• A vision for what you want OID (Organizational and Individual Development) to be in your environment
  
• IMPACT competencies unique to your organization / business unit
  
  • From inception for new competency models
    
  • Comprehensive diagnostic tune-ups and maintenance for established models
    
• Align and update the competencies you need; cull redundancy and what you no longer need
  

• Competency framework, model, and architecture strategies
  
• Rationalize core vs. technical vs. specialized technical competency blends and configurations
  
• Develop meaningful position descriptions and expectations
  

• Efficiently review competencies with appropriate parties to ensure validity, relevance, and comprehensiveness
  
• Develop appealing and engaging competency material rollout strategies
  
• Cross-cultural competency consultation
  

• Life cycle "recruitment to retirement" competency / process integration - e.g. with:
  
  • Organization structure design and position descriptions
    
  • Hiring criteria and interview questions
    
  • Learning and development
    
  • Performance standards and assessment
    
  • Promotion criteria and succession planning
    
• Strategic alignment - e.g. with:
  
  • Goal setting and organizational objectives
    
  • Ethics and critical initiatives
    
  • Marketing and communications
    
• "Pull/Push" competency deployment strategies
  

• Competency development strategies - examples:
  
  • Learning solutions, training, and workshops  (see also Custom Learning/Development Services below)
    
  • Self-directed learning - e.g. map development needs to the right resources
    
  • On-the-job - e.g. link development to coaching / assignments / scheduling / projects
    
• Assessment, behavioral anchor, performance standard, and rating scale strategies
  
• Gather, develop, and deliver effective feedback  (see also Coaching, Mentoring, and Counseling Consultation below)
  
• Organizational bench strength - identify competency/talent gaps and trends
  
• Competency/trait-based succession planning strategy and support
  

• Customer/client-centric competency strategies - critical connections to the business
  
• Discover and capitalize upon "hidden" competencies
  
• Anticipate IMPACT competencies of the future - stay ahead of the change curve
  
• Foster a culture of competencies - organic integration - "competencies gone viral"
  
• Rapid/dynamic competency development, deployment, and realignment:
  
  • Creating a new service line?
    
  • Experiencing a change in business environment?
    
  • Merging, acquiring, or reorganizing?
    

Train and coach interviewers in the art and the science of behavioral interviewing for selection - including:

• The often underutilized power of effective probing questions
  
• Interpreting answers and assessing evidence of specific competencies
  
• Cross-cultural considerations
  
• Differences between campus and experienced hire candidate interviewing
  
• When and how to interview in teams
  

• Leverage the similarities; understand the differences - role / activity definition and socialization unique to your organization
  
• Manage / match supply and demand - strategy and design
  
• Evolve from programs to natural and expected behaviors - competency / process integration and training
  

• "Getting Unstuck"
  
• Performance / competency-based
  
• Executive / leadership
  
• New leaders
  
• Career
  

• Sources, approaches, formats, and processes
  
• Formal and informal feedback - the nuances
  
• Customized, confidential, and independent feedback solicitation and synthesis:
  
  • For leadership teams, committees, and boards
    
  • Supporting individual and group coaching objectives and processes
    
• 360-degree, peer, and upward feedback strategies - for example:
  
  • Solicited vs. unsolicited
    
  • Anonymous vs. identified
    
  • Competency- vs. trait-based
    
  • Developmental vs. evaluative
    
  • Customer/client participation
    

• Optimize on-the-job learning and development - IC2 curricula supporting the "70/20/10" model
  

• Identify your environment's unique OID (organizational and individual development):
  
  • Enabling characteristics
    
  • Dilemmas / challenges
    
  • Learning solution transformation opportunities
    
  • 2 real-world examples and approach
    

• Identify skill gaps and optimal development solutions - with a focus upon effectiveness, engagement, and ROI
  

• Design, develop, and deliver customized approaches and learning solution materials for target populations and applications
  

• Core IC2 curricula:
  • Inquiry Skills: Managing Productive and Clarifying Dialogue
    
  • Successful Delegation and Supervision
    
  • Gathering, Developing, and Delivering Effective Feedback
    
  • Coaching, Mentoring, and Counseling - Integrating the Behaviors and Dialogue into Day-to-Day Work
    
  • Launching and Leading the Magic of Great Teams - Collective Competencies and Innovation
    
  •  "Inquiry meets delegation" - an example
    

• Specialty curricula:
  
  • Behavioral Interviewing - for recruitment / candidate selection
    
  • "Learning Together..." - an approach to sharing knowledge for new services or products
    
  • Competency Modeling and Integration - for those with responsibility for talent management and OD
    

• New ventures and service lines
  
• Business planning, budgeting, and resource allocation efforts
  
• Decision-making and management reporting - for example:
  
  • Can you develop and promote the competencies you need?
    
  • Should you recruit?
    
  • Should you contract or outsource?
    
  • Should you "make or buy" learning and development solutions?
    

• Operating model scenarios - e.g.:
  
  • Price / volume
    
  • Rate / utilization
    
• Service line and staffing blends
  
• Fixed / variable cost analysis
  
• Break-even thresholds and profit margin targets