? A research-based approach to communicating what is important for success A methodology to align individual performance with strategy, goals and objectives A way to create a common language for talent The starting point for most talent management solutions © 2015 Korn Fer
Slide 29: The deck's ability to solve is limited by the sort question
The deck’s ability to “solve” is only limited by the extent of the sort question. We will use the sort cards today to roll up our sleeves and get “into the language” while demonstrating the developmental power of the framework. © 2015 Korn Ferry. ALL RIGHTS RESERVED. 29
Slide 30: Assess an organization's current skill
ASSESS AN ORGANIZATION’S CURRENT SKILL Leadership Profile
Slide 31: Cards sort: current state
Cards sort: current state What does the workforce in your organization look like today? Most or Would Describe 12 cards 14 cards 12 cards © 2015 Korn Ferry. ALL RIGHTS RESERVED. 31
Slide 32: Tally sheet results: individual
Tally sheet results: individual Record your results in column 1 3 = highest/ would describe 3 1 – John Doe, 2 = moderate/ org current state might describe 2 1 1 = lowest/ 3 would not describe © 2015 Korn Ferry. ALL RIGHTS RESERVED. 32
Slide 33: Posting sort results activity: highest
Posting sort results activity: highest (“3”) Write the competency numbers of your 12 highest cards 11 23 38 on the green dots. Stick the green dots on the poster next to the same competency numbers. © 2015 Korn Ferry. ALL RIGHTS RESERVED. 33
Slide 34: Posting sort results activity: lowest
Posting sort results activity: lowest (“1”) Write the competency numbers of your 12 29 35 12 lowest cards on the orange dots. Stick the orange dots on the poster next to the same competency numbers. © 2015 Korn Ferry. ALL RIGHTS RESERVED. 34
Slide 35: Interpreting card sort results
INTERPRETING CARD SORT RESULTS “What does it all mean?”
Slide 36: Tally sheet results: group
Tally sheet results: group Record group results in column 2 3 = highest/ would describe 33 2 = moderate/ 1 1 – John Doe, org current state might describe 2 2 2 – Group, org current state 1 1 3 3 1 = lowest/ would not describe © 2015 Korn Ferry. ALL RIGHTS RESERVED. 36
Slide 38: Typical uses
Typical uses • Assess an organization’s current skill • Assess an individual’s current skill • Determine future skill needs • Profile critical competencies • For leadership development • By level • By job or job family • By unit/division • Identify skill/importance gaps © 2015 Korn Ferry. ALL RIGHTS
Slide 40: Card sorting facilitation tips
Card sorting facilitation tips  Sorters  Process  Speed sorters  Sticky dots  Reflective sorters  Various dot sizes  Various poster sizes  Other languages  Time  15-20 minutes  Maximum of 3 sorts  Don’t put sort on agenda © 2015 Korn Ferry. ALL RIGHTS RESERVED. 40
Slide 41: Quick Reference Guide, 1st Edition
Korn Ferry Leadership Architect™ Quick Reference Guide, 1st Edition Page 4 Sort Card Deck and overall process Page 5 Divider Card Sets Page 6 Card sorting options Page 7 Implementation best practices Page 8-10 Job Profile or Competency Model Sort procedure Page 11-13 Skill Assessment Sort procedure
Slide 42: Tabulate the poster
Tabulate the poster QRG Pages 10-11 Calculating group results  Calculating group results is both an art and a science. There is no definitive formula—each situation will be slightly different. The initial objective is to identify the top third (~12 greens) and bottom third (~12 oranges) rated compe
Slide 43: Interpreting results: What is typical?
INTERPRETING RESULTS “What is typical”?
Slide 44: Compare competency data to normative studies
2 Compare competency data to normative studies, supply in workforce, performance correlations by level and risk of derailment
Slide 45: Based on research, we know
Based on research, we know • Skills that matter most for performance • Skills that are most relevant in the 21st century context • Supply of skill in the marketplace • Skill ratings by level • Developmental difficulty • Supply of skill across 5 global regions Competencies most correlated with high p
Slide 46: KFLA Global Norms and Performance Correlations
KFLA Global Norms and Performance Correlations Supply of skill in the marketplace - the supply or number of people in the norm population that are skilled in this competency L Lower Skill Rating / Low Supply M Medium Skill Rating / Medium Supply H Higher Skill Rating / High Supply © 2015 Korn Ferry.
Slide 47: Defining levels
Defining levels Senior Executive - SE: Executives responsible for enterprise-wide leadership of a business group or function (e.g., Senior Corporate Functional Executives). Business Unit Leader - BUL: Leaders with full responsibility for a P&L unit, a function, or managing multiple functions (e.g.,
Slide 48: Organizational levels: where data comes from
Organizational levels: where data comes from Data collected over several years from employees of hundreds of client companies around the world and included over 100,000 participants. New framework incorporates changing requirements for the future. A qualitative expert analysis was conducted to ident
Slide 49: Research as we know
Research as we know Similar competencies most correlated with high performance across all or most regions. Similar strengths and weaknesses across all or most regions. © 2015 Korn Ferry. ALL RIGHTS RESERVED. 49
Slide 50: Performance correlations
Performance correlations Technical Competencies most correlated with high performance – areas Manual, where more successful people do better: page 32  By level  By region  Manages Complexity Among the top third  Action Oriented competencies that are  Plans and Aligns correlated with  Ensures A
Slide 51: Key criteria outcomes
Key criteria outcomes Performance Promotability Risk of derailment Leadership effectiveness Averaging the 10 performance items in 4 categories. Rated by the bosses of the participants via the 360 feedback . © 2015 Korn Ferry. ALL RIGHTS RESERVED. 51
Slide 52: Developmental difficulty index
Developmental difficulty index
Slide 53: Developmental difficulty index: Elements
Developmental difficulty index: Elements C o m Technical p l Manual, e pages 54-56 x E C it x o y p g o e Bn f ri eit t e li i h n ev e cH E e Element # 1 s fm u e sc k mo The underlying nature of the competency il am ti l no p s mnl Element # 2 as e Actual importance of the competency kx eit uy Ele
Slide 54: KFLA is globally relevant
KFLA is globally relevant Technical Manual, page 42 ©2011 Korn/Ferry Leadership & Talent Consulting E NA U Asi a AF SA NZ/ AU © 2015 Korn Ferry. ALL RIGHTS RESERVED. 54
Slide 55: Research as we know
Research as we know Similar competencies most correlated with high performance across all or most regions: • Manages Complexity • Action Oriented • Plans and Aligns • Ensures Accountability • Drives Results • Collaborates • Nimble Learning • Being Resilient Similar strengths and weaknesses across al
Slide 56: Importance ratings
Importance ratings Item Competency Rank Item Competency Rank Item Competency Rank 11 Customer Focus 1 5 Business Insight 11 14 Values Differences 29 36 Instills Trust 2 24 Persuades 12 4 Attracts Top Talent 30 28 Drives Results 3 6 Collaborates 13 30 Self-Development 31 12 Decision Quality 4 26 Bein
Slide 57: Use the Competency Sort Cards to identify differentiating competencies
1 Use the Korn Ferry Leadership Architect™ Competency Sort Cards to identify differentiating competencies critical for success 1) across an organization, 2) by job profiles or levels, 3) individual assessments for development
Slide 58: Profile methods summary
Profile methods summary When creating a profile you can employ different methods:  Use expert panels – groups of people who know something valuable about a job or role  Use research-based profiles – placemats with normative data  Use KF-expert based models (business challenge, industry, function)
Slide 59: Using expert panels
Using expert panels QRG Page 7  Select 6-10 people who know the job well  Current successful incumbents  Past successful incumbents  Bosses  Customers/HR  Discuss the job (use preliminary questions)  Sort the cards  Post results  Reach consensus © 2015 Korn Ferry. ALL RIGHTS RESERVED. 59
Slide 60: Setting up preliminary profile questions
Setting up preliminary profile questions for HR Generalist Manager What are the strategic goals of the organization or function? What are the deliverables/ expectations of the job? What are some barriers to performance? What differentiates high performers? © 2015 Korn Ferry. ALL RIGHTS RESERVED. 60
Slide 61: HR generalist manager
Strategic goals include developing systems and processes within the organization that address the strategic needs of the business. The organization's strategic intent is to be an innovative leader within the industry. HR generalist The incumbent has responsibilities for the global recruitment, hirin
Slide 62: What is your answer to profiling questions?
What is your answer to profiling questions? What are the strategic goals of the organization or function? 1 What are the deliverables/ expectations of 2 the job? What are some barriers to performance? 3 What differentiates high performers? 4 © 2015 Korn Ferry. ALL RIGHTS RESERVED. 62
Slide 63: Preliminary profile questions
Preliminary profile questions What are the strategic goals of the organization or function? What are the deliverables/ expectations of the job? What are some barriers to performance? What differentiates high performers? Context: organization's strategic intent is to be an innovative leader. Use your
Slide 64: Job profile card sort
Job profile card sort What is “mission critical” for an HR Generalist Manager in order to support the business? ! Don’t lose sight of the context 12 14 12 cards cards cards © 2015 Korn Ferry. ALL RIGHTS RESERVED. 64
Slide 65: Tally sheet results: Individual results
Tally sheet results: Individual results Record your results in column 3 3 = ESSENTIAL 2 = USEFUL 32 3 1 – John Doe, org current state 33 3 1 = LESS 2 – Group, org current state 2 1 2 IMPORTANT 3 – HR Generalist Mgr © 2015 Korn Ferry. ALL RIGHTS RESERVED. 65
Slide 66: Posting sort results: mission critical
Posting sort results: mission critical (“3”) Write the competency numbers of your 12 mission critical 12 26 31 cards on the green dots. Stick the green dots on the poster next to the same competency numbers. © 2015 Korn Ferry. ALL RIGHTS RESERVED. 66
Slide 67: Posting sort results activity: less important
Posting sort results activity: less important (“1”) Write the competency numbers of your 12 29 35 12 less important cards on the orange dots. Stick the orange dots on the poster next to the same competency numbers. © 2015 Korn Ferry. ALL RIGHTS RESERVED. 67
Slide 68: Use the Competency Sort Cards to identify differentiating competencies
1 Use the Korn Ferry Leadership Architect™ Competency Sort Cards to identify differentiating competencies critical for success 1) across an organization, 2) by job profiles or levels, 3) individual assessments for development
Slide 69: Tally sheet results: group
Tally sheet results: group Record group results in column 4 3 = ESSENTIAL 2 = USEFUL 3 2 31 1 – John Doe, org current state 33 3 2 1 = LESS 2 – Group, org current state 2 1 2 2 IMPORTANT 3 – HR generalist Mgr 4 – Group, HR generalist Mgr © 2015 Korn Ferry. ALL RIGHTS RESERVED. 69
Slide 70: Tabulate the poster
Tabulate the poster QRG Pages 10-11 Calculating group results  Calculating group results is both an art and a science. There is no definitive formula—each situation will be slightly different. The initial objective is to identify the top third (~12 greens) and bottom third (~12 oranges) rated compe
Slide 71: Triage for competency selection
Triage for competency selection 80 - 90% 60 - 80% Research “Outliers” Consensus Consensus Based Competencies Confirm Discuss Validate Missed Inclusion Inclusion Selection competencies © 2015 Korn Ferry. ALL RIGHTS RESERVED. 71
Slide 73: Select competencies for a profile: Doing the math in rounds
Select competencies for a profile: “Doing the math” in 3 rounds Round 1: Analyze coverage debrief Round 2: Brand identification - profile comparisons to norm and performance correlations debrief Round 3: Debate session - profile changes debrief © 2015 Korn Ferry. ALL RIGHTS RESERVED. 73
Slide 74: Round 1: Analyze coverage
“Doing the math:” Round 1 Round 1: Analyze coverage  Factor coverage  Cluster coverage  EQ related: High? Low?  How might developmental difficulty matter in this case? © 2015 Korn Ferry. ALL RIGHTS RESERVED. 74
Slide 75: Round 2: Brand identification - profile comparisons
“Doing the math:” Round 2 Round 2: Brand identification - profile comparisons to norms and performance correlations  Normative data comparison – level, region.  Where is profile below, same or above, as what we’d expect the workforce to possess? Finish the list.  Where does our profile differenti
Slide 76: Round 3: Debate session - profile changes
“Doing the math:” Round 3 Round 3: Debate session - profile changes Debrief  Debate a profile.  Recommend a job profile. What was  Based on SME input /profile, what competencies would easy? you:  ADD What was  DELETE difficult?  PROTECT What did  Why? What’s your rationale? you learn?  What
Slide 77: Identify the career stallers and stoppers
3 Identify the 10 career stallers and stoppers - undesirable characteristics that can lead to derailment
Slide 79: Career stallers and stoppers clusters
10 career stallers and stoppers clusters Technical Manual, page 45 Doesn't inspire or build Trouble with people Too narrow talent © 2015 Korn Ferry. ALL RIGHTS RESERVED. 79
Slide 80: Competencies and Stallers/Stoppers
Competencies and Stallers/Stoppers Competencies Stallers/Stoppers Skill (required for success) Problem (derailing behavior) Importance (important to a job) Harmfulness (harmful to a job) JOB JOB © 2015 Korn Ferry. ALL RIGHTS RESERVED. 80
Slide 81: Cards sort: Career Stallers and Stoppers
Cards sort: Career Stallers and Stoppers What gets people in trouble in your organization? 3 cards 4 cards 3 cards © 2015 Korn Ferry. ALL RIGHTS RESERVED. 81
Slide 82: Position competencies as the red thread
5 Position competencies as the “red thread” that links talent management practices together and creates business alignment. Explore implementing competency models into existing HR and OD practices
Slide 83: What does success look like?
What does success look like? Do candidates fit the profile? Are we measuring the Are we interviewing right things? against the profile? QRG Page 2 How can we accelerate performance? Is talent aligned with the strategy? How can we best align new hires with the profile How do we build the and culture?
Slide 84: Maximize the value of competency model
Maximize the value of competency model Technical Does your organization meet these criteria? Manual, pages 7-8 Solid Execution Clear vision foundation excellence Ongoing Alignment to Executive management business commitment and strategy governance © 2015 Korn Ferry. ALL RIGHTS RESERVED. 84
Slide 85: Where to start?
Where to start? Technical Manual, pages 16-20 Set up expectations Determine Evaluate measurement current talent management practices Revisit and refresh competency Assess org profiles talent Enable management processes strategy with right Provide technology employees with development resources © 201
Slide 86: Differentiate development strategies for individuals
4 Differentiate development strategies for individuals – select needs to address and create plans based on the need, the feedback, the situation and the context
Slide 87: Development Strategies
DEVELOPMENT STRATEGIES + Q4 KORN FERRY
Slide 89: Selecting needs to address
Selecting needs to address FYI, page iv Critical for success and I’m only average at it. Average Build the skill Critically important, and I do it, Unskilled but I do it poorly. Critically important Untested but I’ve never had the chance to develop it. I have it as a strength, but I overuse it Overu
Slide 90: How many competencies are just right?
HOW MANY COMPETENCIES ARE JUST RIGHT? “How many competencies should I work on?” It depends!
Slide 92: FYI for your improvement
FYI® for your improvement Competency chapter includes: Staller and stopper chapter includes:  A context setting introduction to  A context setting introduction competency: how it operates.  Staller and stopper definition: a  Competency definition: skilled, less skilled, talented and overused ski
Slide 93: How Development Works
HOW DEVELOPMENT WORKS + Q4 KORN FERRY
Slide 96: Development solutions
Development solutions 1. Full-time jobs 2. Part-time assignments • Special projects • Task forces 3. Feedback methods & sources 4. Learning from others 5. Self development 6. Courses, workshops, seminars © 2015 Korn Ferry. ALL RIGHTS RESERVED. 96
Slide 97: Change process
Change process Real change must follow this sequence Conseque nce Blend 75% of Build successful development happens here Act Accept Aware © 2015 Korn Ferry. ALL RIGHTS RESERVED. 97
Slide 98: Use the Competency Sort Cards to identify differentiating competencies
1 Use the Korn Ferry Leadership Architect™ Competency Sort Cards to identify differentiating competencies critical for success 1) across an organization, 2) by job profiles or levels, 3) individual assessments for development
Slide 101: Tally sheet results
Tally sheet results Record your results in column 1 3 = HIGH/WOULD DESCRIBE 2 = MODERATE/MIGHT DESCRIBE 1 1 = LOW/WOULD NOT 2 DESCRIBE 3 2 2 © 2015 Korn Ferry. ALL RIGHTS RESERVED. 101
Slide 103: Analyze coverage
Analyze coverage  Factor coverage - where is “this person” strong/weak?  Cluster coverage – where is “this person” strong/weak?  EQ related competencies: High? Low? © 2015 Korn Ferry. ALL RIGHTS RESERVED. 103
Slide 104: Normative data comparison
Normative data comparison  Normative data comparison by your level in organization:  Determine your role based on 6 available levels.  List your top and bottom competencies:  Where is this person above, below, or same, as another person in same role/level?  Finish the list.  Where does your pr
Slide 105: Normative comparison
Normative comparison = Same as Norm: • Competencies ranked high, and most people in the role are high • Competencies ranked low, and most people in the role are low ↓ Below the Norm: • Competencies ranked low, and most people in that role are high or medium ↑ Above the Norm: • Competencies ranked hi
Slide 106: The problem with self assessments
The problem with self assessments SELF is the least accurate assessor of self. SELF agrees more with others about strengths than weaknesses. SELF is worst at assessing interpersonal skills and impact. © 2015 Korn Ferry. ALL RIGHTS RESERVED. 106
Slide 107: Writing a development plan
Writing a development plan  Work with a mentor or development partner.  Study the behavior of others (more and less skilled than you).  Find someone to give you ongoing feedback.  Go public with your plan.  Keep a learning journal.  Review your plan and progress at the same time each week. © 2
Slide 108: Beyond self development
Beyond self development + Q4 KORN FERRY
Slide 112: Development formula
ie p n )c e g Development o o formula p m p e lo e p e o p e p l te lw h e e o w n d h coe h a ivv h e e e a vs lte o h ( e p ( a © 2015 Korn Ferry. ALL RIGHTS RESERVED. 112 m
Slide 113: What questions do you have?
WHAT QUESTIONS DO YOU HAVE? + Q4 KORN FERRY
Slide 114: The Korn Ferry Leadership Architect
THE KORN FERRY LEADERSHIP ARCHITECT™ + 1 612-373-3597 certifications@kornferry.com www.kornferry.com © 2015 Korn Ferry. ALL RIGHTS RESERVED. © 2015 Korn Ferry. ALL RIGHTS RESERVED. 114
Slide 115: Appendix
APPENDIX iN Q4 KORN FERRY
Slide 116: Practical applications
Practical applications • Create success profiles for selection: organizational, job family, functional levels. • Identify key development paths for future success. • Target individual development needs. • Identify key skill/success profile gaps. • Build the universal language of talent to serve as t
Slide 117: Customization and licensing information
CUSTOMIZATION AND LICENSING INFORMATION
Slide 118: Customization
Customization • Integrate into online talent systems (HRIS/LMS). • Create derivatives –customize to your culture/language. • Customize training and educational materials. • Embed the science of talent management into your own system – organizational branding, etc. © 2015 Korn Ferry. ALL RIGHTS RESER
Slide 119: For more assistance…
For more assistance… • Align the competency framework to corporate strategy. • Translate previous custom competency work to research- based language. • Leverage expertise on most powerful competencies to use in your organization. • Integrate competency language to systemic talent management. © 2015
Slide 120: What is an IP license?
What is an IP license? IP Licenses:  With the purchase of a Korn Ferry IP License, you receive an electronic file (typically Word or Excel) containing the text content of the product file you purchased.  Then you may copy and/or modify the content for your organization’s internal use.  Korn Ferry
Slide 121: What do I do with a license?
What do I do with a license? Here are a few examples of the types of things you can accomplish with the purchase of an IP License for Korn Ferry products (depending on the License purchased) • Create a competency model for your organization • Create competency-based job profiles and descriptions • M
Slide 122: Example of KFLA derivative products
Example of KFLA derivative products • Revising Korn Ferry Leadership Architect® Competencies, customized to the company’s business and using them in the performance review process and system. © 2015 Korn Ferry. ALL RIGHTS RESERVED. 122

Korn Ferry — Investor Presentation (June 2016) on 6ix

Korn Ferry — Investor Presentation (June 2016)

Slide 1: Korn Ferry Leadership Architect Certification Client Application Deck

Slide 2: Significant milestones

Slide 3: A total approach to talent

Slide 4: Global footprint

Slide 5: Our solutions are aligned to this framework

Slide 6: Meet the 21st century challenges

Slide 7: What if …

Slide 8: Korn Ferry Leadership Architect

Slide 9: Certification Overview

Slide 10: Purpose, process, payoff

Slide 11: Purpose, process, payoff

Slide 12: Purpose, process, payoff

Slide 13: Competency framework (Point of view)

Slide 14: A powerhouse team has come together

Slide 15: © 2015 Korn Ferry. ALL RIGHTS RESERVED.

Slide 16: Expectations are rising but capabilities are not rising fast enough

Slide 17: Competencies

Slide 18: What does success look like?

Slide 19: KFLA Competency Framework

Slide 20: Korn Ferry Leadership Architect primary uses

Slide 21: Definition of a competency

Slide 22: Korn Ferry supporting products

Slide 23: Research Guide and Technical Manual

Slide 24: Use the Competency Sort Cards to identify differentiating competencies

Slide 25: Navigating through the deck

Slide 26: The new competency framework

Slide 27: Competency cards

Slide 28: What is competency modeling?

Slide 29: The deck's ability to solve is limited by the sort question

Slide 30: Assess an organization's current skill

Slide 31: Cards sort: current state

Slide 32: Tally sheet results: individual

Slide 33: Posting sort results activity: highest

Slide 34: Posting sort results activity: lowest

Slide 35: Interpreting card sort results

Slide 36: Tally sheet results: group

Slide 37: Your plan with competencies

Slide 38: Typical uses

Slide 39: Types of cards sorts

Slide 40: Card sorting facilitation tips

Slide 41: Quick Reference Guide, 1st Edition

Slide 42: Tabulate the poster

Slide 43: Interpreting results: What is typical?

Slide 44: Compare competency data to normative studies

Slide 45: Based on research, we know

Slide 46: KFLA Global Norms and Performance Correlations

Slide 47: Defining levels

Slide 48: Organizational levels: where data comes from

Slide 49: Research as we know

Slide 50: Performance correlations

Slide 51: Key criteria outcomes

Slide 52: Developmental difficulty index

Slide 53: Developmental difficulty index: Elements

Slide 54: KFLA is globally relevant

Slide 55: Research as we know

Slide 56: Importance ratings

Slide 57: Use the Competency Sort Cards to identify differentiating competencies

Slide 58: Profile methods summary

Slide 59: Using expert panels

Slide 60: Setting up preliminary profile questions

Slide 61: HR generalist manager

Slide 62: What is your answer to profiling questions?

Slide 63: Preliminary profile questions

Slide 64: Job profile card sort

Slide 65: Tally sheet results: Individual results

Slide 66: Posting sort results: mission critical

Slide 67: Posting sort results activity: less important

Slide 68: Use the Competency Sort Cards to identify differentiating competencies

Slide 69: Tally sheet results: group

Slide 70: Tabulate the poster

Slide 71: Triage for competency selection

Slide 72: Analyze a profile; The Great Debate

Slide 73: Select competencies for a profile: Doing the math in rounds

Slide 74: Round 1: Analyze coverage

Slide 75: Round 2: Brand identification - profile comparisons

Slide 76: Round 3: Debate session - profile changes

Slide 77: Identify the career stallers and stoppers

Slide 78: Career Stallers and Stoppers: Poor Administrator

Slide 79: Career stallers and stoppers clusters